Component Meaning Formula

The worth of the work PV = (Planned % of

Planned Value (PV) planned to be done at a completion) × (Budget at
specific point in time. completion)

The worth of the work EV = (Actual % of

Earned Value (EV) actually done at a completion) × (Budget at
specific point in time. completion)

The actual expenditure

No formula; it is the actual
Actual Cost (AC) for the work done at a
expenditure recorded.
specific point in time.

The difference between

earned value and actual
Cost Variance (CV) CV = EV - AC
cost, indicating cost
performance.

The difference between

earned value and
Schedule Variance (SV) SV = EV - PV
planned value, indicating
schedule performance.

Cost Performance Index Measures cost efficiency

CPI = EV / AC
(CPI) of the project.

Schedule Performance Measures schedule

SPI = EV / PV
Index (SPI) efficiency of the project.
 How to Interpret the Values
- If PV is high but actual work is lagging, the
project is behind schedule. - If PV is low and
work is ahead, the project is moving faster
than planned.

- If EV > PV, the project is ahead of schedule.

- If EV < PV, the project is behind schedule. -
If EV = PV, the project is on track.

- If AC > EV, the project has cost overruns. -

If AC < EV, the project is under budget. - If
AC = EV, the project is exactly on budget.

- CV > 0: Project is under budget (cost

savings). - CV < 0: Project is over budget
(cost overrun). - CV = 0: Project is exactly on
budget.

- SV > 0: Project is ahead of schedule. - SV <

0: Project is behind schedule. - SV = 0:
Project is exactly on schedule.

- CPI > 1: Project is cost-efficient (cost

savings). - CPI < 1: Project is over budget
(inefficient use of funds). - CPI = 1: Project is
exactly on budget.

- SPI > 1: Project is ahead of schedule. - SPI <

1: Project is behind schedule. - SPI = 1:
Project is progressing as planned.
Components Value
Planned % of Completion 0
Actual % of Completion 0
Budget at Completion 600
Actual Cost 0

Project Monitoring and Control

Metric Value
Planned Value 0
Earned Value 0
Cost Variance 0
Schedule Variance 0
Cost Performance Index #DIV/0!
Schedule Performance Index #DIV/0!
Critical Ratio #DIV/0!
Project Monitoring and Control
Interpretation

Since EV = PV, the project is on track

Project is exactly on budget
Project is exactly on schedule
#DIV/0!
#DIV/0!
#DIV/0!
Phases Baseline cose Start End Duration Per week Cost
Planning Stage 100000 Week 1 Week 2 2 50000
Acquistion Stage 3000000 Week3 Week 5 3 1000000
Assembly Stage 1900000 week 4 Week 6 3 633333
Manufacturing Stage 1800000 Week 5 Week 8 4 450000
Delivery Stage 200000 Weel 9 Week 9 1 200000

Planning Stage Acquistion Stage Assembly Stage

Week1 50000
Week2 50000
Week3 1000000
Week4 1000000 633333.3333333
Week5 1000000 633333.3333333
Week6 633333.3333333
Week7
Week8
Week9
 S-Curve
8000000
Manufacturing Stage Delivery Stage 7000000
50000 50000
6000000
50000 100000
5000000
1000000 1100000
4000000
1633333 2733333
450000 2083333 4816667 3000000

450000 1083333 5900000 2000000

450000 450000 6350000 1000000
450000 450000 6800000 0
200000 200000 7000000 k1 k2 k3 k4 k5 k6 k7 k8 k9
ee ee ee ee ee ee ee ee ee
W W W W W W W W W
urve

k5 k6 k7 k8 k9
ee ee ee ee ee
W W W W W