09 - 05 Control Costs Tools and Techniques
09 - 05 Control Costs Tools and Techniques
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Earned value management is a methodology that combines scope, schedule, and resource
measurements to assess project performance and progress. Using earned value management helps
the team understand whether they are on target for costs or schedule per the project plan. It compares
planned vs. actuals. It uses the cost, scope and schedule baselines to form the performance baseline,
which helps the project management team assess and measure project performance and progress.
Let’s go into more detail about each of the earned value formulas and what each one is used for and how
to remember them. Consider starting to practice a “brain dump sheet,” where you write down all the
formulas and other information you need to remember for the exam. Make sure you practice writing down
each formula name and the actual formula, until it becomes rote memory.
Here are some definitions in earned value management:
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Budget at completion (BAC): The total budget for the project or the sum of all budgets established
for the work to be performed.
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Planned value (PV): The value of the work you plan on completing during a specific period of time in
the project schedule. Or it’s the authorized budget assigned to scheduled work.
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Earned value (EV): The value of work that’s actually been performed or completed. Or it’s a measure
of work performed expressed in terms of the budget authorized for work.
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Actual cost (AC): The actual money spent on the project at a given point in time. Or it’s the realized
cost incurred for the work performed on an activity during a specific time period.
Tip: In order to calculate the earned value formulas, you only need to get values for each of the items
above. Once you have the four values above, you can calculate any of the EV formulas. It’s just a matter of
plugging in the values and solving the formula.
Variances from the approved baseline are measured with the following:
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Schedule variance (SV): The difference between the work you planned to do and what you actually
did (planned vs. actuals) at a specific point in time. It’s a measure of schedule performance expressed
as the difference between the earned value and the planned value. It is the amount by which the
project is ahead or behind the planned delivery date, at a given point in time.
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Cost variance (CV): The difference between the costs you planned to spend and what you actually
spent (planned vs. actuals) at a specific point in time. It’s the amount of budget deficit or surplus at a
given point in time, expressed as the difference between earned value and actual cost.
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Schedule performance index (SPI): Measures the efficiency of the work put into the project at a
specific point in time. It’s a measure of schedule efficiency expressed as a ratio of earned value to
planned value. It measures how well the project team is using its time.
The final earned value forecast looks at how the project needs to handle cost performance to meet
original goals:
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To-complete performance index (TCPI) Measure of the cost performance that is required to be achieved
with the remaining resources in order to meet a specified management goal, expressed as a ratio of the
cost to finish the outstanding work to the remaining budget.
1These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013.
Budgeted at BAC The sum of all budgets established The total budget originally
Completion for the work to be performed allocated for this project
Actual Cost AC The realized cost incurred for the The total costs spent during a
work performed on an activity specific period of time
during a specific period of time
Earned Value EV EV=Actual % Complete x BAC The planned value of all the work
completed (earned) to a point in
time
Next, I’ve provided an example that you can use to practice applying these formulas. The first thing you
want to do is calculate the first four values: BAC, AC, EV, and PV.
Example: You have a project to install 10 hair dryers in a salon. The cost per hair dryer is $2,750 and the
project will last 10 weeks. At week 5, six hair dryers were installed and you’ve spent $15,500.
• >$1 is good as you’re getting more value out of your money or time.
• <$1 is bad as you’re getting less value out of your money or time.
• >1 is good as you’re getting more value out of your money or time.
• <1 is bad as you’re getting less value out of your money or time.
• >1 is bad.
• <1 is good.
CV=EV-AC
SV=EV-PV
CPI=EV/AC
SPI=EV/PV
• In alphabetical order, AC (costs) comes before PV (schedule). So it’s AC, PV, AC, PV. When you
practice writing these, do it in order vertically:
Formula 1st step 2nd step 3rd step 4th step 5th step
CV=EV-AC CV EV - AC
SV=EV-PV SV EV - PV
CPI=EV/AC CPI EV / AC
SPI=EV/PV SPI EV / PV
Tip: Also, there’s somewhat of a pattern with these three formulas that might help you remember them
when you practice for your dump sheet. First, put them in alphabetical order.