{"id":806,"date":"2024-11-28T16:30:51","date_gmt":"2024-11-28T15:30:51","guid":{"rendered":"https:\/\/www.theprojectgroup.com\/blog\/en\/?p=806"},"modified":"2025-09-11T11:53:23","modified_gmt":"2025-09-11T09:53:23","slug":"earned-value-analysis-ms-project","status":"publish","type":"post","link":"https:\/\/www.theprojectgroup.com\/blog\/en\/earned-value-analysis-ms-project\/","title":{"rendered":"Earned Value Analysis with Microsoft Project"},"content":{"rendered":"<p><strong>Earned Value Analysis in project management (EVA<\/strong>) is a tool for controlling your project progress. Key performance indicators (KPI) delineate the current schedule and cost situation. <a href=\"https:\/\/en.wikipedia.org\/wiki\/Earned_value_management\" target=\"_blank\" rel=\"noopener noreferrer\">Earned value management<\/a> (EVM) and earned value project \/ performance management (EVPM) are synonymous terms for EVA.<\/p>\n<p>In this article, you will learn how to determine earned value and the corresponding <a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/pmo-kpis\/\" target=\"_blank\" rel=\"noopener\">key performance indicators<\/a>. Furthermore, you will find out how to map these in Microsoft Project in order to get a calculation of the <strong>current status of your project including forecasts<\/strong>. This is an overview of the topics covered:<\/p>\n<ul>\n<li><a href=\"#Chapter1\">Definition: Earned Value Analysis<\/a><\/li>\n<li><a href=\"#Chapter2\">Explanation of Earned Value Analysis in Project Management<\/a>\n<ul>\n<li><a href=\"#Chapter2a\">Simple Cost Variance<\/a><\/li>\n<li><a href=\"#Chapter2b\">Earned Value in Earned Value Analysis<\/a><\/li>\n<li><a href=\"#Chapter2c\">Real Cost Variance in Earned Value Management<\/a><\/li>\n<li><a href=\"#Chapter2d\">Real Schedule Variance in Earned Value Management<\/a><\/li>\n<li><a href=\"#Chapter2e\">Forecast in Earned Value Analysis<\/a><\/li>\n<li><a href=\"#Chapter2f\">Comparability of Projects<\/a><\/li>\n<\/ul>\n<\/li>\n<li><a href=\"#Chapter3\">Earned Value Analysis with Microsoft Project<\/a><\/li>\n<li><a href=\"#Chapter4\">Conclusion<\/a><\/li>\n<\/ul>\n<blockquote>\n<h2 id=\"Chapter1\"><strong>Definition: Earned Value Analysis (EVA)<br \/>\n<\/strong><\/h2>\n<p><strong>Earned Value Analysis in project management<\/strong> is a controlling method. Regardless of the size and complexity of the project, it provides clear key performance indicators on the progress of the project \u2013 with the aid of planned and actual values concerning cost, time and performance scope. In addition, the EVA permits forecasts regarding the project end and cost. Earned value is calculated from the sum of planned efforts for the performance scope achieved by a particular target date. This value is the most important calculation basis for the KPIs.<\/p><\/blockquote>\n<p>You can expect the following results and benefits from this method:<\/p>\n<ul>\n<li>Valid statement regarding the current status of the project<\/li>\n<li>Forecast calculated to minimize the planning risk<\/li>\n<li>Comprehensible format as a basis for your stakeholder decisions<\/li>\n<\/ul>\n<blockquote><p>Reading tip: <strong>Keep Track of Project Progression with a <a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/project-status-report\/\" target=\"_blank\" rel=\"noopener\">Project Status Report<\/a><\/strong><\/p><\/blockquote>\n<h2 id=\"Chapter2\">Explanation of Earned Value Analysis in Project Management<\/h2>\n<p>When evaluating the <strong>current status of a project<\/strong> the following questions arise:<\/p>\n<ul>\n<li>What is the current effort?<\/li>\n<li>What has been delivered so far?<\/li>\n<li>What should have been the corresponding effort?<\/li>\n<li>When will the project end?<\/li>\n<li>What will be the overall effort?<\/li>\n<\/ul>\n<div id=\"id69573bbb34651\" class=\"iframecontainer iframecontainer--hidden\">\n            <div class=\"iframecontainer__head\" style=\"background: #D60B52!important;\">\n                <div class=\"iframecontainer__head__inner\" style=\"color:#ffffff;\" data-for=\"#id69573bbb34651\">\n                    <p><strong>Special Download: <\/strong> Advantages of MS Project Server \/ Project Online over MS Project Standard<\/p>\n                <\/div>\n                <div class=\"iframecontainer__head__icon\" data-for=\"#id69573bbb34651\">\n                    <svg width=\"10px\" height=\"16px\" viewBox=\"1092 550 10 16\" version=\"1.1\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" xmlns:xlink=\"http:\/\/www.w3.org\/1999\/xlink\">\n                        <polygon class=\"iframecontainer__head__icon__pfeil\"  data-for=\"#id69573bbb34651\" stroke=\"none\" fill=\"#ffffff\" fill-rule=\"evenodd\" points=\"1093.875 550 1101.875 558 1093.875 566 1092 564.125 1098.125 558 1092 551.875\"><\/polygon>\n                    <\/svg>\n                <\/div>\n            <\/div>\n            <div class=\"iframecontainer__iframe\" style=\"height: 250px;\">\n                <div class=\"iframecontainer__iframe__inner\">\n                \t<p>Please <a href=\"https:\/\/www.theprojectgroup.com\/data\/Downloads_Produkte\/Benefits-Microsoft-Project-Server-or-Project-Online-E_TPG-TheProjectGroup.pdf\" target=\"_blank\" rel=\"noopener\">click here to download the PDF<\/a>\u00a0and learn why you should prefer the server over the client version.<\/p>\n\n                    <iframe src=\"https:\/\/\" style=\"width: 100%; height: 250px;\"><\/iframe>\n                <\/div>\n            <\/div>\n        <\/div><h3 id=\"Chapter2a\">Simple Cost Variance<\/h3>\n<p>In order to determine the difference between planned and actual effort up until today, you need a <strong>baseline as a reference<\/strong>. This baseline needs to be set after the planning has been completed but before the first change and update with actual data.<\/p>\n<blockquote><p><strong>Indispensable for EVA:<\/strong> Set a baseline directly after planning has been completed.<\/p><\/blockquote>\n<p>The difference between the accumulated planned and actual values up until the current date adds up to a deficit or a surplus in the project. This reflects the <strong>current financial state of the project<\/strong> and is a very interesting figure for the payment plan.