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EVM looks at schedule, cost, and scope project measurements together and compares

     them to the actual work completed to date. EVM is usually performed on the work
     packages or other WBS components. To perform the EVM calculations, you need to
     first gather these three measurements: planned value, actual cost, and earned value.

     Planned Value The planned value (PV) is the cost of work that has been authorized
     and budgeted for a specific schedule activity or WBS component (such as a work
     package) during a given time period or phase.


     Actual Cost Actual cost (AC) is the actual cost of completing the work component in a
     given time period. Actual costs might include direct and indirect costs but must
     correspond to what was budgeted for the activity. For example, if the budgeted amount
     did not include indirect costs, do not include them here.

     Earned Value Earned value (EV) is the value of the work completed to date as it
     compares to the budgeted amount (PV) for that period. EV is typically expressed as a
     percentage of the work completed compared to the budget. For example, if our

     budgeted amount is $1,000 and you have completed 30 percent of the work so far,
     your EV is $300. EV cannot exceed the total project budget, but it may exceed the PV
     for a work component or period of performance if the team is ahead of schedule
     because they completed work planned for a future period during the measurement
     period.






                   The concepts of PV, AC, and EV are really easy to mix up. In their
       simplest forms, here’s what each means:

       PV The approved budget assigned to the work to be completed during a given time
       period

       AC Money that’s actually been expended during a given time period for completed
       work

       EV The value of the work completed to date compared to the budget




     Cost Variance

     Cost variance (CV) tells you whether your costs are higher than budgeted (with a
     resulting negative number) or lower than budgeted (with a resulting positive number).
     It measures the actual performance to date against what’s been spent.


     The formula for CV is as follows:

         CV = EV – AC

     Suppose that as of December 1 (the measurement date), the performance
     measurements are as follows:





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