Earned value management compares what was planned, what was done and what it cost. Earned schedule extends it with a time-based view of schedule performance, so the schedule indicators stay meaningful late in a project, when the classic SPI drifts back towards 1.0.
Enter the budget at completion, the cumulative planned value per period, the time elapsed, and the earned value and actual cost to date. The results update as you type.
How it works
The planned value series is interpolated linearly. The planned value at the actual time (AT) gives the classic schedule variance and index. The point in time at which the planned value equals today's earned value gives the earned schedule (ES). Beyond the last period, both extrapolate with the slope of the final period. The forecast uses EAC = BAC / CPI.
References
- Lipke, W. (2003). Schedule is different. The Measurable News, Summer, 31–34.
- Anbari, F. T. (2003). Earned value project management method and extensions. Project Management Journal, 34(4), 12–23.