Earned Value Management Calculator
CPI, SPI, EAC, ETC, VAC and TCPI from four inputs. The cost and schedule indices every DoD 5000.02 program reports at a milestone review, and the three EAC methods that disagree with each other for a reason.
Inputs
Baseline
The total authorised budget for the work. Units are arbitrary — use $K, $M, or hours, as long as all four match.
Status at the reporting date
PV is what you planned to have completed by now. EV is the budgeted value of what you actually completed. AC is what it cost you.
Result
A TCPI above about 1.10 means the remaining work has to be performed far more efficiently than anything achieved so far. Programs almost never recover from this; the honest move is to re-baseline rather than to promise the original BAC.
Need this rolled up across a WBS, tied to milestone gates, and dropped into a review package?
Sign up →Frequently asked questions
Why are there three EAC formulas?
Because they encode three different assumptions about the future. BAC/CPI assumes your cost efficiency to date continues unchanged — the usual default and, historically, the most accurate once a program is past about 20% complete. AC + (BAC−EV)/(CPI×SPI) assumes schedule pressure keeps driving cost too, and gives the most pessimistic answer. AC + (BAC−EV) assumes the remaining work runs exactly to budget, which is what optimistic program offices report and what rarely happens.
What is TCPI actually telling me?
The cost efficiency the remaining work must achieve to finish at the original budget: (BAC−EV)/(BAC−AC). Compare it to your current CPI. If TCPI is 1.15 and CPI has been 0.85, you are claiming the team will suddenly become 35% more efficient than it has ever been. That gap is the single most useful number on a milestone review chart.
Why can SPI look fine on a late program?
SPI is computed in dollars, not time, and it converges to 1.0 as the program finishes regardless of how late it is — at completion EV equals PV equals BAC, so SPI reads exactly 1.0 even if delivery slipped a year. That's why earned schedule metrics exist. Never report SPI alone near the end of a program.
What does this tool NOT do?
WBS rollup, control-account decomposition, IPMDAR or CPR format reporting, earned schedule, or integrated baseline review support. Those are in the Defense pack.
Upgrade for real program control
- WBS and control-account rollup with variance thresholds
- Trend tracking across reporting periods, not one snapshot
- Variance analysis reports tied to milestone gates
- DoD 5000.02 milestone review packages generated from live data
- CDRL / SDRL tracking against the same baseline