Table 7-1. Earned Value Calculations Summary Table 表 7-1。挣值计算汇总表
Earned Value Analysis 挣值分析
Abbreviation 缩写
Name 姓名
Lexicon Definition 词典定义
How Used 如何使用
Equation 方程
Interpretation of Result 结果解读
PV
Planned Value 计划价值
The authorized budget assigned to scheduled work. 分配给预定工作的授权预算。
The value of the work planned to be completed to a point in time, usually the data date, or project completion. 计划在某个时间点完成的工作的价值，通常是数据日期或项目完成情况。
EV
Earned Value 挣值
The measure of work performed expressed in terms of the budget authorized for that work. 已完成工作的衡量标准以该工作的授权预算表示。
The planned value of all the work completed (earned) to a point in time, usually the data date, without reference to actual costs. 到某个时间点（通常是数据日期）完成（赚取）的所有工作的计划价值，不参考实际成本。
EV=\mathrm{EV}= sum of the planned value of completed work EV=\mathrm{EV}= 已完成工作的计划价值总和
AC
Actual Cost 实际成本
The realized cost incurred for the work performed on an activity during a specific time period. 在特定时间段内执行某项活动所产生的已实现成本。
The actual cost of all the work completed to a point in time, usually the data date. 到某个时间点（通常是数据日期）完成的所有工作的实际成本。
BAC
Budget at Completion 完成时的预算
The sum of all budgets established for the work to be performed. 为要执行的工作制定的所有预算的总和。
The value of total planned work, the project cost baseline. 总计划工作的值，项目成本基准。
CV
Cost Variance 成本差异
The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost. 给定时间点的预算赤字或盈余金额，表示为挣值与实际成本之间的差额。
The difference between the value of work completed to a point in time, usually the data date, and the actual costs to the same point in time. 某个时间点（通常是数据日期）完成的工作价值与同一时间点的实际成本之间的差异。
CV=EV-AC\mathrm{CV}=\mathrm{EV}-\mathrm{AC}
积极的 = =低于计划成本
中性的 = =按计划成本
消极的 = =超出计划成本
Positive == Under planned cost
Neutral == On planned cost
Negative == Over planned cost
Positive = Under planned cost
Neutral = On planned cost
Negative = Over planned cost| Positive $=$ Under planned cost |
| :--- |
| Neutral $=$ On planned cost |
| Negative $=$ Over planned cost |
SV
Schedule Variance 进度差异
The amount by which the project is ahead or behind the planned delivery date, at a given point in time, expressed as the difference between the earned value and the planned value. 在给定时间点，项目提前或落后于计划交付日期的金额，表示为挣值与计划值之间的差额。
The difference between the work completed to a point in time, usually the data date, and the work planned to be completed to the same point in time. 到某个时间点（通常是数据日期）已完成的工作与到同一时间点计划完成的工作之间的差异。
A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion. 对预算赤字或盈余金额的预测，以完成预算与完成估计之间的差额表示。
The estimated difference in cost at the completion of the project. 项目完成时的估计成本差异。
VAC=BAC-EAC\mathrm{VAC}=\mathrm{BAC}-\mathrm{EAC}
{:[" Positive "=" Under planned cost "],[" Neutral "=" On planned cost "],[" Negative "=" Over planned cost "]:}\begin{aligned} & \text { Positive }=\text { Under planned cost } \\ & \text { Neutral }=\text { On planned cost } \\ & \text { Negative }=\text { Over planned cost } \end{aligned}
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. 预算资源成本效率的衡量标准，表示为挣值与实际成本的比率。
A CPI of 1.0 means the project is exactly on budget, that the work actually done so far is exactly the same as the cost so far. Other values show the percentage of how much costs are over or under the budgeted amount for work accomplished. CPI 为 1.0 意味着该项目完全符合预算，到目前为止实际完成的工作与到目前为止的成本完全相同。其他值显示已完成工作的成本超出或低于预算金额的百分比。
CPI=EV//AC\mathrm{CPI}=\mathrm{EV} / \mathrm{AC}
{:[" Greater than "1.0=" Under planned "],[" cost "],[" Exactly "1.0=" On planned cost "],[" Less than "1.0=" Over planned cost "]:}\begin{aligned} & \text { Greater than } 1.0=\text { Under planned } \\ & \text { cost } \\ & \text { Exactly } 1.0=\text { On planned cost } \\ & \text { Less than } 1.0=\text { Over planned cost } \end{aligned}
