This topic lists the formulas for:
The earned value management schedule and cost variance and performance indicators.
Other calculated fields used in PM Compass.
Earned Value Management is a way to measure a project's performance against the project baseline.
For more information about the report where the field displays, see Reports.
Field Name / Abbreviation |
Full Name |
Formula |
Description |
Report where this field displays |
% Complete |
% Complete |
% Compete = (BCWPcum / BAC) * 100 |
(Budgeted Cost of Work Performed cumulative to date divided by Budget At Complete) times 100. |
Variance Analysis report |
% Schedule |
% Schedule |
% Schedule = (BCWScum / BAC) * 100 |
(Budgeted Cost of Work Scheduled cumulative divided by Budget At Complete) times 100. |
Variance Analysis report |
% Spent of Budget |
% Spent of Budget |
% Spent of Budget = (ACWPcum / BAC) * 100 Current Period %Spent of Budget = Current Period Actual / Current Period Budget * 100 Cumulative %Spent of Budget = Cumulative Actual / Cumulative Budget * 100 At Complete %Spent of Budget = Cumulative Actuals / Budget at Complete * 100
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(Actual Cost of Work Performed cumulative to date divided by Budget At Complete) times 100. When this field is used on the Variance Analysis report, it calculates "at complete % spent." When this field is used on the Explanation of Spend Variance report, it calculates current, cumulative, and at complete % spent. When it is used on time phased reports (such as Time Phased and Curve), it calculates the value each period using the following formula: % Spent of Budget = (ACWP/BCWS) * 100 |
Variance Analysis report Time Phased report Curve report Explanation of Spend Variance report |
% Spent of Forecast |
% Spent of Forecast |
% Spent of Forecast = (ACWPcum / EAC) * 100 At Complete %Spent of Forecast = Cumulative Actuals / At Complete Forecast * 100 |
(Actual Cost of Work Performed cumulative to date divided by Forecast At Complete aka EAC) times 100. When this field is used on the Variance Analysis report, it calculates "at complete % spent." When this field is used on the Explanation of Spend Variance report, it calculates "at complete" % spent. When it is used on time phased reports (such as Time Phased and Curve), it calculates the value each period using the following formula: % Spent of Budget = (ACWP/EAC) * 100 |
Variance Analysis report Time Phased report Curve report Explanation of Spend Variance report |
Actuals Price |
Actuals Price |
Actuals Price = ACWP($) ACWP(units) |
Variance Analysis report |
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Actual Usage |
Actual Usage |
Actual Usage = ACWPunits |
Variance Analysis report |
|
Budget Price |
Budget Price |
Budget Price = BCWS($) BCWS(units) |
Variance Analysis report |
|
Budget Usage |
Budget Usage |
Budget Usage = BCWSunits |
Price and Usage Analysis report |
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CPI |
Cost Performance Indicator |
CPI = Earned (BCWP) / Actual (ACWP) |
Budgeted Cost of Work Performed divided by Actual Cost of Work Scheduled. Cost Performance Index (CPI) is an index showing the ratio of work accomplished versus work cost incurred for a specified time period. The CPI shows the efficiency of the utilization of the resources on the project. A CPI value above 1 indicates efficiency in utilizing the resources allocated to the project is good. A CPI value below 1 indicates efficiency in utilizing the resources allocated to the project is not good. |
EAC Analysis report |
CPI hours |
Cost Performance Indicator Hours |
CPI hours = Earned (BCWP) hours/ Actual (ACWP) hours
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Cost Performance Indicator Hours (CPI Hours) is an index showing the efficiency of the utilization of the resources on the project in terms of hours. A CPI Hours value above 1 indicates efficiency in utilizing the resources allocated to the project is good. A CPI Hours value below 1 indicates efficiency in utilizing the resources allocated to the project is not good. |
|
CV |
Cost Variance |
CV = Earned (BCWP) – Actual (ACWP) |
Budgeted Cost of Work Performed minus Actual Cost of Work Performed. Cost Variance indicates how much over or under budget the project is. |
