Earned Value Management सूत्रे
Earned Value Management (EVM) वर प्रभुत्व मिळवणे म्हणजे त्याच्या सूत्रांवर प्रभुत्व मिळवणे होय. तुम्ही मल्टी-मिलियन डॉलरचा बांधकाम प्रकल्प हाताळत असाल किंवा तुमच्या PMP® परीक्षेची तयारी करत असाल, हे मेट्रिक्स एकमेकांशी कसे जोडले जातात हे समजून घेणे महत्त्वाचे आहे.
15 मुख्य EVM अटी (जुन्या नावांसह)
| संक्षिप्त रूप | जुने नाव (अजूनही PMP वर) | पूर्ण नाव | अर्थ |
|---|---|---|---|
| BAC | — | बजेट अॅट कंप्लीशन | मूळ प्रकल्प बजेट |
| PV | BCWS | प्लॅन्ड व्हॅल्यू | नियोजित कामाचा अंदाजित खर्च |
| EV | BCWP | अर्नड व्हॅल्यू | पूर्ण झालेल्या कामाचा अंदाजित खर्च |
| AC | ACWP | अॅक्च्युअल कॉस्ट | काम पूर्ण करण्यासाठी आलेला प्रत्यक्ष खर्च |
| CPI | — | कॉस्ट परफॉर्मन्स इंडेक्स | खर्च कार्यक्षमता (1 पेक्षा जास्त असणे चांगले) |
| SPI | — | स्केड्यूल परफॉर्मन्स इंडेक्स | वेळापत्रक कार्यक्षमता (1 पेक्षा जास्त असणे चांगले) |
| CV | — | कॉस्ट व्हेरियन्स | खर्चातील तूट/अतिरिक्त रक्कम ($) |
| SV | — | स्केड्यूल व्हेरियन्स | वेळापत्रकातील तूट/अतिरिक्त रक्कम ($) |
| EAC | — | एस्टिमेट अॅट कंप्लीशन | अंदाजित एकूण प्रकल्प खर्च |
| ETC | — | एस्टिमेट टू कंप्लीशन | अंदाजित उर्वरित खर्च |
| VAC | — | व्हेरियन्स अॅट कंप्लीशन | अंदाजित बजेट अतिरिक्त/तूट |
| TCPI | — | टू-कंप्लीट परफॉर्मन्स इंडेक्स | उर्वरित कामासाठी आवश्यक कार्यक्षमता |
4 EAC सूत्रे (कोणते कधी वापरावे)
CPI किंवा CV च्या विपरीत, जी थेट गणितीय गणना आहेत, EAC हा एक अंदाज आहे. PMBOK 6 व्या आवृत्ती, पृ. 264-265 नुसार, तुम्ही तुमच्या प्रकल्पाच्या सध्याच्या परिस्थितीवर आधारित योग्य सूत्र निवडले पाहिजे.
1. ठराविक कामगिरी सुरू राहते (सर्वाधिक सामान्य)
केव्हा वापरावे: जेव्हा तुम्हाला अपेक्षा असते की सध्याची खर्चाची कार्यक्षमता (चांगली किंवा वाईट) उर्वरित प्रकल्पासाठी तशीच राहील. बहुतांश सॉफ्टवेअर आणि PMP परीक्षेमध्ये हे डीफॉल्ट गृहीतक आहे.
2. नियोजित दराने भविष्यातील काम (एक वेळचा व्हेरियन्स)
केव्हा वापरावे: जेव्हा सध्याचा खर्चाचा फरक ही एक असामान्य घटना होती (उदा. अत्यंत खराब हवामान), आणि तुमचा ठाम विश्वास आहे की भविष्यातील कामे मूळ बजेटनुसार तंतोतंत होतील.
3. सध्याच्या कार्यक्षमतेवर उर्वरित काम
केव्हा वापरावे: हे प्रत्यक्षात 1 ली पद्धतच आहे, फक्त गणितानुसार विस्तृत केली आहे जेणेकरून उर्वरित काम (BAC - EV) वर्तमान CPI नुसार मोजले जाते हे दिसून येते.