A measure of schedule efficiency expressed as the ratio of earned value to planned value. 进度效率的衡量标准，表示为挣值与计划值的比率。
An SPI of 1.0 means that the project is exactly on schedule, that the work actually done so far is exactly the same as the work planned to be done so far. Other values show the percentage of how much costs are over or under the budgeted amount for work planned. SPI 为 1.0 意味着该项目完全按计划进行，到目前为止实际完成的工作与计划完成的工作完全相同。其他值显示成本超出或低于计划工作预算金额的百分比。
SPI=EV//PV\mathrm{SPI}=\mathrm{EV} / \mathrm{PV}
Greater than 1.0 = Ahead of schedule Exactly 1.0 = On schedule Less than 1.0 = Behind schedule 大于 1.0 = 提前于计划 恰好 1.0 = 按计划 小于 1.0 = 落后于计划
EAC
Estimate At Completion 预计完成时
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. 完成所有工作的预期总成本表示为迄今为止的实际成本与预计完成成本的总和。
If the CPI is expected to be the same for the remainder of the project, EAC can be calculated using:
If future work will be accomplished at the planned rate, use:
If the initial plan is no longer valid, use:
If both the CPI and SPI influence the remaining work, use:
If the CPI is expected to be the same for the remainder of the project, EAC can be calculated using:
If future work will be accomplished at the planned rate, use:
If the initial plan is no longer valid, use:
If both the CPI and SPI influence the remaining work, use:| If the CPI is expected to be the same for the remainder of the project, EAC can be calculated using: |
| :--- |
| If future work will be accomplished at the planned rate, use: |
| If the initial plan is no longer valid, use: |
| If both the CPI and SPI influence the remaining work, use: |
The expected cost to finish all the remaining project work. 完成所有剩余项目工作的预期成本。
假设工作按计划进行，完成剩余授权工作的成本可以使用以下公式计算：
自下而上重新估计剩余工作。
Assuming work is proceeding on plan, the cost of completing the remaining authorized work can be calculated using:
Reestimate the remaining work from the bottom up.
Assuming work is proceeding on plan, the cost of completing the remaining authorized work can be calculated using:
Reestimate the remaining work from the bottom up.| Assuming work is proceeding on plan, the cost of completing the remaining authorized work can be calculated using: |
| :--- |
| Reestimate the remaining work from the bottom up. |
A measure of the cost performance that must be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the budget available. 为了满足特定的管理目标而必须利用剩余资源实现的成本绩效的衡量标准，表示为完成未完成工作的成本与可用预算的比率。
为了按计划完成而必须保持的效率。
为了完成当前的 EAC 必须保持的效率。
The efficiency that must be maintained in order to complete on plan.
The efficiency that must be maintained in order to complete the current EAC.
The efficiency that must be maintained in order to complete on plan.
The efficiency that must be maintained in order to complete the current EAC.| The efficiency that must be maintained in order to complete on plan. |
| :--- |
| The efficiency that must be maintained in order to complete the current EAC. |
Exactly 1.0=1.0= Same to complete Less than 1.0=1.0= Easier to complete
Greater than 1.0=1.0= Harder to complete
Exactly 1.0=1.0= Same to complete Less than 1.0=1.0= Easier to complete
Greater than 1.0= Harder to complete
Exactly 1.0= Same to complete Less than 1.0= Easier to complete
Greater than 1.0= Harder to complete
Exactly 1.0= Same to complete Less than 1.0= Easier to complete| Greater than $1.0=$ Harder to complete |
| :--- |
| Exactly $1.0=$ Same to complete Less than $1.0=$ Easier to complete |
| Greater than $1.0=$ Harder to complete |
| Exactly $1.0=$ Same to complete Less than $1.0=$ Easier to complete |
Abbreviation Name Lexicon Definition How Used Equation Interpretation of Result
PV Planned Value The authorized budget assigned to scheduled work. The value of the work planned to be completed to a point in time, usually the data date, or project completion.
