Info

Note: This table assumes a 50/50 ratio for planned and earned values of budget.

material escalation costs increasing beyond what was planned, increased scrap factors, or a change in subcontractors.

It should be obvious from the above analysis that a detailed investigation into the cause of variances appears to be the best method for identifying causes. The concept of earned value, although a crude estimate, identifies trends concerning the status of specific WBS elements. Using this concept, the budgeted cost for work scheduled (BCWS) may be called planned earned value (PEV), and the budgeted cost for work performed (BCWP) may be referred to as actual earned value (AEV). Earned values are used to determine whether costs are being incurred faster or slower than planned. However, cost overruns do not necessarily mean that there will be an eventual overrun, because the work may be getting done faster than planned.

There are several formulas that can be used to calculate EAC. Using the data shown below, we can illustrate how each of three different formulas can give a different result. Assume that your project consists of these three activities only.

Activity %Complete BCWS BCWP ACWP

A 100 1000 1000 1200

B 50 1000 500 700

Formula I. EAC

Formula II. EAC

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