Variance Analysis report |
CV % |
Cost Variance Percentage |
CV % = (Cost variance / Earned) * 100 |
(Cost Variance divided by Budgeted Cost of Work Performed) times 100. Cost Variance % indicates how much over or under budget the project is in terms of percentage. |
Variance Analysis report |
CV Hours |
Cost Variance Hours |
CV hours = Earned hours – Actual hours |
Cost Variance Hours indicates how much over or under budget the project is in terms of hours. |
|
CV % Hours |
Cost Variance Percentage Hours |
CV % hours = (CV hours / Earned hours) * 100 |
Cost Variance % Hours indicates how much over or under budget the project is in terms of percentage and hours. |
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Days in Current Step |
Days in Current Step |
Days in Current Step = Today - Step Start Date |
|
Workflow List report |
Days Past Due |
Days Past Due |
Days Past Due = Today - Due Date |
|
Workflow List report |
Days Since Created |
Days Since Created |
Days Since Created = Today - Created Date |
|
Workflow List report |
Days to Complete |
Days to Complete |
Days to Complete = Closed Date - Created Date |
|
Workflow List report |
Earned Price |
Earned Price |
Earned Price = BCWP($) BCWP(units) |
|
Variance Analysis report |
Earned Usage |
Earned Usage |
Earned Usage = BCWPunits |
Price and Usage Analysis report |
|
EAC |
Estimate At Complete |
EAC = ACWPcum + (BAC - BCWPcum) |
Actual Cost of Work Performed plus (Budget At Complete minus Budgeted Cost of Work Performed cumulative). |
Variance Analysis report |
EACcomposite |
Estimate At Complete Composite |
EACcomposite = ACWPcum + [(BAC - BCWPcum) / (CPIcum * SPIcum)] |
Actual Cost of Work Performed plus [(Budget At Complete minus Budgeted Cost of Work Performed cumulative) divided by (Cost Performance Index cumulative times Schedule Performance Index cumulative)] |
Variance Analysis report |
EACcpi |
Estimate At Complete Cost Performance Index |
EACcpi = ACWPcum + [(BAC - BCWPcum) / CPIcum] |
Actual Cost of Work Performed plus [(Budget At Complete minus Budgeted Cost of Work Performed cumulative) divided by Cost Performance Index cumulative] |
Variance Analysis report |
EACcpi-lsp |
Estimate At Complete Cost Performance Index - Last Status Period |
EACcpi-lsp = ACWPcum + [(BAC - BCWPcum) / CPI of the current fiscal year] |
Actual Cost of Work Performed plus [(Budget At Complete minus Budgeted Cost of Work Performed cumulative) divided by Cost Performance Index calculated using current fiscal year only] |
Variance Analysis report |
iEAC |
Independent Estimate at Completion |
iEAC = [(Budget – Earned) / CPI] + Actuals |
Independent Estimate at Completion (iEAC) is an index used to project total cost using the performance to date to project overall performance. It can be compared to EAC, which is the manager's projection. |
|
iEAC hours |
Independent Estimate at Completion Hours |
iEAC hours = [(Budget hours – Earned hours) / CPI hours] + Actuals hours |
Independent Estimate at Completion Hours (iEAC Hours) is an index used to project total hours using the performance to date to project overall performance. It can be compared to EAC Hours, which is the manager's projection. |
|
Price Variance 1 (Budget) |
Price Var 1 |
Price Variance 1 (Budget) = (BCWSprice – ACWPprice) x ACWPunits Where: BCWSprice = BCWS($) BCWS(units) ACWPprice = ACWP($) ACWP(units) Units = hours or quantity as defined in options tab |
A Price Variance indicates that the budgeted rate is different from the actual rate. A positive Price variance indicates the budgeted rate is less than the actual rate. A negative Price Variance indicates the actual rate is higher than the budgeted rate. The formals include cumulative to date budget and actual costs. When there is a price variance, the forecast rate should be updated to better predict the final cost of the project. |
Price and Usage Analysis report |
Price Variance 2 (Performance) |
Price Var 2 |
Price Variance 2 (Performance) = (BCWPprice – ACWPprice) X ACWPunits Where: BCWPprice = BCWP($) BCWP(units) ACWPprice = ACWP($) ACWP(units) Units = hours or quantity as defined in options tab |