4. खर्च आणि वेळापत्रक दोन्हीचा प्रभाव
केव्हा वापरावे: जेव्हा प्रकल्पाची डेडलाईन कडक असते आणि वेळापत्रकाच्या मागे असण्यामुळे (खराब SPI) ओव्हरटाईम किंवा वेगात काम करण्यासाठी पैसे द्यावे लागतील, ज्यामुळे खर्चात अधिक वाढ होईल.
दोन संपूर्ण सोडवलेली उदाहरणे
उदाहरण A: संघर्ष करणारा प्रकल्प
एका IT प्रकल्पाचा BAC $500,000 आहे. 6 महिन्यांनंतर तुम्हाला 50% ($250,000) काम पूर्ण करण्याची अपेक्षा होती. पण प्रत्यक्षात तुम्ही फक्त 30% काम पूर्ण केले आहे आणि आधीच $200,000 खर्च केले आहेत.
- PV = $250,000
- EV =
Earned Value Management Formulas
Mastering Earned Value Management (EVM) means mastering its formulas. Whether you are managing a multi-million dollar construction project or preparing for your PMP® exam, understanding how these metrics interlock is crucial.
The 15 Core EVM Terms (Including Old Names)
Abbreviation Old Name (Still on PMP) Full Name Meaning BAC — Budget at Completion Original project budget PV BCWS Planned Value Budgeted cost of work scheduled EV BCWP Earned Value Budgeted cost of work performed AC ACWP Actual Cost Actual cost of work performed CPI — Cost Performance Index Cost efficiency (above 1 is good) SPI — Schedule Performance Index Schedule efficiency (above 1 is good) CV — Cost Variance Cost deficit/surplus ($) SV — Schedule Variance Schedule deficit/surplus ($) EAC — Estimate at Completion Forecasted total project cost ETC — Estimate to Complete Forecasted remaining cost VAC — Variance at Completion Forecasted budget surplus/deficit TCPI — To-Complete Perf. Index Efficiency needed on remaining work The 4 EAC Formulas (When to Use Which)
Estimate at Completion (EAC) does not have just one formula. According to PMBOK 6th Edition p.265, you must choose the right formula based on your project's current reality.
1. Typical Performance Continues (Most Common)
EAC = BAC / CPIWhen to use: You expect your team's past cost performance to continue at the same rate. This is the default EAC formula used in most software and the most commonly tested on the PMP exam.
2. Future Work at Planned Rate (One-Time Variance)
EAC = AC + (BAC - EV)When to use: The variance was a one-time event not expected to recur. All future work will proceed exactly as originally budgeted.
3. Remaining Work at Current Efficiency
EAC = AC + ((BAC - EV) / CPI)When to use: Both past and future work are affected by the same sustained CPI impact. Note: this formula is mathematically identical to EAC = BAC / CPI (see derivation below).
4. Both Cost AND Schedule Factored In
EAC = AC + [(BAC - EV) / (CPI × SPI)]When to use: Your project is behind schedule and you must meet the original deadline. Because you have to rush (overtime, extra resources), the schedule delay will cause additional cost overruns.
Two Complete Worked Examples
Example A: The Struggling Project
A software project has a BAC of $100,000. Currently, PV = $40,000, EV = $30,000, and AC = $45,000.
- CPI = EV / AC = 30,000 / 45,000 = 0.67 (Severe cost overrun)
- SPI = EV / PV = 30,000 / 40,000 = 0.75 (Behind schedule)
- EAC (Formula 1) = 100,000 / 0.67 = $149,253 (Projected to cost ~50% more than planned)
- ETC = 149,253 - 45,000 = $104,253 (Money still needed to finish)
Example B: The Ahead-of-Schedule Project
A construction project has a BAC of $500,000. Currently, PV = $200,000, EV = $250,000, and AC = $230,000.
- CPI = EV / AC = 250,000 / 230,000 = 1.08 (Under budget)
- SPI = EV / PV = 250,000 / 200,000 = 1.25 (Ahead of schedule)
- EAC (Formula 1) = 500,000 / 1.08 = $462,962 (Projected to save ~$37,000)
Formula Derivation Walkthrough
Why does
EAC = BAC / CPIgive the same result asEAC = AC + (BAC − EV) / CPI? Here is the algebra:EAC = AC + (BAC − EV) / CPI→ Open the Free BAC Calculator 50,000 (0.30 × 500,000)
EAC = AC + BAC/CPI − EV/CPI
Since CPI = EV/AC, it follows that EV/CPI = AC
EAC = AC + BAC/CPI − AC
EAC = BAC / CPI ✓ - AC = $200,000
- CV = 150,000 - 200,000 = -$50,000 (बजेटपेक्षा जास्त)
- SV = 150,000 - 250,000 = -
Earned Value Management Formulas
Mastering Earned Value Management (EVM) means mastering its formulas. Whether you are managing a multi-million dollar construction project or preparing for your PMP® exam, understanding how these metrics interlock is crucial.
