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# Calculating Earned Value and Estimate to Complete in

Primavera P6

## Introduction to Earned Value

Calculate Planned Value Costs
Calculate Actual Costs
Calculate Earned Value Costs
Estimate to Completion (ETC)
Using CPI/SPI to calculate your ETC
Questions?

## What is Earned Value?

Combines Measurements of
Scope
Schedule
Current Plan
Cost
Budget vs. Actual
Primavera Variables
Planned Value
Cost & Schedule information comes from baseline
Actual Value
Actual cost
Earned Value
What has physically been built

## A Simplified Example: (PV)

10 Day Project to build 10 Concrete Forms
1 Form Per Day
\$100 Per Day
Time

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

## At the end of day 5

5 Forms Completed
\$500
Planned Value (PV) = 500
Time

\$100

\$100

\$100

\$100

\$100

\$100

## Lets Just Say..

Day 5
Only 3 Forms Completed
Our Earned Value (EV) = 300
Time

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

\$100

## Lets also say we have a cost over-run..

Day 5
Only 3 Forms Completed
Each form cost \$200 to build
Actual Cost (AC) - (\$200 x 3 Days) = \$600
Time

\$200

\$200

\$200

\$100

\$100

\$100

\$100

\$100

\$100

\$100

## We now have our variables to compute Earned Value

Day 5
(PV) = 500
(EV) = 300
(AC) = 600
Day 5
(EV) (PV) = Schedule Variance
300 - 500 = -200
Behind Schedule
(EV) (AC) = Cost Variance
\$300 - \$600 = \$-300
Over Budget

## Cost & Schedule Indices

Schedule Index
A ratio of what was earned vs. what was planned
An index less than 1 is behind schedule
An index greater than 1 is ahead of schedule
EV/PV = SPI (Schedule Performance index)
300/500 = .6
Cost & Schedule Indices
Cost index
A ratio of what we Earned vs. the Actual Cost
An index less than 1 is over budget
An index greater than 1 is under budget
EV/AC = Cost Performance Index
\$300/\$600 = .5

## Conclusions Based on Earned Value Analysis

Schedule Performance
The baseline indicates that 50% of the work should be complete.
With only 30% Performance % Complete (Actual Labor Units)
This shows the project is behind schedule.

Cost Performance
The baseline indicates that \$500 worth of work should be complete
(Planned Value Cost)
As of the Data Date, (Actual cost) is \$600 to achieve \$300 worth of
work (Earned Value Cost).
This shows the project is over budget

## Using CPI/SPI to analyze project efficiency

Cost Performance Index relates the amount of Physical
Work completed vs. the \$ spent to accomplish the work
CPI = (EV)/(AC)

## Using CPI/SPI to analyze project efficiency

Schedule Performance Index relates to the Physical Work
completed vs. the amount of work planned
SPI = (EV)/(PV)

## Using CPI/SPI to calculate your Estimate to Complete

Set at the WBS Level

## What is it going to cost to complete this project?

ETC uses one of two formulas
ETC = Remaining Cost of the activity

## ETC = Performance Factor*(Budget at Completion Earned

Value Cost)

Performance Factors
4 Optional Methods
PF = 1 *Optimistic Result
ETC = (PF * (Budget at Completion Earned Value Cost
PF = 1/CPI *Most likely Result
ETC = (1/CPI)* Budget at Completion Earned Value Cost
PF = 1/CPI*SPI *Pessimistic Result
ETC = [1/(CPI * SPI)] * Budget at Completion Earned Value Cost
PF = ____
ETC = your custom PF * Budget at Completion Earned Value Cost

## PF = 1/CPI *Most likely Result

ETC = (1/CPI)* Budget at Completion Earned Value Cost

## PF = 1/CPI*SPI *Pessimistic Result

ETC = [1/(CPI * SPI)] * Budget at Completion Earned Value Cost

Key Concepts:
Perform Earned Value Analysis to compare the budgeted cost of the
work to the Actual Cost
Calculate the Planned Value, Earned Value, and Actual Cost to
determine how much work should have been completed, How much
work was completed, and how much the completed work cost to build
Use Estimate to Completion to calculate what the remaining cost of
the activity(s) in progress will be