A graphical display of cumulative costs, labor hours, or percentage complete plotted against time. The curve is typically flatter at the start and end (due to mobilization and demobilization/punch-list respectively), and steeper in the middle representing peak production. Analyzing the variance between the planned S-Curve and the actual S-Curve is a primary method of project control.

An integrated method for measuring project performance by comparing the planned value, earned value, and actual cost. It answers the question: 'Are we getting value for our money?'

The original approved plan (scope, schedule, cost) used as a reference point for monitoring progress.

Performance metrics measure the efficiency and progress of a project relative to the baseline.

• Variances measure the absolute deviation from the baseline in monetary or schedule terms. A negative variance means the project is over budget or behind schedule.
• Indices provide a relative measure of efficiency. An index value less than $1.0$ indicates that the project is performing below baseline efficiency (over budget or behind schedule).

Forecasting uses current Earned Value Management data to mathematically predict future performance and final project outcomes. It acts as an early warning system, allowing management to take corrective action before a minor variance becomes an unrecoverable disaster.

• Estimate at Completion (EAC): The forecasted final total cost of the project assuming the current cost performance trend continues. If $EAC > BAC$, the project is projected to overrun its budget. It is typically calculated as the original Budget at Completion (BAC) divided by the Cost Performance Index ($CPI$).
• Estimate to Complete (ETC): The expected cost required to finish all remaining uncompleted project work. It gives managers a clear target for how much more money they need to secure to finish the job. It is determined by subtracting the money already spent ($AC$) from the newly calculated $EAC$.
• Variance at Completion (VAC): The estimated final cost variance ($BAC - EAC$). A negative VAC indicates an expected budget shortfall.

While financial metrics are critical, other non-financial Key Performance Indicators (KPIs) are just as important for project success:

• Safety KPIs: Metrics such as the Total Recordable Incident Rate (TRIR) are monitored to maintain a safe working environment.
• Quality KPIs: The number of Non-Conformance Reports (NCRs) issued helps track how closely the work meets the required specifications.

When a contractor believes they are entitled to extra time or money due to an unforeseen event (e.g., severe weather, owner-directed changes, differing site conditions), they must follow a strict contractual process to secure relief:

1. Request for Information (RFI): Seek clarification on the issue.
2. Notice of Delay: Formally notify the owner within the contractually stipulated timeframe (often 7 to 21 days) that an event has occurred that may impact the schedule or budget. Failure to provide timely notice often results in waiving the right to claim.
3. Time Impact Analysis (TIA): A forward-looking schedule analysis technique that adds the delay event into the baseline schedule to demonstrate the cause and extent of the schedule impact.
4. Formal Claim: A comprehensive document detailing the contractual basis, the schedule impact (via TIA), and the calculated quantum (monetary value) of the extra costs incurred.

Variances indicate the absolute deviation from the baseline in monetary or schedule terms. They provide a quick snapshot of project health.

Indices indicate the relative efficiency of the project work. They are often more useful than variances because they show the rate of performance, independent of the project's total size.

Forecasting formulas predict future outcomes based on current performance trends. By mathematically extending the current CPI, project managers can anticipate the final cost.

Determining the "Earned Value" (EV) requires accurately measuring physical progress on site. Subjective estimates of percent complete destroy EVM accuracy. Several objective rules of thumb are used depending on the type of work:

• Units Completed: Used for repetitive tasks (e.g., if $500$ of $1000$ bricks are laid, task is $50\%$ complete). This is the most objective and accurate method.
• Incremental Milestone: Used for tasks with easily identifiable sequential steps (e.g., Formwork complete = $30\%$, Rebar complete = $60\%$, Poured = $100\%$).
• Start/Finish (e.g., 50/50 Rule): $50\%$ progress is earned when the task starts, and the remaining $50\%$ is earned only upon completion. Used for very short-duration tasks where detailed tracking is not worth the effort.
• Level of Effort (LOE): Used for management or security tasks where physical progress isn't tangible. EV simply equals the Planned Value (PV) for that time period.