<\/p>\n<p>However, it does not reflect how well the project is doing, as the stage of completion is not taken into consideration.<\/p>\n<blockquote><p><strong>Note: <\/strong>The simple cost variance is relevant for the payment plan but not for the actual state of the project.<\/p><\/blockquote>\n<p>In case of a <strong>surplus<\/strong>, you ask yourself:<\/p>\n<ul>\n<li>Have the costs really been lower than planned, or<\/li>\n<li>has the project not progressed as far as it should have?<\/li>\n<\/ul>\n<p>In case of a <strong>deficit<\/strong>, the question arises whether:<\/p>\n<ul>\n<li>The effort has been higher so far or<\/li>\n<li>the project has progressed further than planned, i.e. more has been delivered.<\/li>\n<\/ul>\n<p>And <strong>in both cases<\/strong>, it is relevant what this means for the following:<\/p>\n<ul>\n<li>Overall costs that are to be expected<\/li>\n<li>Project end date<\/li>\n<\/ul>\n<p>Naturally, you will only be able to answer these questions reliably, if you know what content has actually been delivered so far.<\/p>\n<blockquote><p><strong>Our MS Project tip:<\/strong> Perhaps you are not currently planning the costs for work resources in your projects. Do you lack the real hourly rates of the resources or are you not allowed to show them? If so, this might be interesting for you:<\/p>\n<ul>\n<li>You can assign all resources an hourly rate of EUR\u00a01 without great effort and make EVA only relevant to the actual work. The real costs get left out.<\/li>\n<li>Important note: This will only work if you are not planning real costs anywhere else. In that case, the ratio and the calculation of the earning rate would be incorrect.<\/li>\n<\/ul>\n<p>There are many users who can employ earned value analysis in project management very well in this way, as their project costs are entirely controlled via the resource work anyway.<\/p><\/blockquote>\n<div id=\"id69573bbb34735\" class=\"iframecontainer iframecontainer--hidden\">\n            <div class=\"iframecontainer__head\" style=\"background: #D60B52!important;\">\n                <div class=\"iframecontainer__head__inner\" style=\"color:#ffffff;\" data-for=\"#id69573bbb34735\">\n                    <p><strong>Free PDF Download: <\/strong> MS Project Tutorial \u2013 11 Steps to Your Perfect MS Project Plan<\/p>\n                <\/div>\n                <div class=\"iframecontainer__head__icon\" data-for=\"#id69573bbb34735\">\n                    <svg width=\"10px\" height=\"16px\" viewBox=\"1092 550 10 16\" version=\"1.1\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" xmlns:xlink=\"http:\/\/www.w3.org\/1999\/xlink\">\n                        <polygon class=\"iframecontainer__head__icon__pfeil\"  data-for=\"#id69573bbb34735\" stroke=\"none\" fill=\"#ffffff\" fill-rule=\"evenodd\" points=\"1093.875 550 1101.875 558 1093.875 566 1092 564.125 1098.125 558 1092 551.875\"><\/polygon>\n                    <\/svg>\n                <\/div>\n            <\/div>\n            <div class=\"iframecontainer__iframe\">\n                <div class=\"iframecontainer__iframe__inner\">\n                    <p>Are you a MS Project beginner? In this case, this Tutorial is just the right reading for you. In 11 simple steps, you will get to know the most important MS Project basics for creating your project plan. Please fill in the form to download.<br \/>\n<span style=\"font-size: xx-small;\">* Required Fields\u00a0 |\u00a0 <a href=\"https:\/\/www.theprojectgroup.com\/en\/data-protection\" target=\"_blank\" rel=\"noopener\">Data Protection<\/a><\/span><\/p>\n<div class=\"cookieconsent-optout-marketing\">This form is blocked by your cookie settings to our website. Please <a>click here<\/a> and select at least the marketing cookies. Then this form will be visible. Thanks a lot.<\/div>\n\n                \t<!-- ENGLISCH Wichtig: nur den Code in download-asset \u00e4ndern - definiert Download -->\r\n<script type='text\/x-ccm-loader' data-ccm-loader-src=\"https:\/\/js-eu1.hsforms.net\/forms\/embed\/developer\/146642994.js\" defer><\/script>\r\n\r\n<div class=\"hs-form-html\"\r\n     data-download-asset=\"CU9E\"\r\n     data-region=\"eu1\"\r\n     data-form-id=\"ed0008c7-47d5-4c2e-ad2f-000bd95b74c5\"\r\n     data-portal-id=\"146642994\"><\/div>\r\n\r\n<script>\r\n(() => {\r\n  const FORM_ID = 'ed0008c7-47d5-4c2e-ad2f-000bd95b74c5';\r\n  const FIELD   = '0-1\/download_asset';\r\n  const roots   = new Set();\r\n  const formsByRoot = new WeakMap();\r\n\r\n  const setViaApi = (root) => {\r\n    const code = root.dataset.downloadAsset || '';\r\n    const form = formsByRoot.get(root);\r\n    if (!code || !form) return;\r\n    form.setFieldValue(FIELD, code);\r\n  };\r\n\r\n  window.addEventListener('hs-form-event:on-ready', (event) => {\r\n    if (!window.HubSpotFormsV4) return;\r\n    const form = HubSpotFormsV4.getFormFromEvent(event);\r\n    if (!form || form.getFormId() !== FORM_ID) return;\r\n\r\n    const root = [...roots].find(r => r.contains(event.target));\r\n    if (!root) return;\r\n\r\n    formsByRoot.set(root, form);\r\n    setViaApi(root);\r\n  });\r\n\r\n  window.addEventListener('message', (event) => {\r\n    const d = event.data;\r\n    if (!d || d.type !== 'hsFormCallback' || d.eventName !== 'onFormSubmit') return;\r\n    if (d.id !== FORM_ID) return;\r\n\r\n    roots.forEach(setViaApi);\r\n  });\r\n\r\n  document.addEventListener('DOMContentLoaded', () => {\r\n    document.querySelectorAll('.hs-form-html[data-download-asset][data-form-id=\"' + FORM_ID + '\"]')\r\n      .forEach(r => roots.add(r));\r\n  });\r\n})();\r\n<\/script>\n                    <style>\/* Kompaktere Darstellung f\u00fcr HubSpot Formulare *\/\n[data-hsfc-id=\"Renderer\"] .hsfc-Step .hsfc-Step__Content { padding: 0 20px 20px !important; }\n[data-hsfc-id=Renderer] .hsfc-TextField>*:not(:last-child) { margin-bottom:4px !important; }\n[data-hsfc-id=\"Renderer\"] .hsfc-Row { gap: 20px !important; margin-bottom: 12px !important; }\n[data-hsfc-id=\"Renderer\"] .hsfc-NavigationRow { margin-top: 6px !important; }\n[data-hsfc-id=\"Renderer\"] .hsfc-TextInput { padding: 8px !important; }<\/style>\n                <\/div>\n            <\/div>\n        <\/div><h3 id=\"Chapter2b\">Earned Value in Earned Value Analysis<\/h3>\n<p><strong>Earned value (EV)<\/strong> now establishes a relation between the stage of physical completion by the status date and the corresponding planned effort. This shows for the status date what effort was planned for the actual work performed.