Price Variance 2 is good for analyzing a price variance for in progress work. Since Earned Value (BCWP) is used in the calculation, it eliminates any variance in progress that can be encountered when the work is not progressing as planned. When there is a price variance, the forecast rate should be updated to better predict the final cost of the project. |
Price and Usage Analysis report |
Remaining Budget |
Remaining Budget |
At Complete Remaining Budget = Budget At Complete - Cumulative Actuals |
|
Explanation of Spend Variance report |
Remaining Forecast |
Remaining Forecast |
At Complete Remaining Forecast = Forecast at Complete - Cumulative Actuals |
|
Explanation of Spend Variance report |
Requested Finish Delay |
Requested Finish Delay |
Requested Finish Delay = Requested Baseline Finish Date - Current Baseline Finish Date |
|
Workflow List report |
Requested Start Delay |
Requested Start Delay |
Requested Start Delay = Requested Baseline Start Date - Current Baseline Start Date |
|
Workflow List report |
Spend Variance |
Spend Variance |
Current Period Spend Variance = Current Period Budget - Current Period Actual Cumulative Spend Variance = Cumulative Budget - Cumulative Actual
|
|
Explanation of Spend Variance report |
SPI |
Schedule Performance Indicator |
SPI = Earned (BCWP) / Budget to date (BCWS) |
Budgeted Cost of Work Performed divided by Budgeted Cost of Work Scheduled. Schedule Performance Index (SPI) is an index showing the ratio of work accomplished versus work planned, for a specified time period. The SPI is an efficiency rating for work accomplishment, comparing work accomplished to what should have been accomplished.
|
EAC Analysis report Variance Analysis report |
SPI hours |
Schedule Performance Indicator Hours |
SPI = Earned hours / Budget to date hours |
Schedule Performance Indicator Hours (SPI Hours) is an index showing the efficiency of the time utilized on the project in terms of hours.
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SV |
Schedule Variance |
SV = Earned (BCWP) – Budget to date (BCWS) |
Budgeted Cost of Work Performed minus Budgeted Cost of Work Scheduled. Schedule Variance is the difference between the budgeted cost of work performed and the budgeted cost of work scheduled at any point in time. Schedule Variance indicates how much ahead or behind schedule the project is. |
Variance Analysis report |
SV % |
Schedule Variance Percentage |
SV % = (SV / Budget to date) * 100 |
(Schedule Variance divided by Budgeted Cost of Work Scheduled) times 100. Schedule Variance % indicates how much ahead or behind schedule the project is in terms of percentage. |
Variance Analysis report |
SV Hours |
Schedule Variance Hours |
SV hours = Earned hours – Budget to date hours |
Schedule Variance Hours indicates how much ahead or behind schedule the project is in terms of hours. |
|
SV % Hours |
Schedule Variance Percentage Hours |
SV % hours = (SV hours / Budget to date hours) * 100 |
Schedule Variance % Hours indicates how much ahead or behind schedule the project is in terms of percentage. |
|
TCPI bac |
To Complete Performance Indicator for Budget at Completion |
TCPI bac = (Budget – Earned) / (Budget – Actual)
Also stated as: TCPIb = (BAC-BCWPcum)/(BAC-ACWPcum) |
Work Remaining divided by Cost Remaining. Also stated as (Estimate At Complete minus Budgeted Cost of Work Performed cumulative) divided by (Budget At Complete minus Actual Cost of Work Performed cumulative). To Complete Performance Indicator (TCPI) is an index showing the efficiency at which the resources on the project should be utilized for the remainder of the project. TCPI bac is an indicator of the validity of the BAC. If TCPI bac is very different from CPI, there should be an explanation for how the performance is going to improve for the remaining work to achieve the reported BAC. The EAC Hours and EAC Currency data come from the CAWP table in Deltek PM Compass. |
EAC Analysis report Variance Analysis report |
TCPI bac hours |
To Complete Performance Indicator Hours for Budget at Completion |
TCPI bac hours = (Budget hours – Earned hours)/( Budget hours – Actual hours) |
TCPI bac hours is an indicator of the validity of the BAC measured in hours. If TCPI bac is very different from CPI, there should be an explanation for how the performance is going to improve for the remaining work to achieve the reported BAC. |
|
TCPI eac |
To Complete Performance Indicator for Estimate at Completion |
