Schedule % and performance % not showing any data.

Most likely need to tie EVM options in the admin preferences to activity % complete.

Performance % showing in WBS 100% Completed (P6), but activities are not completed.

In Admin Preferences you need to set the technique for computing performance percent complete to pull from activity % complete. That should fix the issue. Also check it in the WBS section.

What does it mean to calculate Earned Value from a baseline used?

You can choose to use the baseline's At Completion values and current dates, budgeted or planned values with planned dates, or budgeted or planned values with current dates when calculating earned value from a baseline.

The current dates options use the Start/Finish dates for an activity or resource assignment.

A preference setting (Project Details, Settings tab) controls, per project, the baseline that is used to calculate earned value: the project baseline or each user's defined primary baseline.

What is the different in the Earned Value calculation options for Estimate to Complete (ETC)?

ETC = remaining cost for activity: Choose to calculate Estimate to Complete (ETC) values as the remaining cost to complete an activity (ETC = remaining duration of activity * applicable resource rates).

ETC = PF * (Budget at Completion – Earned Value Cost), where

PF = 1: Choose to calculate Estimate To Complete (ETC) values as a Performance Factor (PF) of 1 multiplied by Budget At Completion (BAC) less Earned Value Cost.

PF = 1/Cost Performance Index: Choose to calculate Estimate To Complete (ETC) values as a Performance Factor (PF) of 1 divided by the Cost Performance Index (CPI).

PF = 1/ (Cost Performance Index * Schedule Performance Index): Choose to calculate Estimate To Complete (ETC) values as a Performance Factor (PF) of 1 divided by the product of the Cost Performance Index (CPI) and Schedule Performance Index (SPI).

PF =: Choose to calculate Estimate To Complete (ETC) values as a Performance Factor (PF) you specify multiplied by Budget At Completion (BAC) less Earned Value Cost. If you choose this option, type a factor in the PF field.

What is the different in Earned Value Calculation options for percent complete?

Activity % Complete: Choose to calculate earned value according to current activity completion percentages.

Use WBS Milestones: Choose to calculate earned value by defining milestones at the WBS level and assigning a level of significance or weight to each of them. As progress occurs and you mark each milestone complete, the WBS element’s performance percent complete is calculated based on the weight of the milestone.

0/100 % Complete: Choose to calculate earned value as 100 percent only after the activity ends.

50/50% Complete: Choose to calculate earned value as 50 percent after the activity starts and until the activity ends. After the activity ends, the activity's earned value is 100 percent.

Custom% Complete: Choose to calculate earned value as a percentage you specify. This percentage applies after the activity starts and until the activity ends. After the activity ends, the activity's earned value is 100 percent.

What is the current project?

The current project is the project schedule you are working in now. The current project can be selected as your baseline, but it has nothing to compare against. It is best to compare your current schedule against a baseline schedule.

What is Cost Performance Index (CPI)?

Earned Value Cost / Actual Cost

What is Schedule Performance Index (SPI)?

Earned Value Cost / Planned Value Cost

What is Earned Value Measurement (EVM)?

Earned value is a technique for measuring project performance according to both project cost and schedule. This technique compares the budgeted or planned cost of the work to the actual cost. While earned value analyses are typically performed for WBS elements, you can also perform an earned value analysis for activities and groups of activities.

SPI for rollup is not calculating correctly.

Need to check out activities on other projects. Even though EVM is showing “zero” on other projects, there can be activities that have not been marked started/finished that are pulling down the rollup.

Duration % Complete is not populating.

If activity is set to Task Dependent/Fixed Durations & Units/Duration % complete, user must remember to update the Remaining Duration in order for Duration % Complete to calculate after the project is scheduled.

User wants to know if CPI/SPI need to be viewed after job services runs.

The CPI and SPI calculations are always available. We suggest people review those metrics (via reports, layouts, etc) after the weekly job services so that they are looking at the most updated data that goes into calculating the CPI & SPI.

For CPI- Earned Value Cost / Actual Cost
For SPI - Earned Value Cost / Planned Value Cost

User wants to know when SPI will calculate.

CPI and SPI will calculate when an activity has been added, baselined, progressed, and then scheduled. One actuals and duration are showing to start progressing (through updating and scheduling) CPI and SPI will start to calculate. Activity does not need to be marked finished. CPI and SPI can change throughout the life of the activity.

User CPI is extremely high.

The actual costs are way under the planned value cost for this line item. So I dug a little further and noticed that while this schedule is progressing at a fairly normal pace (duration progression), the actual resource costs and hours seem to be low. If the activity is 26% complete, I would’ve expected to see somewhere in the range of 120-133 hours.

Why is the SPI and CPI for the tasks A10790 not “1”. The schedule was recently baselined and expect it to be “1” if not closer.

CPI is the Earned Value/Actual Cost. A value more than 1 means that the planned value has exceeded the actual cost. For CPI I see that it is 1.29 is from (EV Cost)/ (Act Cost). So maybe actuals are missing or are not current. SPI is the Earned Value/Planned Value. A value more than 1 means that more work was actually performed than was scheduled. For SPI I see that it is 1.11 and that is because the (EV Cost)/(PV Cost). The budget at completion taken at the time baselining may have been less than what should’ve been forecasted. There are a number of factors that contribute to Planned Value Cost, so I attached the application calculation and definition for your review.

Will non-cost resources impact EVM or CPI/SPI?

Technically if they have zero hours budgeted and zero cost they don't impact planned value or Earned Value Ccost, but everything has to be zero, including budgeted and actual hours. Verify that the resources do not have auto compute actuals checked, which should ensure that no actuals are calculated either. If actuals are calculated then Earned Value on hours would be impacted

User reports SPI is low.

The assumption is that some time after the baseline was submitted, the planned value cost of this activity was either updated or added. SPI points to Planned Value Cost. Planned Value cost pulls in baseline data. The current baseline seems to not include the planned value cost of initiation. Re-baselining would pull in all data that is currently in the project and the SPI would calculate correctly.

User reports SPI is high.

It appears that more work was actually scheduled than was performed (budgeted vs actual). In contrast, an SPI less than one would mean that less work was performed then was actually scheduled. Looks like you are showing a lot more remaining hours than you’ve actually budgeted for.

User’s CPI is inflated.

For some of the activities marked finished, the actuals are only about 10% of what was budgeted. If all timesheets & actuals are up to date, you can re-allocate the remaining hours to activities that are currently in progress or not started. This will allow to make up for the shortfall of the undercharged activities. 

There are a few activities that have a high performance % complete, but just started and are less than 10% complete based on the duration (screen shot below). These same activities have finish dates that are all less than the finish dates that the project was baselined with.

 

For the fixed price fee, the set-up is correct, but when you add an actual amount that is less than the budgeted, you want to add the remaining to the following line to account for what is actually left. Otherwise the BAC will be more than the EAC each time you add an actual cost.