<\/p>\n<blockquote><p><strong>Note: <\/strong>Earned value is calculated from the stage of physical completion and the originally planned effort.<\/p><\/blockquote>\n<p>This is how it can <strong>determine the state of the project realistically<\/strong> and <strong>deduce a forecast for the future<\/strong>.<\/p>\n<p>The illustration below shows the progression of planned and actual costs up to the status date as well as the stage of physical job completion from which the earned value is deduced.<\/p>\n<figure id=\"attachment_5027\" aria-describedby=\"caption-attachment-5027\" style=\"width: 400px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/1.png\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-5027\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/1.png\" alt=\"Earned Values Analysis with Microsoft Project \u2013 Actual Delivery behind Planned Delivery\" width=\"400\" height=\"349\" srcset=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/1.png 687w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/1-300x262.png 300w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/1-110x96.png 110w\" sizes=\"(max-width: 400px) 100vw, 400px\" \/><\/a><figcaption id=\"caption-attachment-5027\" class=\"wp-caption-text\">Actual Delivery is lagging behind Planned Delivery<\/figcaption><\/figure>\n<ul>\n<li>The red curve shows the <strong>progression of costs in relation to the planned work<\/strong> (BCWS \u2013 Budgeted Cost of Work Scheduled) rising up to the level of the planned overall costs (BAC \u2013 Budget at Completion).<\/li>\n<li>The yellow line represents <strong>actual costs accumulated up to the current date<\/strong> (ACWP \u2013 Actual Cost of Work Performed).<\/li>\n<li>The ensuing broken yellow line illustrates the <strong>expected progression<\/strong> until the <strong>estimated end<\/strong> in terms of the <strong>expected cost<\/strong> (EAC \u2013 Estimated at Completion).<\/li>\n<\/ul>\n<p>After the delivery items up to the current date (<strong>Actual Delivery<\/strong>) have been determined the result is transferred back to the original planning (<strong>Planned Delivery<\/strong>). This is where the real stage of physical job completion can be identified, which is significantly lagging behind expectations.<\/p>\n<p>Thus, it is possible to read from the green plan curve what value the actual delivery has according to the plan. This is the <strong>earned value<\/strong> or also <strong>BCWP \u2013 Budgeted Cost of Work Performed<\/strong>.<\/p>\n<p>Earned value therefore represents the costs which, according to the original planning, would have been necessary to reach the stage of physical completion attained on the status date.<\/p>\n<blockquote><p><strong>Note: <\/strong>Unlike actual costs, earned value represents the project&#8217;s stage of physical completion.<\/p><\/blockquote>\n<p>Accordingly, unlike actual costs, earned value (EV) is a <strong>strictly financial factor<\/strong> representing the project\u2019s current stage of physical completion. The EV number on its own is not really informative and cannot be compared to other projects.<\/p>\n<p>But EV is a perfect basis from which to <strong>deduce<\/strong> the really interesting <strong>key performance indicators for forecasts<\/strong>. You can employ these to check the plausibility of the remaining plan for the items which are yet to be delivered. This is how you can minimize the risk of further planning mistakes.<\/p>\n<div id=\"id69573bbb3482a\" class=\"iframecontainer iframecontainer--hidden\">\n            <div class=\"iframecontainer__head\" style=\"background: #D60B52!important;\">\n                <div class=\"iframecontainer__head__inner\" style=\"color:#ffffff;\" data-for=\"#id69573bbb3482a\">\n                    <p><strong>Special Download: <\/strong> How to set up a PMO in 4 simple steps (PDF file)<\/p>\n                <\/div>\n                <div class=\"iframecontainer__head__icon\" data-for=\"#id69573bbb3482a\">\n                    <svg width=\"10px\" height=\"16px\" viewBox=\"1092 550 10 16\" version=\"1.1\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" xmlns:xlink=\"http:\/\/www.w3.org\/1999\/xlink\">\n                        <polygon class=\"iframecontainer__head__icon__pfeil\"  data-for=\"#id69573bbb3482a\" stroke=\"none\" fill=\"#ffffff\" fill-rule=\"evenodd\" points=\"1093.875 550 1101.875 558 1093.875 566 1092 564.125 1098.125 558 1092 551.875\"><\/polygon>\n                    <\/svg>\n                <\/div>\n            <\/div>\n            <div class=\"iframecontainer__iframe\">\n                <div class=\"iframecontainer__iframe__inner\">\n                    <p>Please fill in the form.<br \/>\n<span style=\"font-size: xx-small;\">* Required Fields\u00a0 |\u00a0 <a href=\"https:\/\/www.theprojectgroup.com\/en\/data-protection\" target=\"_blank\" rel=\"noopener\">Data Protection<\/a><\/span><\/p>\n<div class=\"cookieconsent-optout-marketing\">This form is blocked by your cookie settings to our website. Please <a>click here<\/a> and select at least the marketing cookies. Then this form will be visible. Thanks a lot.<\/div>\n\n                \t<!-- ENGLISCH Wichtig: nur den Code in download-asset \u00e4ndern - definiert Download -->\r\n<script type='text\/x-ccm-loader' data-ccm-loader-src=\"https:\/\/js-eu1.hsforms.net\/forms\/embed\/developer\/146642994.js\" defer><\/script>\r\n\r\n<div class=\"hs-form-html\"\r\n     data-download-asset=\"CU12E\"\r\n     data-region=\"eu1\"\r\n     data-form-id=\"ed0008c7-47d5-4c2e-ad2f-000bd95b74c5\"\r\n     data-portal-id=\"146642994\"><\/div>\r\n\r\n<script>\r\n(() => {\r\n  const FORM_ID = 'ed0008c7-47d5-4c2e-ad2f-000bd95b74c5';\r\n  const FIELD   = '0-1\/download_asset';\r\n  const roots   = new Set();\r\n  const formsByRoot = new WeakMap();\r\n\r\n  const setViaApi = (root) => {\r\n    const code = root.dataset.downloadAsset || '';\r\n    const form = formsByRoot.get(root);\r\n    if (!code || !form) return;\r\n    form.setFieldValue(FIELD, code);\r\n  };\r\n\r\n  window.addEventListener('hs-form-event:on-ready', (event) => {\r\n    if (!window.HubSpotFormsV4) return;\r\n    const form = HubSpotFormsV4.getFormFromEvent(event);\r\n    if (!form || form.getFormId() !