Compute a project’s CPI, SPI, CV, SV, EAC, ETC, and TCPI from PV, EV, AC, and BAC figures — all in your browser, no data sent anywhere.
| Indicator | Value | General meaning |
|---|---|---|
| CPI | > 1 | Costs running under budget (cost efficient) |
| CPI | = 1 | Costs running on budget |
| CPI | < 1 | Costs running over budget (cost inefficient) |
| SPI | > 1 | Progress faster than the planned schedule |
| SPI | = 1 | Progress on the planned schedule |
| SPI | < 1 | Progress slower than the planned schedule |
| CV | positive / negative | Cost variance: EV − AC (negative = over budget) |
| SV | positive / negative | Schedule variance: EV − PV (negative = behind schedule) |
| TCPI | > 1 | Remaining work demands efficiency above current performance |
| TCPI | < 1 | Target can still be met with efficiency below current performance |
| CPI | SPI | Overall picture |
|---|---|---|
| < 1 | < 1 | Over budget and behind — needs attention |
| < 1 | > 1 | Fast but expensive — acceleration sacrifices cost |
| > 1 | < 1 | Frugal but slow — costs controlled, schedule lagging |
| > 1 | > 1 | Under budget and faster — good performance |
Earned Value Management (EVM) is a project performance measurement method that compares three figures: Planned Value (PV, the value of work scheduled), Earned Value (EV, the value of work actually completed), and Actual Cost (AC, the costs actually incurred). From these, the cost performance index (CPI) and schedule performance index (SPI) are computed.
Planned Value (PV) is the budget allocated for work scheduled to be complete at a given point in time. Earned Value (EV) is the budgeted value of work actually completed (percent complete times the task budget). Actual Cost (AC) is the total real cost incurred to complete that work. PV is about the plan, EV about results, AC about spending.
CPI = EV / AC measures cost efficiency: CPI above 1 means under budget, below 1 means over budget. SPI = EV / PV measures schedule efficiency: SPI above 1 means progress faster than planned, below 1 means slower. A value of 1 means exactly on target. Both indices are indicators, not verdicts: poor numbers can come from an inaccurate baseline, scope changes, or how progress is measured.
EAC (Estimate at Completion) is the estimated total project cost at completion. The typical formula EAC = BAC / CPI is used when current cost performance is assumed to continue. The atypical formula EAC = AC + (BAC − EV) is used when the variance is treated as a one-time event and remaining work proceeds on budget. ETC (Estimate to Complete) is the estimated cost still needed: ETC = EAC − AC. BAC is Budget at Completion, the total project budget.
TCPI (To-Complete Performance Index) measures the cost efficiency that MUST be achieved on remaining work for a given target to be met. TCPI to BAC = (BAC − EV) / (BAC − AC) is used when the target stays at the original budget. TCPI to EAC = (BAC − EV) / (EAC − AC) is used when the target is the revised estimate (EAC). TCPI above 1 means remaining work demands higher efficiency than current performance.
Yes, as long as the project has three prerequisites: a measurable baseline (work plan and budget per work package), a consistent way to measure percent complete, and actual cost recording per period. EVM is used in software development, event organizing, research, and even personal projects. Without a clear baseline, EVM figures are meaningless.
First, EVM is only as accurate as its inputs: a sloppy baseline produces misleading indices. Second, EVM does not assess result quality — work can be 100% complete per EV but rejected by the client. Third, SPI becomes less informative late in a project because EV inevitably equals PV when all work is done. Fourth, EVM does not explain the causes of variances; root-cause analysis still needs on-the-ground context.
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