EV Earned Value The measure of work performed expressed in terms of the budget authorized for that work. The planned value of all the work completed (earned) to a point in time, usually the data date, without reference to actual costs. EV= sum of the planned value of completed work
AC Actual Cost The realized cost incurred for the work performed on an activity during a specific time period. The actual cost of all the work completed to a point in time, usually the data date.
BAC Budget at Completion The sum of all budgets established for the work to be performed. The value of total planned work, the project cost baseline.
CV Cost Variance The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost. The difference between the value of work completed to a point in time, usually the data date, and the actual costs to the same point in time. CV=EV-AC "Positive = Under planned cost
Neutral = On planned cost
Negative = Over planned cost"
SV Schedule Variance The amount by which the project is ahead or behind the planned delivery date, at a given point in time, expressed as the difference between the earned value and the planned value. The difference between the work completed to a point in time, usually the data date, and the work planned to be completed to the same point in time. SV = EV - PV " Positive = Ahead of Schedule
Neutral = On schedule
Negative = Behind Schedule "
VAC Variance at Completion A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion. The estimated difference in cost at the completion of the project. VAC=BAC-EAC " Positive = Under planned cost
Neutral = On planned cost
Negative = Over planned cost "
CPI "Cost
Performance
Index" A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. A CPI of 1.0 means the project is exactly on budget, that the work actually done so far is exactly the same as the cost so far. Other values show the percentage of how much costs are over or under the budgeted amount for work accomplished. CPI=EV//AC " Greater than 1.0= Under planned
cost
Exactly 1.0= On planned cost
Less than 1.0= Over planned cost "
SPI "Schedule
Performance
Index" A measure of schedule efficiency expressed as the ratio of earned value to planned value. An SPI of 1.0 means that the project is exactly on schedule, that the work actually done so far is exactly the same as the work planned to be done so far. Other values show the percentage of how much costs are over or under the budgeted amount for work planned. SPI=EV//PV Greater than 1.0 = Ahead of schedule Exactly 1.0 = On schedule Less than 1.0 = Behind schedule
EAC Estimate At Completion The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. "If the CPI is expected to be the same for the remainder of the project, EAC can be calculated using:
If future work will be accomplished at the planned rate, use:
If the initial plan is no longer valid, use:
If both the CPI and SPI influence the remaining work, use:" "EAC=BAC//CPI
EAC=AC+BAC-EV
EAC=AC+Bottom-upETC
EAC=AC+[(BAC-EV)//
(CPIxSPI)]"
ETC Estimate to Complete The expected cost to finish all the remaining project work. "Assuming work is proceeding on plan, the cost of completing the remaining authorized work can be calculated using:
Reestimate the remaining work from the bottom up." " ETC = EAC - AC
ETC = Reestimate "
TCPI To Complete Performance Index A measure of the cost performance that must be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the budget available. "The efficiency that must be maintained in order to complete on plan.
The efficiency that must be maintained in order to complete the current EAC." "TCPI=(BAC-EV)//(BAC-AC)
TCPI=(BAC-EV)//(EAC-AC)" "Greater than 1.0= Harder to complete
Exactly 1.0= Same to complete Less than 1.0= Easier to complete
Greater than 1.0= Harder to complete
Exactly 1.0= Same to complete Less than 1.0= Easier to complete"| Abbreviation | Name | Lexicon Definition | How Used | Equation | Interpretation of Result |
| :---: | :---: | :---: | :---: | :---: | :---: |
| PV | Planned Value | The authorized budget assigned to scheduled work. | The value of the work planned to be completed to a point in time, usually the data date, or project completion. | | |
| EV | Earned Value | The measure of work performed expressed in terms of the budget authorized for that work. | The planned value of all the work completed (earned) to a point in time, usually the data date, without reference to actual costs. | $\mathrm{EV}=$ sum of the planned value of completed work | |