== FORM_ID) return;\r\n\r\n    const root = [...roots].find(r => r.contains(event.target));\r\n    if (!root) return;\r\n\r\n    formsByRoot.set(root, form);\r\n    setViaApi(root);\r\n  });\r\n\r\n  window.addEventListener('message', (event) => {\r\n    const d = event.data;\r\n    if (!d || d.type !== 'hsFormCallback' || d.eventName !== 'onFormSubmit') return;\r\n    if (d.id !== FORM_ID) return;\r\n\r\n    roots.forEach(setViaApi);\r\n  });\r\n\r\n  document.addEventListener('DOMContentLoaded', () => {\r\n    document.querySelectorAll('.hs-form-html[data-download-asset][data-form-id=\"' + FORM_ID + '\"]')\r\n      .forEach(r => roots.add(r));\r\n  });\r\n})();\r\n<\/script>\n                    <style>\/* Kompaktere Darstellung f\u00fcr HubSpot Formulare *\/\n[data-hsfc-id=\"Renderer\"] .hsfc-Step .hsfc-Step__Content { padding: 0 20px 20px !important; }\n[data-hsfc-id=Renderer] .hsfc-TextField>*:not(:last-child) { margin-bottom:4px !important; }\n[data-hsfc-id=\"Renderer\"] .hsfc-Row { gap: 20px !important; margin-bottom: 12px !important; }\n[data-hsfc-id=\"Renderer\"] .hsfc-NavigationRow { margin-top: 6px !important; }\n[data-hsfc-id=\"Renderer\"] .hsfc-TextInput { padding: 8px !important; }<\/style>\n                <\/div>\n            <\/div>\n        <\/div><h3 id=\"Chapter2c\">Real Cost Variance in Earned Value Management<\/h3>\n<p>Real Cost Variance (CV = BCWP &#8211; ACWP) reveals the <strong>difference between actual costs and earned value<\/strong>. It is used to describe the <strong>efficiency of projects<\/strong>. It can also be calculated as a percentage (CV% = [BCWP-ACWP]\/BCWP) and thus is a figure that can be compared across projects.<\/p>\n<p>Real cost variance\u00a0can moreover be calculated as a <a href=\"https:\/\/project-management-knowledge.com\/definitions\/c\/cost-performance-index\/\" target=\"_blank\" rel=\"noopener noreferrer\"><strong>Cost Performance Index<\/strong><\/a> (CPI = BCWP\/ACWP):<\/p>\n<ul>\n<li>It equals 1, if everything is OK<\/li>\n<li>If it is below 1, the costs for the results obtained were too high<\/li>\n<li>If it is above 1, the work performed cost less than planned.<\/li>\n<\/ul>\n<p>A CPI of 0.8 therefore reveals a cost increase whereas a CPI of 1.2 indicates a cost reduction.<\/p>\n<h3 id=\"Chapter2d\">Real Schedule Variance in Earned Value Management<\/h3>\n<p>Real Schedule Variance (SV = BCWP &#8211; BCWS) shows the <strong>difference between planned costs and earned value<\/strong>. It clarifies the <strong>financial gap between results obtained and results planned<\/strong>. If calculated in percent (SV% = [BCWP-BCWS]\/BCWP), it is also a figure that can be compared across projects. The schedule variance will at all events impact time.<\/p>\n<p>It can also be calculated using the <a href=\"https:\/\/project-management-knowledge.com\/definitions\/s\/schedule-performance-index\/\" target=\"_blank\" rel=\"noopener noreferrer\"><strong>Schedule Performance Index<\/strong><\/a> (SPI = BCWP\/BCWS):<\/p>\n<ul>\n<li>It equals 1, if everything is OK<\/li>\n<li>If it is below 1, the costs for the results obtained are lagging behind schedule<\/li>\n<li>If it is above 1, the work performed is ahead of schedule.<\/li>\n<\/ul>\n<p>An SPI of 0.8 reveals a delay whereas an SPI of 1.2 indicates a speed-up.<\/p>\n<blockquote><p>Reading tip: <strong>All you need to know about <a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/project-for-the-web-becoming-planner\/\" target=\"_blank\" rel=\"noopener\">Project for the Web Becoming Planner<\/a><\/strong><\/p><\/blockquote>\n<h3 id=\"Chapter2e\">Forecast in Earned Value Analysis<\/h3>\n<p>You have created an updated schedule and calculated new overall costs after updating the project plan by entering actual values, stages of completion and a new remaining effort.<\/p>\n<p>You can <strong>compare your new costs with the estimated value<\/strong> (EAC \u2013 Estimated at Completion). Depending on the resulting difference you should reconsider and possibly also revise your planning.<\/p>\n<p>But before you do this you have to make assumptions about further developments to enable you to calculate the forecast.<\/p>\n<ul>\n<li>From now on according to plan: EAC = ACWP + (BAC &#8211; BCWP)<\/li>\n<li>Carry on as before: EAC = ACWP + (BAC &#8211; BCWP) \/ (CPI * SPI)<\/li>\n<li>No further schedule variance: EAC = ACWP + (BAC &#8211; BCWP) \/ CPI<br \/>\n<em>(note: this is the formula used by Microsoft Project)<\/em><\/li>\n<\/ul>\n<p><strong>The third option is the one calculated by Microsoft Project.<\/strong> The first two could be calculated using customized formulas.<\/p>\n<blockquote>\n    <p class=\"datamintsbanner\">\n        <a href=\"https:\/\/www.theprojectgroup.com\/en\/project-management-newsletter\" target=\"_blank\" class=\"datamintsbanner__link\" title=\"Project Management Newsletter TPG PMO Resource Management Agile PM Project Projects Projectmanager Projectmanagementoffice\" style=\"display: block;\">\n            <img decoding=\"async\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2022\/08\/TPG_Banner-Blog_1400_Newsletter_EN.jpg\" class=\"datamintsbanner__image\" style=\"display: block; max-width: 100%\">\n        <\/a>\n    <\/p>\n    \n<p><strong><a href=\"https:\/\/www.theprojectgroup.com\/en\/project-management-newsletter\" target=\"_blank\" rel=\"noopener\">Subscribe to the TPG Blog Newsletter now<\/a> and never miss another blog post.<\/strong><\/p><\/blockquote>\n<p>The status update also includes the <strong>variance between the forecast and the planned overall cost<\/strong> (Variance at Completion VAC = BAC &#8211; EAC).\u00a0This variance also needs to be calculated in percent, if it is to be compared to other projects (VAC% = [BAC &#8211; EAC]\/BAC).