Earned Value Management (EVM) Reference Card TAB (CBB or PBB) EVM Terminology ACWP EAC BAC VAC Management Reserve (MR) ETC Performance Measurement Baseline (PMB) SV CV $ Actual Costs (ACWP) Time Now Planned Value (BCWS) Projected Slippage Earned Value (BCWP) Time Variances: (Favorable is Positive, Unfavorable is Negative) Cost Variance (CV): CV = BCWP – ACWP CV% = CV / BCWP x 100 Schedule Variance (SV): SV = BCWP – BCWS SV% = SV / BCWS x 100 Variance at Completion (Favorable is= BAC Unfavorable is < 1. 0) VAC% = VAC / Performance Indices: (VAC): VAC > 1. 0, – EAC Status Percentage BAC x 100 Cost Performance Index (Efficiency): CPI = BCWP / ACWP Complete = BCWP % Cum / BAC x Schedule Performance Index (Efficiency): SPI = BCWP / BCWS 100 % Spent = ACWP Cum / BAC x To Complete Performance Index (TCPI) 100 TCPIEAC = Work Remaining / Cost Remaining = (BAC – BCWP Cum) / (EAC – ACWPCum) x % Schedule = BCWS Cum / BAC TCPIBAC = Work Remaining / Budget Remaining = (BAC – 100 Cum) / (BAC – ACWPCum) BCWP Estimate at Completion (EAC) = ACWP + ETC EAC = Actuals to Date + Work Remaining / Performance Factor Common EAC Calculations EACComposite = ACWPCum + (BAC – BCWPCum) / (CPICum x SPICum) EACCPI = BAC / CPICum Revised May 2012 Act ual Cost of Work Performed (Actual cost incurred for work accomplished during a given period) AUW Aut horized Un-priced Work (Work contractually approved, but not yet negotiated) BAC Bu dget At Completion (Total planned value for the project) BCWS Bu dgeted Cost for Work Scheduled (Planned Value - budget assigned to the planned scheduled work to be accomplished) BCWP Bu dgeted Cost for Work Performed (Earned Value - budget value for the physical work accomplished) CA Co ntrol Account (Management control point to plan and control scope, schedule, and budget) CBB Co ntract Budget Baseline (Total negotiated cost plus AUW) EAC Contract Price (Project Price) Esti mate At Completion (Expected total cost of the project when the scope of work will be completed) Fee/Profit TAB ETC (no Project analogy) Esti NCC Plus CBB mate To Complete (Expected cost needed to. OTB complete all remaining work) Overrun PBB AUW MR Ma nagement Reserve (Budget withheld for unknowns / risk management) MR PMB NCC Ne gotiated Contract Cost (Contract price minus profit or fees or project value for in-house UB CAs work) OTB Ov PPs WPs er Target Baseline (Sum of CBB and recognized overrun) PBB Pro NASA Contract / Project Hierarchy ject Budget Baseline (Same as CBB for in-house projects) PMB Per formance Measurement Baseline (Time-phased budget plan) PP For NASA in-house programs/projects and contract policies and Pla requirements for the applicationaof EVM, please into WPs) the NASA EVM nning Package (Far term effort within CA not yet defined refer to TAB
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