See how much work has actually been earned against the plan and the cost. Strataverra brings earned value, forecasts and physical progress into one connected view. Launching soon; join early access for updates.
A month-end spreadsheet can hide a variance until recovery choices have narrowed.
Actual cost alone does not show whether work is being completed at the planned rate or cost.
A single forecast point can conceal uncertainty around cash flow, commitments and contingency.
Without snapshots, it is hard to explain why SPI, CPI or the forecast changed between reviews.
Explore performance, the forecast and the reason for a variance together rather than calculating them separately at period-end.
Review CPI, SPI, EAC and ETC together, and compare snapshots to see how the position has moved.
Compare planned and earned value on S-curves. Review cash-flow forecasts including ranges, not just one point estimate.
Investigate cost and schedule variance, track contingency and see what has changed in the forecast.
See commitments alongside actual costs. Costed timesheets feed actual cost, while earned value comes from the physical progress recorded on site.
EV is earned value, PV planned value, AC actual cost and BAC budget at completion. These are standard measures, not a guarantee of the final outcome.
SPI = EV / PV; CPI = EV / AC. An index below 1.0 indicates less value earned than planned or more spent than earned, respectively.
SV = EV − PV; CV = EV − AC. Negative values indicate work behind plan or cost above earned value.
EAC = BAC / CPI; ETC = EAC − AC; VAC = BAC − EAC. This simple EAC assumes the current cost performance continues.
TCPI = (BAC − EV) / (BAC − AC). This measures the cost efficiency needed on remaining work to meet the original budget.
BAC $12,000,000. At month six, PV $5,200,000, EV $4,800,000 and AC $4,550,000.
SPI 0.92; CPI 1.05; SV −$400,000; CV +$250,000.
EAC $11.375m; ETC $6.825m; VAC +$625,000; TCPI approximately 0.97.
Dollar-based SPI can drift towards 1.0 near completion even if the project is late. Also watch total float and the critical path.
Schedule Performance Index (SPI) is earned value divided by planned value (EV/PV). A value below 1.0 means less work has been earned than planned at the measurement date. Near completion, dollar-based SPI can drift towards 1.0 even when a project is late, so also check float and the critical path.
Cost Performance Index (CPI) is earned value divided by actual cost (EV/AC). A CPI below 1.0 means the project has spent more than the budgeted value of the work completed.
One simple estimate at completion is budget at completion divided by CPI (EAC = BAC/CPI), assuming cost performance continues. For a $12 million BAC, $4.8 million EV and $4.55 million AC, EAC is $11.375 million. Review assumptions before using any forecast for a decision.
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