<\/p>\n<blockquote><p>Suggested reading: <strong><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/pmo-reports\/\" target=\"_blank\" rel=\"noopener\">PMO Reports<\/a> for Project Portfolio and Resource Management<\/strong><\/p><\/blockquote>\n<h3 id=\"Chapter2f\">Comparability of Projects<\/h3>\n<p>You can <strong>divide<\/strong> the hitherto mentioned indices and percentage values <strong>into stages<\/strong> and present them as <strong>traffic light indicators red \/ yellow \/ green<\/strong>. This allows you to quickly identify in a project overview which key performance indicators are not OK.<\/p>\n<blockquote><p><strong>Our tip: <\/strong>Traffic light indicators and division into stages make it easier to keep key performance indicators in view.<\/p><\/blockquote>\n<p>As a rule, <strong>actions are linked<\/strong> to the different colors that are meant to be taken in case the color changes:<\/p>\n<ul>\n<li>In the case of unfavorable values, the linked action usually is to inform, or escalate to, the steering board.<\/li>\n<li>Overly good values might prompt the revision of the plan or rather disclosure or removal of scheduled buffers.<\/li>\n<\/ul>\n<p>It can happen that a <strong>CPI &gt; 1<\/strong> coincides with an <strong>SPI &lt; 1<\/strong> or vice versa. The meaning can also be graphically illustrated. The diameter of the individual projects can represent the planned costs in this case. This also allows you to estimate the absolute degree of variance.<\/p>\n<figure id=\"attachment_5028\" aria-describedby=\"caption-attachment-5028\" style=\"width: 400px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/2.png\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-5028\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/2.png\" alt=\"Performance indices for several projects in possible traffic light colors\" width=\"400\" height=\"400\" srcset=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/2.png 843w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/2-150x150.png 150w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/2-300x300.png 300w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/2-768x768.png 768w\" sizes=\"(max-width: 400px) 100vw, 400px\" \/><\/a><figcaption id=\"caption-attachment-5028\" class=\"wp-caption-text\">Performance indices for several projects in possible traffic light colors<\/figcaption><\/figure>\n<h2 id=\"Chapter3\">Earned Value Analysis with Microsoft Project<\/h2>\n<p>To begin with, you should know: Microsoft Project calculates earned value for all tasks that have:<\/p>\n<ul>\n<li>Planned costs <em>(Baseline Cost<\/em> in MS Project),<\/li>\n<li>Their beginning before the status date,<\/li>\n<li>A stage of completion that is greater than zero.<\/li>\n<\/ul>\n<blockquote><p><strong>To recap:<\/strong> For this, you must you save a baseline in Microsoft Project once planning has been completed and before the first update.<\/p>\n<p>If you are wondering how to save a baseline, <strong>read our <a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/ms-project-tutorial\/\" target=\"_blank\" rel=\"noopener\">MS Project Tutorial<\/a>.<\/strong><\/p><\/blockquote>\n<p><strong>Here is how you do it:<\/strong><\/p>\n<p>Under <em>Options \/ Advanced \/ Earned Value options for this project,<\/em> you can select one of the eleven baselines available for <strong>earned value calculation<\/strong>.<\/p>\n<p>In the same place, you can also select which field you want to use for the completion in the EVA:<\/p>\n<ul>\n<li>Field <em>% Complete<\/em><\/li>\n<li>Field <em>Physical % Complete<\/em><\/li>\n<\/ul>\n<blockquote><p><strong>Watch out<\/strong>: For better comprehension we will call the field <em><strong>% Physical Complete<\/strong> <\/em>in this article. However, in Microsoft Project the field name actually is <em><strong>Physical % Complete<\/strong><\/em>.<\/p><\/blockquote>\n<p>The update of the field <em>% Complete<\/em> is usually linked to the update of resource work, i.e. to the field <em>% Work Complete<\/em>. This does not necessarily permit a statement regarding the stage of physical job completion.<\/p>\n<p>In order to remove this link, you can switch off the corresponding property, <em>Updating task status updates resource status,<\/em> under <em>File \/ Options \/ Schedule <\/em>for this project.<\/p>\n<blockquote><p><strong>Important note: <\/strong>Remove the link between resource work and the field <em>% Complete<\/em> in order to obtain a statement regarding the stage of physical job completion.<\/p><\/blockquote>\n<p>But watch out: even then, you might not obtain appropriate results, as <em>%\u00a0Complete<\/em> is inextricably linked to the current and remaining duration. Which again might not correspond to the actual work performed.<\/p>\n<blockquote><p><strong>Our tip:<\/strong> As a general rule, it is clearer to use the field <strong><em>% Physical Complete<\/em><\/strong>, as it is independent of all other values. This allows you to enter the actual stage of completion without affecting the update of duration, work or cost.<\/p><\/blockquote>\n<h3>Updating the Project<\/h3>\n<p>First, it is advisable to set the status date in the project information and possibly have it also displayed as a vertical line in the Gantt chart via <em>Format \/ Gridlines<\/em>.<\/p>\n<p>The <strong>correct update of all tasks<\/strong> is the second prerequisite for a correct calculation of the earned value analysis. To achieve this, you have to enter the current hours and costs as well as the remaining work and duration from which <em>% Work Complete<\/em> or <em>% Complete<\/em> are calculated.<\/p>\n<p>As a result, the <strong>progress lines<\/strong> of all running tasks have to reach <strong>up to the status date<\/strong>. The inaccuracy in calculating the earned value using <em>%\u00a0Complete<\/em> is due to the circumstance that the use of time does not necessarily correspond to the physical job completion.<\/p>\n<p>If you set the calculation method of the earned value to <em>% Physical Complete,<\/em> this field needs to be edited for every task started or completed.