Earned value calculator — Season 4 Rollout
As of 2026-07-01 · Project hub
Where the project stands
| Figure | Value | How it is worked out |
|---|---|---|
| Budget at completion (BAC) | 15,000 | The total approved cost of the plan. |
| Planned value (PV) | 11,500 | How much of the budget the plan says should be spent by now. |
| Earned value (EV) | 10,950 | The budget's worth of the work actually finished so far. |
| Actual cost (AC) | 10,000 | What has really been spent so far. |
| Cost performance index (CPI) | 1.095 | Earned value divided by actual cost — above 1.0 is efficient, below 1.0 is not. |
| Schedule performance index (SPI) | 0.952 | Earned value divided by planned value — above 1.0 is ahead of plan. |
| Estimate at completion (EAC) | 13,699 | Budget divided by CPI — the likely total cost at today's efficiency. |
| Estimate to complete (ETC) | 3,699 | Estimate at completion minus what has already been spent. |
| Variance at completion (VAC) | 1,301 | Budget minus the estimate at completion — negative means over budget. |
| Cost variance (CV) | 950 | Earned value minus actual cost — under budget. |
| Schedule variance (SV) | -550 | Earned value minus planned value — behind plan. |
| Cost variance % (CV%) | 0.087 | Cost variance divided by earned value. |
| Schedule variance % (SV%) | -0.048 | Schedule variance divided by planned value. |
The work you finished is worth more than what you have spent.
Estimate at completion — every standard method
Four documented ways to forecast the total cost. Pick the one matching how you expect the remaining work to run.
| Method | EAC | When to use it |
|---|---|---|
| Cost-performance-index (BAC ÷ CPI) | 13,699 | Today's efficiency holds. |
| Remaining work at the original plan (AC + (BAC − EV)) | 14,050 | Today's variance is a one-off; the rest runs at the planned rate. |
| Remaining work at current efficiency (AC + (BAC − EV) ÷ (CPI × SPI)) | 13,884 | Both cost AND schedule performance keep shaping what's left. |
| Bottom-up (AC + a re-estimated remaining cost) | no data yet | The team re-estimated the remaining work directly. |
To-complete performance index (TCPI)
How efficiently the REMAINING work must run to hit a target — computed from the same figures above, never a second measurement.
| Target | TCPI | How it is worked out |
|---|---|---|
| To finish at the original budget | 0.81 | (Budget − earned value) ÷ (budget − actual cost). |
| To finish at the current forecast (EAC) | 1.095 | (Budget − earned value) ÷ (estimate at completion − actual cost). |
The remaining work can run at or below planned efficiency and still finish on budget.
What if the remaining work costs something else?
Try a different estimate for what is left to spend, or a different efficiency, and see the estimate at completion and the to-complete performance index either implies. Nothing here is saved.
If a hypothetical above should become the real plan, it still only changes one
way: Raise a change request against
process 7.4 — Submit a proposal with POST /change-requests with {"project_id": 1, "origin_process_id": "7.4"}.
Where this comes from
Technique: Earned Value Analysis · PMBOK-6 process 7.4 (Control Costs) · as of 2026-07-01 · source PMBOK Guide, 6th edition.