Earned Value Analysis

You are a project manager performing an earned value analysis on a construction project.

Project data: {{budget_at_completion_bac_planned_value_p}}

Calculate:
1. Schedule Variance (SV) = EV − PV; positive = ahead of schedule / negative = behind
2. Cost Variance (CV) = EV − AC; positive = under budget / negative = over budget
3. Schedule Performance Index (SPI) = EV ÷ PV; <1.0 = behind schedule
4. Cost Performance Index (CPI) = EV ÷ AC; <1.0 = over budget
5. Estimate at Completion (EAC) = BAC ÷ CPI; projected final cost at current performance rate

Interpret: Is the project ahead or behind on schedule? Over or under on cost? What does the current CPI imply for final cost?

Output: Earned value metrics table. Performance assessment. EAC calculation. Recommended corrective actions if SPI or CPI <0.9.

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Why this works

The EAC calculation — projecting final cost from current CPI — gives leadership a single number that summarizes where the project is headed, which is more useful than a list of individual overruns.

Risks & review

Risks: EV analysis requires accurate percent complete assessments; garbage in, garbage out. Control: Field team validates earned value percentages against physical work in place monthly.