<\/p>\n<p>In doing this, you should <strong>define a rule<\/strong> specifying exactly how these values are to be entered.<\/p>\n<ul>\n<li>Single-figure percentage entries usually do not need to be entered this accurately and are likely to be scrutinized.<\/li>\n<li>In this case, the inaccuracy furthermore depends on the number of running tasks.<\/li>\n<li>Tasks which have not been started or have been completed are to be simply entered as 0% or 100%.<\/li>\n<\/ul>\n<blockquote><p><strong>Read our tip <\/strong>outlining how to use<strong><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/resource-engagements-in-ms-project\/\" target=\"_blank\" rel=\"noopener\"> Resource Engagements in MS Project!<\/a><\/strong><\/p><\/blockquote>\n<h3>Calculation of Earned Value Analysis in Microsoft Project<\/h3>\n<p>The earned value calculation is basically the same for both methods.<\/p>\n<p>The planned costs or baseline cost\u00a0(field <em>Base. Cost)<\/em> are accumulated according to <em>% Complete<\/em> or <em>% Physical Complete<\/em> alongside the planned duration day by day.<\/p>\n<blockquote><p><strong>Example:<\/strong> If a task has EUR\u00a0800 of\u00a0baseline cost\u00a0per day over 4 days and 50% completion, the baseline cost will be added up to 50% of the planned duration. In this case, it adds up to 2 days with EUR\u00a0800 each, i.e. EUR\u00a01600.<\/p><\/blockquote>\n<p>The forecast in Microsoft Project is calculated according to the third case mentioned above:<br \/>\n<strong>EAC = ACWP + (BAC &#8211; BCWP) \/ CPI<\/strong><\/p>\n<p>In order to follow the calculation on the screen, select a Gantt chart in the top view and <em>View \/ Task Usage<\/em> for the bottom view and display the columns as shown in the figure further below.<\/p>\n<blockquote><p><strong>Sticking with our example:<\/strong> You have four tasks with a duration of 4 days each whose baseline begins on Tuesday and costs EUR\u00a0800 per day \u2013 as you are using one resource each with an hourly rate of EUR\u00a0100 for 8 hours a day. Therefore, the planned overall costs of each task are EUR\u00a03,200.<\/p><\/blockquote>\n<p>The status date is set to Wednesday evening and the tasks were updated in different ways in order to be able to explain the logic of the calculation using a real situation.<\/p>\n<blockquote><p><strong>Reading tip:<\/strong> <a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/microsoft-project-management-tools\/\" target=\"_blank\" rel=\"noopener\">Microsoft Project Management Tool<\/a> Overview<\/p><\/blockquote>\n<h3>Calculation Using % Complete<\/h3>\n<p>All tasks have been set to the earned value method <em>% Complete<\/em>.<\/p>\n<figure id=\"attachment_5030\" aria-describedby=\"caption-attachment-5030\" style=\"width: 1564px\" class=\"wp-caption alignnone\"><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/3.png\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-5030 size-full\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/3.png\" alt=\"Earned Value Analysis with MS Project \u2013 Earned value using % Physical Complete with carry-over in Task B\" width=\"1564\" height=\"725\" srcset=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/3.png 1564w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/3-300x139.png 300w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/3-768x356.png 768w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/3-1024x475.png 1024w\" sizes=\"(max-width: 1564px) 100vw, 1564px\" \/><\/a><figcaption id=\"caption-attachment-5030\" class=\"wp-caption-text\">Earned value using % Physical Complete with carry-over in Task B<\/figcaption><\/figure>\n<p><strong>Task A<\/strong> <em>(\u201cVorgang A\u201d)<\/em> is implemented according to plan and reaches a degree of completion of 50% by the set status date.<\/p>\n<ul>\n<li>This means the earned value is EUR\u00a01,600 at 50% of the planned and actual duration.<\/li>\n<li>CPI and SPI are both 1, as the actual costs match the baseline cost <em>(Base. Cost)<\/em>.<\/li>\n<li>The forecast matches both the baseline and the current planning at EUR\u00a03,200.<\/li>\n<\/ul>\n<p><strong>Task B<\/strong> <em>(\u201cVorgang B\u201d)<\/em> starts a day late and with only 4 hours \u2013 rather than the 8 hours planned. Still, 50% completion is reported for this task. This causes the progress line to jut out past the status date and the carry-over to be ignored in the calculation.<\/p>\n<ul>\n<li>Only 25% of the planned duration is accumulated resulting in only one day at EUR 800.<\/li>\n<li>The CPI equals 2, as this was achieved with a cost of only EUR\u00a0400.<\/li>\n<li>The SPI is calculated as 0.5, as only half the planned performance of EUR\u00a01,600 has been delivered.<\/li>\n<li>The\u00a0forecast is EUR\u00a01,600, in accordance with the above formula. Accordingly, the real remaining work will be performed at half price, i.e. 400+(3,200-800)\/2= EUR\u00a01,600.<\/li>\n<li>The costs of the current planning are now EUR\u00a02,800 resulting from the 4 hours performed and the 8\u00a0hours on the remaining 3 days, which have not been rescheduled.<\/li>\n<\/ul>\n<p><strong>Task C<\/strong> <em>(\u201cVorgang C\u201d)<\/em> shows the correctly updated Task B. If 50% completion was achieved in 4 hours in only one day, the duration needs to be reduced from 4 to 2 days. That is why the progress line only reaches exactly up to the status date.<\/p>\n<ul>\n<li>This results in an earned value of EUR\u00a01,600.<\/li>\n<li>The CPI arrives at a value of 4, as in 4 out of 16 hours only a quarter of the costs was accumulated.<\/li>\n<li>The SPI amounts to 1, as still only the planned work representing EUR\u00a01,600 was performed by the status date.<\/li>\n<li>The\u00a0forecast is EUR\u00a0800, as the second day could also be achieved with the performance of the first day.<\/li>\n<li>The costs of the current planning are now EUR\u00a01,200 resulting from the 4 hours performed on the first day and the remaining 8 hours of the second day, which have not been rescheduled.<\/li>\n<\/ul>\n<p><strong>Task D<\/strong> <em>(\u201cVorgang D\u201d)<\/em> begins a day earlier than planned, but with 8 hours per day only 50% completion are achieved.