DI059598 Planned costs (PC)

Cumulated planned costs of the project 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).

Note

  • 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 project that were "frozen" in the baseline report serve as planned costs.


DI059584 Actual costs (AC)

Cumulated actual costs of the completed work. 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.

DI059532 Earned value (EV)

Calculated earned value (completion value) of the project. The achieved earned value arises within the project period and displays the actual value of the accomplished work.

Calculation

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

Note

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

DI059533 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 within the project.
    • 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 project will be more expensive than planned.

DI059534 Schedule performance index (SPI)

Calculated schedule performance of the project. The schedule performance index is used to evaluate how far the project is away 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.

DI059589 Cost variance (CV)

Calculated cost deviation of the project

Calculation

DI059588 Schedule variance (SV)

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

Calculation

DI059585 Work progress

Calculated work progress of the project in percent

Information

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

Calculation

Note

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


DI059598 OLE CPI/SPI

The traffic light signalizes whether the project 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

DI059536 Status

Date on which the status report has been created

DI059521 Month

Month for which earned value data is available (have been calculated)

DI059539 Status (month under report)

Month in which the status report was created. It is used to display the months for SPI/CPI and SV/CV trends.