The 15 Core EVM Terms (Including Old Names)
Abbreviation Old Name (Still on PMP) Full Name Meaning BAC — Budget at Completion Original project budget PV BCWS Planned Value Budgeted cost of work scheduled EV BCWP Earned Value Budgeted cost of work performed AC ACWP Actual Cost Actual cost of work performed CPI — Cost Performance Index Cost efficiency (above 1 is good) SPI — Schedule Performance Index Schedule efficiency (above 1 is good) CV — Cost Variance Cost deficit/surplus ($) SV — Schedule Variance Schedule deficit/surplus ($) EAC — Estimate at Completion Forecasted total project cost ETC — Estimate to Complete Forecasted remaining cost VAC — Variance at Completion Forecasted budget surplus/deficit TCPI — To-Complete Perf. Index Efficiency needed on remaining work The 4 EAC Formulas (When to Use Which)
Estimate at Completion (EAC) does not have just one formula. According to PMBOK 6th Edition p.265, you must choose the right formula based on your project's current reality.
1. Typical Performance Continues (Most Common)
EAC = BAC / CPIWhen to use: You expect your team's past cost performance to continue at the same rate. This is the default EAC formula used in most software and the most commonly tested on the PMP exam.
2. Future Work at Planned Rate (One-Time Variance)
EAC = AC + (BAC - EV)When to use: The variance was a one-time event not expected to recur. All future work will proceed exactly as originally budgeted.
3. Remaining Work at Current Efficiency
EAC = AC + ((BAC - EV) / CPI)When to use: Both past and future work are affected by the same sustained CPI impact. Note: this formula is mathematically identical to EAC = BAC / CPI (see derivation below).
4. Both Cost AND Schedule Factored In
EAC = AC + [(BAC - EV) / (CPI × SPI)]When to use: Your project is behind schedule and you must meet the original deadline. Because you have to rush (overtime, extra resources), the schedule delay will cause additional cost overruns.
Two Complete Worked Examples
Example A: The Struggling Project
A software project has a BAC of $100,000. Currently, PV = $40,000, EV = $30,000, and AC = $45,000.
- CPI = EV / AC = 30,000 / 45,000 = 0.67 (Severe cost overrun)
- SPI = EV / PV = 30,000 / 40,000 = 0.75 (Behind schedule)
- EAC (Formula 1) = 100,000 / 0.67 = $149,253 (Projected to cost ~50% more than planned)
- ETC = 149,253 - 45,000 = $104,253 (Money still needed to finish)
Example B: The Ahead-of-Schedule Project
A construction project has a BAC of $500,000. Currently, PV = $200,000, EV = $250,000, and AC = $230,000.
- CPI = EV / AC = 250,000 / 230,000 = 1.08 (Under budget)
- SPI = EV / PV = 250,000 / 200,000 = 1.25 (Ahead of schedule)
- EAC (Formula 1) = 500,000 / 1.08 = $462,962 (Projected to save ~$37,000)
Formula Derivation Walkthrough
Why does
EAC = BAC / CPIgive the same result asEAC = AC + (BAC − EV) / CPI? Here is the algebra:EAC = AC + (BAC − EV) / CPI→ Open the Free BAC Calculator 00,000 (वेळापत्रकाच्या मागे)
EAC = AC + BAC/CPI − EV/CPI
Since CPI = EV/AC, it follows that EV/CPI = AC
EAC = AC + BAC/CPI − AC
EAC = BAC / CPI ✓ - CPI = 150,000 / 200,000 = 0.75 (अपेक्षेपेक्षा ~33% जास्त खर्च)
- SPI = 150,000 / 250,000 = 0.60 (अपेक्षित वेगाच्या फक्त 60% वेगाने काम)
- EAC = 500,000 / 0.75 = $666,666
उदाहरण B: यशस्वी प्रकल्प
एका बांधकाम प्रकल्पाचा BAC $2,000,000 आहे. तुम्ही 3 महिन्यांच्या टप्प्यावर आहात. तुम्ही $400,000 खर्च करण्याची योजना आखली होती. तुम्ही $500,000 किमतीचे काम पूर्ण केले आहे आणि प्रत्यक्षात फक्त $450,000 खर्च केले आहेत.