<\/p>\n<ul>\n<li>This results in an earned value of EUR\u00a01,600.<\/li>\n<li>The CPI only arrives at 0.67 due to the third of additional effort.<\/li>\n<li>The SPI is 1 due to the expected EUR\u00a01,600.<\/li>\n<li>The forecast is EUR\u00a04,800, as a third of additional effort is to be expected.<\/li>\n<li>The current\u00a0baseline cost\u00a0also amounts to EUR\u00a04,800, as the duration has already been extended to 6\u00a0days with 8 hours each.<\/li>\n<\/ul>\n<p>In the <strong>Summary Task <\/strong><em>(\u201cSammelvorgang\u201d),<\/em> the planned value and the earned value are calculated from the sum of the subtasks whereas <em>% Complete<\/em> is calculated from the actual position of the current start and the current duration. The values for CPI, SPI and EAC are calculated anew in the summary task, so that EAC is not the sum of the subtasks here.<\/p>\n<p>If you want to calculate this yourself, take care not to use the displayed value of the CPI, as great rounding differences can result with only two decimal places. Calculate with the values BCWP\/ACWP instead. In this case, that would be 4,800+(12,800-5,600)\/(5,600\/4,800)=10,971.4.<\/p>\n<p>The sum of the current planning amounts to EUR\u00a012,000 compared to the EUR\u00a010,972 from the total in the Summary Task and the EUR\u00a010,400, which is the sum of the EACs of all tasks. It could therefore make sense to revise the effort planning for the tasks that have so far gone well a little downward so that the delay of one day can be remedied \u2013 possibly by a reallocation of resources.<\/p>\n\n    <p class=\"datamintsbanner\">\n        <a href=\"https:\/\/www.theprojectgroup.com\/en\/project-management-tools\/milestone-trend-analysis-ms-project\" target=\"_blank\" class=\"datamintsbanner__link\" title=\"TPG MTA Client (Free Download Development Milestone Trend Analysis TPG MTA Client standalone product. MicrosoftProject free download\" style=\"display: block;\">\n            <img decoding=\"async\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2022\/08\/TPG_Banner-Blog_1400_MTA_EN.jpg\" class=\"datamintsbanner__image\" style=\"display: block; max-width: 100%\">\n        <\/a>\n    <\/p>\n    \n<h3>Calculation Using % Physical Complete<\/h3>\n<p>Using the same data after switching to <em>% Physical Complete<\/em> and entering \u201c50% Physical Complete\u201d for all tasks, you will get almost the same result as with the previous method.<\/p>\n<figure id=\"attachment_5031\" aria-describedby=\"caption-attachment-5031\" style=\"width: 1517px\" class=\"wp-caption alignnone\"><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/4.png\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-5031 size-full\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/4.png\" alt=\"Earned Value Analysis with Microsoft Project \u2013 Earned value using % Physical Complete with carry-over in Task B\" width=\"1517\" height=\"720\" srcset=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/4.png 1517w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/4-300x142.png 300w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/4-768x365.png 768w, https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2017\/05\/4-1024x486.png 1024w\" sizes=\"(max-width: 1517px) 100vw, 1517px\" \/><\/a><figcaption id=\"caption-attachment-5031\" class=\"wp-caption-text\">Earned value using % Physical Complete with carry-over in Task B<\/figcaption><\/figure>\n<p><strong>Task B<\/strong> <em>(\u201cVorgang B\u201d)<\/em> now has different results for earned value, indices and forecast, as the carry-over of 50% past the status date is not truncated. In this case, irrespective of the position, 50% is half the planned performance, i.e. EUR\u00a01,600. This is how the SPI arrives at 1 and the CPI at 4 as in Task C \u2013 regardless of further planning for the remainder of these tasks.<\/p>\n<p>In the <strong>Summary Task<\/strong> <em>(\u201cSammelvorgang\u201d)<\/em>, you can now find a forecast corresponding to the sum of the subtasks.<\/p>\n\n    <p class=\"datamintsbanner\">\n        <a href=\"https:\/\/bit.ly\/3IFmguV\" target=\"_blank\" class=\"datamintsbanner__link\" title=\"Microsoft 365 Project Management TPG ProjectPowerPack: Best Practice Solution for Project & Portfolio Management Based on Microsoft 365 & Power Platform\" style=\"display: block;\">\n            <img decoding=\"async\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2025\/05\/csm_PPP_Blog_Banner2_EN_1300px_tiny_8e50efa17d.jpg\" class=\"datamintsbanner__image\" style=\"display: block; max-width: 100%\">\n        <\/a>\n    <\/p>\n    \n<h2 id=\"Chapter4\">Conclusion \u2013 Earned Value Analysis with Microsoft Project<\/h2>\n<p>In this article, you have learned that <strong>earned value<\/strong> itself can only be interpreted if you know the <strong>budget of the project<\/strong>. Therefore, it cannot be compared across several projects.<\/p>\n<p>That is why it makes more sense to pass on the<strong> indices<\/strong> and <strong>percentage variance of the forecast<\/strong> as project status information to others. These values are easily classifiable and independent of the projects\u2019 timeframes and budgets.<\/p>\n<p>No matter how long the project takes and how much it costs \u2013 a CPI of 0.5 will make your name as a project manager just as prominent in the company as a CPI of 1.5.<\/p>\n<blockquote><p><strong>Recommendation:<\/strong> The skill of understanding earned value and also the indices is not very common. Make sure you always check whether the recipient of the data can deduce the relevant information from it. It is always better to pass on the illustrations shown above than mere figures.<\/p>\n<p>In your position as a project manager, we recommend you use earned value analysis in order to check the plausibility of your own planning \u2013 it will minimize your planning risk.<\/p><\/blockquote>\n<blockquote><p><strong>Our final tips<\/strong><\/p>\n<p>Get to know the individually adaptable \u201cPPM Paradise\u201d \u2013 the optimal environment for your enterprise-wide project, program, portfolio and resource management. <a href=\"https:\/\/www.theprojectgroup.com\/data\/Downloads_eBooks\/TPG_PPM_Paradise_eBook_EN_-_TPG_TheProjectGroup.pdf\" target=\"_blank\" rel=\"noopener\">Download the eBook now<\/a> (just click, no form).