Enter your four earned-value inputs and get the full picture instantly — CPI, SPI, cost and schedule variance, your forecast cost at completion (EAC), and the efficiency you need to finish on budget (TCPI). Every figure is calculated in your browser and nothing is stored.
Earned Value Management (EVM) is a technique for measuring project performance against the plan using a single unit — dollars of budgeted work. Instead of comparing spend against budget (which tells you nothing about progress) or progress against schedule (which tells you nothing about cost), EVM combines scope, schedule and cost into one integrated view. It answers the two questions executives actually ask: are we over budget, and are we behind schedule — with numbers, not opinions.
Everything starts from three measured values at a point in time, plus the total budget:
The EAC formula above (BAC / CPI) assumes your current cost efficiency continues. It's the most widely used estimate; other variants weight schedule performance or assume the remaining work reverts to plan.
| Index | Meaning |
|---|---|
| > 1.00 | Favourable — under budget (CPI) or ahead of schedule (SPI) |
| = 1.00 | Exactly on plan |
| 0.95 – 1.00 | Slightly behind — worth watching |
| < 0.95 | Unfavourable — over budget or behind schedule; needs action |
A quick worked example: a $4.2M project has completed $1.85M of budgeted work (EV) against a $2.0M plan (PV), having spent $1.9M (AC). CPI = 1.85 / 1.9 = 0.97 (3% over budget); SPI = 1.85 / 2.0 = 0.93 (7% behind schedule). At that CPI, EAC = 4.2 / 0.97 = $4.33M — about $130k over budget if nothing changes.
On the jobs I run controls for, the earned value report is built by hand from P6 every period — estimate-to-complete reduced against actuals, slippage graphed in Excel. Four days a month, two to draft and two to finalise, producing exactly the arithmetic on this page.
The formulas are not the hard part. The month-in, month-out assembly is — and none of those four days is judgement. That is the mechanical half of the job this calculator, and Aegis behind it, exists to take.
SPI is only as good as the schedule underneath it. A schedule with 20% of its activities missing logic will report a comfortable SPI right up to the month it does not — which is what the DCMA 14-point assessment is for.
Earned value (EV) is the budgeted cost of the work actually completed — percent complete × BAC. Comparing it to planned value and actual cost tells you, in dollars, whether you're ahead or behind and over or under budget.
CPI = EV / AC and SPI = EV / PV. 1.0 is on plan; above 1.0 is favourable; below 1.0 is unfavourable.
The common formula is EAC = BAC / CPI, assuming current cost efficiency continues. From it, ETC = EAC − AC and VAC = BAC − EAC.
Yes — every metric, no account, nothing stored. It runs entirely in your browser.
Aegis computes all of this straight from your Primavera P6 or MS Project schedule — every reporting period — and turns it into a client-ready status report with the assessment behind it.
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