TCPI eac = (Budget – Earned) / (EAC – Actual)
Also stated as: TCPIe = (BAC-BCWPcum) / (EAC-ACWPcum) |
Work Remaining divided by Cost Remaining. Also stated as (Budget At Complete minus Budgeted Cost of Work Performed cumulative) divided by (Estimate At Complete minus Actual Cost of Work Performed cumulative). To Complete Performance Indicator (TCPI) is an index showing the efficiency at which the resources on the project should be utilized for the remainder of the project. TCPI eac is an indicator of the validity of the EAC. If TCPI eac is very different from CPI, there should be an explanation for how the performance is going to improve for the remaining work to achieve the reported EAC. The EAC Hours and EAC Currency data come from the CAWP table in Deltek PM Compass. |
EAC Analysis report Variance Analysis report |
TCPI eac hours |
To Complete Performance Indicator Hours for Estimate at Completion |
TCPI eac hours = (Budget hours – Earned hours) / (EAC hours – Actual hours) |
TCPI eac hours is an indicator of the validity of the EAC measured in hours. If TCPI eac is very different from CPI, there should be an explanation for how the performance is going to improve for the remaining work to achieve the reported EAC. |
|
Usage Variance 1 (Budget) |
Usage Var 1 |
Usage Variance 1 (Budget) = (BCWSunits – ACWPunits) X BCWSprice Where: BCWSprice = BCWS($) BCWS(units) Units = hours or quantity as defined in options tab |
A Usage Variance indicates that it is taking more hours (or consuming more units) than originally budgeted. A positive Usage variance indicates the budgeted units (either hours or a quantity) is less than the actual units used. A negative Price Variance indicates the actual units is higher than the budgeted units. The formals include cumulative to date budgeted units and cumulative to date actual units. When there is a usage variance, a statistical forecast that multiples the remaining effort by a performance factor, like 1/CPI, should be compared with the forecast being provided by the person performing the work. |
Price and Usage Analysis report |
Usage Variance 2 (Performance) |
Usage Var 2 |
Usage Variance 2 (Performance) = (BCWPunits – ACWPunits) X BCWPprice Where: BCWPprice = BCWP($) BCWP(units) Units = hours or quantity as defined in options tab |
Usage Variance 2 is good for analyzing a usage variance for in progress work. Since Earned Value (BCWP) is used in the calculation, it eliminates any variance in progress that can be encountered when the work is not progressing as planned. When there is a usage variance, a statistical forecast that multiples the remaining effort by a performance factor should be compared with the forecast being provided by the person performing the work. |
Price and Usage Analysis report |
VAC Can have alternates using EACcpi or EACcomposite |
Variance at Completion |
VAC = BAC – EAC Variance at Complete = Budget at Complete - Forecast at Complete |
Budget At Complete (BAC) minus Estimate At Complete. How much over or under budget the project is estimated to cost at completion. |
Variance Analysis report Explanation of Spend Variance report |
VAC hours |
Variance at Completion Hours |
VAC hours = Budget hours – EAC hours |
How much over or under budget the project is estimated to cost at completion, measured in hours. |
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VAC % |
Variance at Completion Percentage |
VAC % = (VAC / Budget ) * 100 |
How much over or under budget the project is estimated to cost at completion, measured in percentage. |
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VAC % hours |
Variance at Completion Percentage Hours |
VAC % hours = (VAC hours / BAC hours) * 100 |
How much over or under budget the project is estimated to cost at completion, measured in percentage and hours. |
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Variance |
Variance |
Variance = Budget to Date - Actual |
Variance is used to see the difference between what was budgeted and the actual costs. |
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Variance Hours |
Variance Hours |
Variance Hours = Budget to Date hours - Actual hours |
Variance Hours is used to see the difference between the budgeted hours and the actual hours. |
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