- PV = $400,000
- EV = $500,000
- AC = $450,000
- CV = 500,000 - 450,000 = $50,000 (कमी खर्च)
- SV = 500,000 - 400,000 =
Earned Value Management Formulas
Mastering Earned Value Management (EVM) means mastering its formulas. Whether you are managing a multi-million dollar construction project or preparing for your PMP® exam, understanding how these metrics interlock is crucial.
The 15 Core EVM Terms (Including Old Names)
Abbreviation Old Name (Still on PMP) Full Name Meaning BAC — Budget at Completion Original project budget PV BCWS Planned Value Budgeted cost of work scheduled EV BCWP Earned Value Budgeted cost of work performed AC ACWP Actual Cost Actual cost of work performed CPI — Cost Performance Index Cost efficiency (above 1 is good) SPI — Schedule Performance Index Schedule efficiency (above 1 is good) CV — Cost Variance Cost deficit/surplus ($) SV — Schedule Variance Schedule deficit/surplus ($) EAC — Estimate at Completion Forecasted total project cost ETC — Estimate to Complete Forecasted remaining cost VAC — Variance at Completion Forecasted budget surplus/deficit TCPI — To-Complete Perf. Index Efficiency needed on remaining work The 4 EAC Formulas (When to Use Which)
Estimate at Completion (EAC) does not have just one formula. According to PMBOK 6th Edition p.265, you must choose the right formula based on your project's current reality.
1. Typical Performance Continues (Most Common)
EAC = BAC / CPIWhen to use: You expect your team's past cost performance to continue at the same rate. This is the default EAC formula used in most software and the most commonly tested on the PMP exam.
2. Future Work at Planned Rate (One-Time Variance)
EAC = AC + (BAC - EV)When to use: The variance was a one-time event not expected to recur. All future work will proceed exactly as originally budgeted.
3. Remaining Work at Current Efficiency
EAC = AC + ((BAC - EV) / CPI)When to use: Both past and future work are affected by the same sustained CPI impact. Note: this formula is mathematically identical to EAC = BAC / CPI (see derivation below).
4. Both Cost AND Schedule Factored In
EAC = AC + [(BAC - EV) / (CPI × SPI)]When to use: Your project is behind schedule and you must meet the original deadline. Because you have to rush (overtime, extra resources), the schedule delay will cause additional cost overruns.
Two Complete Worked Examples
Example A: The Struggling Project
A software project has a BAC of $100,000. Currently, PV = $40,000, EV = $30,000, and AC = $45,000.
- CPI = EV / AC = 30,000 / 45,000 = 0.67 (Severe cost overrun)
- SPI = EV / PV = 30,000 / 40,000 = 0.75 (Behind schedule)
- EAC (Formula 1) = 100,000 / 0.67 = $149,253 (Projected to cost ~50% more than planned)
- ETC = 149,253 - 45,000 = $104,253 (Money still needed to finish)
Example B: The Ahead-of-Schedule Project
A construction project has a BAC of $500,000. Currently, PV = $200,000, EV = $250,000, and AC = $230,000.
- CPI = EV / AC = 250,000 / 230,000 = 1.08 (Under budget)
- SPI = EV / PV = 250,000 / 200,000 = 1.25 (Ahead of schedule)
- EAC (Formula 1) = 500,000 / 1.08 = $462,962 (Projected to save ~$37,000)
Formula Derivation Walkthrough
Why does
EAC = BAC / CPIgive the same result asEAC = AC + (BAC − EV) / CPI? Here is the algebra:EAC = AC + (BAC − EV) / CPI→ Open the Free BAC Calculator 00,000 (वेळापत्रकाच्या पुढे)
EAC = AC + BAC/CPI − EV/CPI
Since CPI = EV/AC, it follows that EV/CPI = AC
EAC = AC + BAC/CPI − AC
EAC = BAC / CPI ✓ - CPI = 500,000 / 450,000 = 1.11 (उत्कृष्ट खर्च कार्यक्षमता)
- SPI = 500,000 / 400,000 = 1.25 (उत्कृष्ट वेळापत्रक कार्यक्षमता)
- EAC = 2,000,000 / 1.11 =
Earned Value Management Formulas
Mastering Earned Value Management (EVM) means mastering its formulas. Whether you are managing a multi-million dollar construction project or preparing for your PMP® exam, understanding how these metrics interlock is crucial.
