DT089 Earned value parameter: TA

DI059615 Planned costs (PC)

Cumulated planned costs of the task up to the time of creation of the selected status report. The value stems from the baseline status report (plan). The planned costs are defined at the beginning of a project and are distributed throughout the duration of the project. As a result, you receive a planned budget in the project at a particular point in time. This budget may then be used up by this point in time. If these costs are exceeded, the total budget may be exceeded by the end of the project (source: Wikipedia).

Notes

In PLANTA Project, the term planned costs is only used for earned value analysis. In project planning, planned costs are named remaining/planned costs.
I.e., in PLANTA project the initially planned remaining/planned costs of the task that were "frozen" in the baseline report serve as planned costs.

DI059614 Actual costs (AC)

Cumulated actual costs of the task (AC means Actual Costs). The value stems from the released status report that is used for earned value analysis.

Details

Actual costs are all costs of the project that have incurred by a particular date.

DI059609 Earned value (EV)

Calculated earned value (completion value) of the task.

Calculation

Earned value (EV) = Planned costs (PC) up to the end of the task * Work progress of the task

Note

Planned costs up to task end are the Planned costs (PC) cumulated over the entire runtime of the project.

DI059611 Cost performance index (CPI)

Calculated cost performance of the project

Calculation

Cost performance index (CPI) = Earned value (EV) / Actual costs (AC)
- Values greater than 1 are good since the earned value exceeds the actual costs (e.g. CPI = 1.2). Such values indicate cost savings.
- Values smaller than 1 are bad since the earned value is lower than the actual costs (e.g. CPI = 0.75). Such values show that the task will be more expensive than planned.

DI059610 Schedule performance index (SPI)

Calculated schedule performance of the task. The Schedule Performance Index is used to evaluate how far the project is from the planned target in terms of time.

Calculation

Schedule performance index (SPI) = Earned value (EV) / Planned costs (PC)
- Values greater than 1 mean that the project proceeds faster than initially planned.
- Values smaller than 1 indicate a project delay.

DI059613 Cost variance (CV)

Calculated cost deviation of the task

Calculation

Cost variance (CV) = Earned value (EV) - Actual costs (AC)

DI059612 Schedule variance (SV)

Calculated deviation of the schedule of the task. A negative schedule variance indicates that the schedule for the entire project cannot be met.

Calculation

Schedule variance (SV) = Earned value (EV) - Planned costs (PC)

DI063816 Work progress

Calculated work progress of the task in percent

Information

The work progress is the basis on which the earned value is calculated.

Calculation

Work progress = Actual costs * 100 / Total costs

Note

The corresponding data field is hidden by default but the user can unhide it if required.

059623 OLE SPI/CPI

Traffic light for SPI/CPI codes. The traffic light signalizes whether the task is delayed or whether the costs for the task are greater than planned or not.

Values

Red traffic light: CPI or SPI < 1
Green traffic light: CPI and SPI > = 1
No traffic light: no CPI/SPI values available