Simplicalcs

    Earned value calculator — is your project on time and on budget?

    Currency ⓘ Switches the currency symbol only — enter values in your own currency.
    ⓘ How much budget should have been spent by now, per your project plan.
    ⓘ How much has actually been spent so far.
    %
    Cost performance
    CPI Cost Performance Index
    ⓘ Cost Performance Index — how much value you get for each £ spent. Above 1.0 means under budget; below 1.0 means over budget.
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    Schedule performance
    SPI Schedule Performance Index
    ⓘ Schedule Performance Index — how fast work is progressing vs the plan. Above 1.0 means ahead of schedule; below 1.0 means behind.
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    Forecast final cost EAC(v1) — at current efficiency
    ⓘ Estimate at Completion (v1): BAC ÷ CPI. Assumes your current cost efficiency continues for the rest of the project.
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    Remaining to complete ETC — Estimate to Complete
    ⓘ Estimate to Complete — the projected cost of finishing the remaining work, assuming current efficiency continues.
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    Forecast surplus / overrun VAC — Variance at Completion
    ⓘ Variance at Completion — positive means a forecast budget saving; negative means a forecast overrun.
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    Efficiency needed to finish on budget TCPI — To-Complete Performance Index
    ⓘ To-Complete Performance Index — the cost efficiency (value per £ spent) needed for the rest of the project to finish exactly on budget.
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    What is Earned Value Management?

    Earned Value Management gives project managers a single coherent view of whether a project is on time and within budget — two questions that standard tracking usually answers separately. It compares what you planned to spend, what you've actually spent, and the budgeted value of work actually completed.

    How CPI and SPI are calculated

    Three figures drive everything: Planned Value (PV) is the budget you scheduled to have spent by now; Actual Cost (AC) is what you've really spent; Earned Value (EV) is the budgeted cost of the work actually completed so far. From these, Cost Variance (CV = EV − AC) shows the £ gap between value delivered and money spent, and Schedule Variance (SV = EV − PV) shows the £ gap between value delivered and value planned. Dividing instead of subtracting gives the two headline ratios: Cost Performance Index (CPI = EV ÷ AC) — above 1.0 means you're getting more value than you're paying for; Schedule Performance Index (SPI = EV ÷ PV) — above 1.0 means you're ahead of the plan.

    Reading the forecast figures

    Estimate at Completion has two common versions: EAC(v1) = BAC ÷ CPI assumes the project's current cost efficiency continues for the rest of the work; EAC(v2) = AC + (BAC − EV) assumes the remaining work reverts to the original budgeted rate. Estimate to Complete (ETC = EAC − AC) is the cost still to come. Variance at Completion (VAC = BAC − EAC) is the forecast surplus or overrun. To-Complete Performance Index (TCPI = (BAC − EV) ÷ (BAC − AC)) is the cost efficiency the remaining work needs to hit to finish exactly on the original budget.

    Limitations

    EVM is only as reliable as the % complete figure feeding it — an honestly and consistently assessed estimate, not an optimistic one. It measures cost and schedule performance against the original baseline, but doesn't capture qualitative risk, quality issues, or scope creep on its own. A TCPI above roughly 2.0 is generally considered unachievable in practice — it would require the remaining work to run at twice the planned efficiency.

    Formulas follow the standard Earned Value Management methodology set out in the PMI Practice Standard for Earned Value Management.