| AC | Actual Cost | The realized cost incurred for the work performed on an activity during a specific time period. | The actual cost of all the work completed to a point in time, usually the data date. | | |
| BAC | Budget at Completion | The sum of all budgets established for the work to be performed. | The value of total planned work, the project cost baseline. | | |
| CV | Cost Variance | The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost. | The difference between the value of work completed to a point in time, usually the data date, and the actual costs to the same point in time. | $\mathrm{CV}=\mathrm{EV}-\mathrm{AC}$ | Positive $=$ Under planned cost <br> Neutral $=$ On planned cost <br> Negative $=$ Over planned cost |
| SV | Schedule Variance | The amount by which the project is ahead or behind the planned delivery date, at a given point in time, expressed as the difference between the earned value and the planned value. | The difference between the work completed to a point in time, usually the data date, and the work planned to be completed to the same point in time. | SV = EV - PV | $\begin{aligned} & \text { Positive }=\text { Ahead of Schedule } \\ & \text { Neutral }=\text { On schedule } \\ & \text { Negative }=\text { Behind Schedule } \end{aligned}$ |
| VAC | Variance at Completion | A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion. | The estimated difference in cost at the completion of the project. | $\mathrm{VAC}=\mathrm{BAC}-\mathrm{EAC}$ | $\begin{aligned} & \text { Positive }=\text { Under planned cost } \\ & \text { Neutral }=\text { On planned cost } \\ & \text { Negative }=\text { Over planned cost } \end{aligned}$ |
| CPI | Cost <br> Performance <br> Index | A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. | A CPI of 1.0 means the project is exactly on budget, that the work actually done so far is exactly the same as the cost so far. Other values show the percentage of how much costs are over or under the budgeted amount for work accomplished. | $\mathrm{CPI}=\mathrm{EV} / \mathrm{AC}$ | $\begin{aligned} & \text { Greater than } 1.0=\text { Under planned } \\ & \text { cost } \\ & \text { Exactly } 1.0=\text { On planned cost } \\ & \text { Less than } 1.0=\text { Over planned cost } \end{aligned}$ |
| SPI | Schedule <br> Performance <br> Index | A measure of schedule efficiency expressed as the ratio of earned value to planned value. | An SPI of 1.0 means that the project is exactly on schedule, that the work actually done so far is exactly the same as the work planned to be done so far. Other values show the percentage of how much costs are over or under the budgeted amount for work planned. | $\mathrm{SPI}=\mathrm{EV} / \mathrm{PV}$ | ```Greater than 1.0 = Ahead of schedule Exactly 1.0 = On schedule Less than 1.0 = Behind schedule``` |
| EAC | Estimate At Completion | The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. | If the CPI is expected to be the same for the remainder of the project, EAC can be calculated using: <br> If future work will be accomplished at the planned rate, use: <br> If the initial plan is no longer valid, use: <br> If both the CPI and SPI influence the remaining work, use: | $\begin{aligned} & \mathrm{EAC}= \mathrm{BAC} / \mathrm{CPI} \\ & \mathrm{EAC}= \mathrm{AC}+\mathrm{BAC}-\mathrm{EV} \\ & \mathrm{EAC}= \mathrm{AC}+\mathrm{Bottom}-\mathrm{up} \mathrm{ETC} \\ & \\ & \mathrm{EAC}= \mathrm{AC}+[(\mathrm{BAC}-\mathrm{EV}) / \\ &(\mathrm{CPI} \mathrm{xSPI})] \end{aligned}$ | |
| ETC | Estimate to Complete | The expected cost to finish all the remaining project work. | Assuming work is proceeding on plan, the cost of completing the remaining authorized work can be calculated using: <br> Reestimate the remaining work from the bottom up. | $\begin{aligned} & \text { ETC = EAC - AC } \\ & \text { ETC = Reestimate } \end{aligned}$ | |
| TCPI | To Complete Performance Index | A measure of the cost performance that must be achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the budget available. | The efficiency that must be maintained in order to complete on plan. <br> The efficiency that must be maintained in order to complete the current EAC. | $\begin{aligned} & \mathrm{TCPI}=(\mathrm{BAC}-\mathrm{EV}) /(\mathrm{BAC}-\mathrm{AC}) \\ & \mathrm{TCPI}=(\mathrm{BAC}-\mathrm{EV}) /(\mathrm{EAC}-\mathrm{AC}) \end{aligned}$ | Greater than $1.0=$ Harder to complete <br> Exactly $1.0=$ Same to complete Less than $1.0=$ Easier to complete <br> Greater than $1.0=$ Harder to complete <br> Exactly $1.0=$ Same to complete Less than $1.0=$ Easier to complete |