The 15 Core EVM Terms (Including Old Names)
Abbreviation Old Name (Still on PMP) Full Name Meaning BAC — Budget at Completion Original project budget PV BCWS Planned Value Budgeted cost of work scheduled EV BCWP Earned Value Budgeted cost of work performed AC ACWP Actual Cost Actual cost of work performed CPI — Cost Performance Index Cost efficiency (above 1 is good) SPI — Schedule Performance Index Schedule efficiency (above 1 is good) CV — Cost Variance Cost deficit/surplus ($) SV — Schedule Variance Schedule deficit/surplus ($) EAC — Estimate at Completion Forecasted total project cost ETC — Estimate to Complete Forecasted remaining cost VAC — Variance at Completion Forecasted budget surplus/deficit TCPI — To-Complete Perf. Index Efficiency needed on remaining work The 4 EAC Formulas (When to Use Which)
Estimate at Completion (EAC) does not have just one formula. According to PMBOK 6th Edition p.265, you must choose the right formula based on your project's current reality.
1. Typical Performance Continues (Most Common)
EAC = BAC / CPIWhen to use: You expect your team's past cost performance to continue at the same rate. This is the default EAC formula used in most software and the most commonly tested on the PMP exam.
2. Future Work at Planned Rate (One-Time Variance)
EAC = AC + (BAC - EV)When to use: The variance was a one-time event not expected to recur. All future work will proceed exactly as originally budgeted.
3. Remaining Work at Current Efficiency
EAC = AC + ((BAC - EV) / CPI)When to use: Both past and future work are affected by the same sustained CPI impact. Note: this formula is mathematically identical to EAC = BAC / CPI (see derivation below).
4. Both Cost AND Schedule Factored In
EAC = AC + [(BAC - EV) / (CPI × SPI)]When to use: Your project is behind schedule and you must meet the original deadline. Because you have to rush (overtime, extra resources), the schedule delay will cause additional cost overruns.
Two Complete Worked Examples
Example A: The Struggling Project
A software project has a BAC of $100,000. Currently, PV = $40,000, EV = $30,000, and AC = $45,000.
- CPI = EV / AC = 30,000 / 45,000 = 0.67 (Severe cost overrun)
- SPI = EV / PV = 30,000 / 40,000 = 0.75 (Behind schedule)
- EAC (Formula 1) = 100,000 / 0.67 = $149,253 (Projected to cost ~50% more than planned)
- ETC = 149,253 - 45,000 = $104,253 (Money still needed to finish)
Example B: The Ahead-of-Schedule Project
A construction project has a BAC of $500,000. Currently, PV = $200,000, EV = $250,000, and AC = $230,000.
- CPI = EV / AC = 250,000 / 230,000 = 1.08 (Under budget)
- SPI = EV / PV = 250,000 / 200,000 = 1.25 (Ahead of schedule)
- EAC (Formula 1) = 500,000 / 1.08 = $462,962 (Projected to save ~$37,000)
Formula Derivation Walkthrough
Why does
EAC = BAC / CPIgive the same result asEAC = AC + (BAC − EV) / CPI? Here is the algebra:EAC = AC + (BAC − EV) / CPI→ Open the Free BAC Calculator ,801,801
EAC = AC + BAC/CPI − EV/CPI
Since CPI = EV/AC, it follows that EV/CPI = AC
EAC = AC + BAC/CPI − AC
EAC = BAC / CPI ✓
ही EVM सूत्रे समजून घेतल्याने प्रकल्प व्यवस्थापकांना स्टेकहोल्डर्सना प्रकल्पाच्या वास्तविक, परिमाणात्मक स्थितीची तक्रार करण्याची परवानगी मिळते, रिपोर्टिंगमधील अंदाज पूर्णपणे काढून टाकला जातो.
→ EVM कॅल्क्युलेटर वापरून पहा