Project Control and Monitoring - Theory & Concepts

Tracking project progress using Earned Value Management and S-Curves.

Adjust the Planned Value, Earned Value, and Actual Cost to analyze project performance indices ( $\text{SPI}$ and $\text{CPI}$ ).

Planned Value (

\text{PV}

): $100,000

Earned Value (

\text{EV}

): $90,000

Actual Cost (

\text{AC}

): $110,000

Key:

Schedule Perf. Index (

\text{SPI}

)

0.90

Behind Schedule

\text{SPI} = \frac{\text{EV}}{\text{PV}}

Cost Perf. Index (

\text{CPI}

)

0.82

Over Budget

\text{CPI} = \frac{\text{EV}}{\text{AC}}

Schedule Variance ( $\text{SV}$ )-$10,000

\text{SV} = \text{EV} - \text{PV}

Cost Variance ( $\text{CV}$ )-$20,000

\text{CV} = \text{EV} - \text{AC}

$100,000

\text{PV}

$90,000

\text{EV}

$110,000

\text{AC}

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