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progress and the scheduled progress of a task, in terms of cost (the formula SV = BCWP - BCWS). In the example above, the task's SV is -$15. The cost performance index (CPI): Ratio of budgeted costs of work performed to actual costs of work performed [BCWP/ACWP]. The cumulative CPI [sum of the BCWP for all tasks divided by the sum of the ACWP for all tasks] can be used to predict whether a project will go over budget.) the ratio of budgeted costs to actual costs (the formula CPI = BCWP / ACWP). In the example above, the task's CPI is about .86, or 86 percent. The schedule performance index (SPI): The ratio of the budgeted cost of work performed [BCWP] to the budgeted cost of work scheduled (BCWS), which is often used to estimate the project completion date. This is calculated as follows: SPI = BCWP/BCWS.) the ratio of work performed to work scheduled (the formula SPI = BCWP / BCWS). In the example above, the task's SPI is .80, or 80 percent. The task to complete performance index (TCPI): The ratio of the work remaining to be done to funds remaining to be spent, as of the status date [BAC - BCWP]/[BAC - ACWP]. A TCPI value greater than one indicates a need for increased performance; less than one indicates performance can decrease.)the ratio of the work remaining to be done to funds remaining to be spent as of the status date, or budget at completion (the formula TCPI = [BAC - BCWP] / [BAC - ACWP]).
percentage of the task duration that has been completed.) value or physical percent complete value for earned value calculations related to BCWP. (Remember, other values are calculated from BCWP, so your decision affects the entire earned value analysis.) Percent complete may be calculated by Project or entered directly by you, depending on how you track actual work. Physical percent complete is always entered directly by you. Use physical percent complete when percent complete would not be an accurate measure of real work performed or remaining. Here's a simple example of how the two values may differ: a project of building a stone wall that consists of 100 stones stacked 5 high. The first row of 20 stones can be laid in 20 minutes, but the second row would take 25 minutes because you have to lift the stones up one row higher, so it takes a little longer. The third row would take 30 minutes, the fourth 35 minutes, and the last row would take 40 minutes to lay150 minutes total. After laying the first three rows, the project could be said to be 60 percent physically complete (you laid 60 of 100 stones). However, you only spent 75 of 150 minutes; so in terms of duration, the job is only 50 percent complete. Depending on how you get paid for the work how the value is earned (by the stone or by the hour) you may choose the percent complete value or the physical percent complete value to properly reflect this in the earned value analysis.
Budgeted cost of work scheduled (BCWS): The earned value field that shows how much of the budget should have been spent, in view of the baseline cost of the task, assignment, or resource. BCWS is calculated as the cumulative time phased baseline costs up to the status date or today's date.) shows how much of the budget should have been spent in view of the baseline cost of the task, assignment, or resource. BCWS is calculated as the cumulative time phased baseline costs up to the status date or today's date. (Budgeted cost values are stored in the baseline fields, or if you've saved multiple baselines, in fields Baseline1 through Baseline10.) Cost variance (CV): The difference between the budgeted cost of work performed [BCWP] on a task and the actual cost of work performed [ACWP]. If the CV is positive, the cost is currently under the budgeted amount; if the CV is negative, the task is currently over budget.) shows the difference between the budgeted cost of work performed (BCWP) on a task and its actual cost (actual cost of work performed or ACWP). If the CV is positive, the cost is currently under the budgeted (or baseline) amount; if the CV is negative, the task is currently over budget. Schedule variance (SV) (SV: The difference between the budgeted cost of work performed [BCWP] and the budgeted cost of work scheduled [BCWS]. This is calculated as follows: SV = Budgeted Cost of Work Performed - Budgeted Cost of Work Scheduled.) shows the difference between the budgeted cost of work performed (BCWP) and the budgeted cost of work scheduled (BCWS). If the SV is positive, the project is ahead of schedule in cost terms; if the SV is negative, the project is behind schedule in cost terms. Variance at completion (VAC) (VAC: The earned value field that shows the difference between the budget at completion [BAC] and the estimate at completion [EAC]. In Project, the EAC is the Total Cost field, and the BAC is the Baseline Cost field.) shows the difference between the budget at completion (BAC) and the estimate at completion (EAC). In Project, the EAC is the Total Cost field and the BAC is the Baseline Cost field from the associated baseline. Cost performance index (CPI) (CPI: Ratio of budgeted costs of work performed to actual costs of work performed [BCWP/ACWP]. The cumulative CPI [sum of the BCWP for all tasks divided by the sum of the ACWP for all tasks] can be used to predict whether a project will go over budget.) is the ratio of budgeted, or baseline, costs of work performed to actual costs of work performed (BCWP/ACWP). Cumulative cost performance index (CPI) (CPI: In earned value, the sum of all the budgeted costs of work performed [BCWP] for all tasks divided by the sum of all the actual costs of work performed [ACWP]. CPI is often used to predict whether a project will go over budget, and by how much.) is the sum of the BCWP for all tasks divided by the sum of the actual costs of work performed (ACWP) for all tasks. Cumulative CPI is often used to predict whether a project will go over budget and by how much. Schedule performance index (SPI) (SPI: The ratio of the budgeted cost of work performed [BCWP] to the budgeted cost of work scheduled (BCWS), which is often used to estimate the project completion date. This is calculated as follows: SPI = BCWP/BCWS.) is the ratio of work performed to work scheduled (BCWP/BCWS). SPI is often used to estimate the project completion date. Estimate at completion (EAC) (EAC: The expected total cost of a task or project, based on performance as of the status date. EAC is calculated as follows: EAC = ACWP + (BACBCWP)/CPI.) is the expected total cost of a task or project, based on performance as of the status date. EAC is also called forecast at completion, and is calculated like this: EAC = ACWP + (BAC BCWP) / CPI.
To complete performance index (TCPI) (TCPI: The ratio of the work remaining to be done to funds remaining to be spent, as of the status date [BAC - BCWP]/[BAC - ACWP]. A TCPI value greater than one indicates a need for increased performance; less than one indicates performance can decrease.) is the ratio of remaining available budget to be spent to the remaining scheduled cost as of the status date. TCPI is calculated like this: TCPI = (BAC - BCWP) / (BAC - ACWP). A TCPI value greater than 1 indicates good projected performance for remaining work; less than 1 indicates poor projected performance.