<\/p>\n<p>And sign up for our <a href=\"https:\/\/www.theprojectgroup.com\/en\/project-management-newsletter\" target=\"_blank\" rel=\"noopener\">bi-weekly blog newsletter<\/a> to make sure you receive all our updates.<\/p><\/blockquote>\n<p><strong>Do you use Earned Value Analysis with Microsoft Project? What has your experience with this approach been? Please leave a comment below.<\/strong><\/p>\n<div id=\"id69573bbb34a40\" class=\"iframecontainer iframecontainer--hidden\">\n            <div class=\"iframecontainer__head\" style=\"background: #D60B52!important;\">\n                <div class=\"iframecontainer__head__inner\" style=\"color:#ffffff;\" data-for=\"#id69573bbb34a40\">\n                    <p><strong>Subscribe to TPG BlogInfo:<\/strong> Never miss new practice-oriented tips &amp; tricks<\/p>\n                <\/div>\n                <div class=\"iframecontainer__head__icon\" data-for=\"#id69573bbb34a40\">\n                    <svg width=\"10px\" height=\"16px\" viewBox=\"1092 550 10 16\" version=\"1.1\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" xmlns:xlink=\"http:\/\/www.w3.org\/1999\/xlink\">\n                        <polygon class=\"iframecontainer__head__icon__pfeil\"  data-for=\"#id69573bbb34a40\" stroke=\"none\" fill=\"#ffffff\" fill-rule=\"evenodd\" points=\"1093.875 550 1101.875 558 1093.875 566 1092 564.125 1098.125 558 1092 551.875\"><\/polygon>\n                    <\/svg>\n                <\/div>\n            <\/div>\n            <div class=\"iframecontainer__iframe\" style=\"height: 520px;\">\n                <div class=\"iframecontainer__iframe__inner\">\n                \t<p>Every other week: Receive practical tips in TPG blog posts written by recognized experts in project, portfolio, and resource management.<br \/>\n* Required Fields\u00a0 |\u00a0 <a href=\"https:\/\/www.theprojectgroup.com\/en\/data-protection\" target=\"_blank\" rel=\"noopener\">Data Protection<\/a><\/p>\n<div class=\"cookieconsent-optout-marketing\">This form is blocked by your cookie settings to our website. Please <a>click here<\/a> and select at least the marketing cookies. Then this form will be visible. Thanks a lot.<\/div>\n\n                    <iframe src=\"https:\/\/scnem.com\/art_resource.php?sid=hqvs9.qdei48\" style=\"width: 100%; height: 520px;\"><\/iframe>\n                <\/div>\n            <\/div>\n        <\/div><hr \/>\n<blockquote><p><strong><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2020\/02\/Johann.png\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-3124 size-thumbnail alignleft\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2020\/02\/Johann-150x150.png\" alt=\"Johann Strasser\" width=\"150\" height=\"150\" \/><\/a>About the author: <\/strong>Johann Strasser, a certified engineer, has been a managing partner at TPG The Project Group since 2001. After many years as a development engineer in the automotive and energy sectors, Johann Strasser spent a decade as an independent trainer and consultant in the field of project management. During his tenure, he also served as project manager for software projects in the construction industry and provided scheduling and cost management support for large-scale construction projects. At TPG, he applies his expertise in product development and consulting services for international clients. His special focus is on <a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/pmo-project-management-office\/\" target=\"_blank\" rel=\"noopener\">PMO<\/a>, project portfolios, hybrid project management, and resource management. For many years now, he has shared his knowledge through presentations, seminars, articles, and webinars.<\/p>\n<p>You can read more about Johann Strasser on <a href=\"https:\/\/www.linkedin.com\/in\/johann-strasser\/?originalSubdomain=de\" target=\"_blank\" rel=\"noopener\">LinkedIn<\/a> and <a href=\"https:\/\/www.xing.com\/profile\/Johann_Strasser4\/cv\" target=\"_blank\" rel=\"noopener\">XING.<\/a><\/p><\/blockquote>\n\n    <p class=\"datamintsbanner\">\n        <a href=\"https:\/\/bit.ly\/4b3Fx51\" target=\"_blank\" class=\"datamintsbanner__link\" title=\"The comprehensive Resource Management Tool\" style=\"display: block;\">\n            <img decoding=\"async\" src=\"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-content\/uploads\/sites\/2\/2024\/06\/Banner-TPG-CoReSuite-EN-6-2024.png\" class=\"datamintsbanner__image\" style=\"display: block; max-width: 100%\">\n        <\/a>\n    <\/p>\n    \n","protected":false},"excerpt":{"rendered":"<p>Earned Value Analysis in project management (EVA) is a tool for controlling your project progress. Key performance indicators (KPI) delineate the current schedule and cost situation. Earned value management (EVM) and earned value project \/ performance management (EVPM) are synonymous terms for EVA. In this article, you will learn how to determine earned value and<\/p>\n<div class=\"read-more\"><a href=\"https:\/\/www.theprojectgroup.com\/blog\/en\/earned-value-analysis-ms-project\/\" title=\"Read More\">Read More<\/a><\/div>\n","protected":false},"author":14,"featured_media":5487,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62],"tags":[],"_links":{"self":[{"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/posts\/806"}],"collection":[{"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/comments?post=806"}],"version-history":[{"count":71,"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/posts\/806\/revisions"}],"predecessor-version":[{"id":8673,"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/posts\/806\/revisions\/8673"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/media\/5487"}],"wp:attachment":[{"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/media?parent=806"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/categories?post=806"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.theprojectgroup.com\/blog\/en\/wp-json\/wp\/v2\/tags?post=806"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}