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IFS Project Earned Value Calculator (CPI, SPI, EAC)

Earned value gives one honest view of cost and schedule on engineer-to-order and project-driven work. Enter four numbers from your IFS project report and this tool returns the indices and forecast a steering group asks for.

Your numbers

Budget at completion (BAC)

Total approved project budget.

Actual percent complete

40 %

Measured physical progress, not cost spent.

Planned percent complete

What the baseline schedule says should be done by now.

Actual cost to date (AC)

Booked cost: labour, material, subcontract.

Your results

Cost performance index

0.8889

Below 1.0 means each dollar spent earns less than a dollar of progress.

Schedule performance index

0.8

Earned value (EV)

$480,000

Cost variance (EV minus AC)

-$60,000

Negative means over budget for work done.

Schedule variance (EV minus PV)

-$120,000

Negative means behind baseline.

Estimate at completion (BAC / CPI)

$1,350,000

Assumes current cost efficiency continues.

Variance at completion

-$150,000

To-complete performance index

1.0909

Efficiency needed on remaining work to finish on budget.

Standard earned value formulas with the typical forecast of BAC divided by CPI. Other forecast methods exist and may suit your contract better.

Save results:

Forecast vs percent complete

Sweeps Actual percent complete from 5 to 100, holding your other inputs fixed.

Project reporting automation

Optional conversation on pulling cost and progress straight from ERP into an earned value view.

Optional. The tool and every export work without this. No spam.

How to use it

Pull budget at completion and actual cost from the project cost report in IFS, or from your own finance export. Then supply two judgements: how much of the work is truly done and how much the baseline said would be done by now. Earned value is the budget attached to completed work, so progress measurement quality matters more than anything else here. Use milestones or weighted units rather than hours spent. Move the percent complete slider to see how the forecast reacts as progress improves.

Measure progress by deliverables, not effort
Use the same cost basis for BAC and AC
Update planned percent from the baseline, not from a re-plan
Run it at each reporting date and trend the indices

Formulas

Earned value is BAC times percent complete. Cost variance is EV minus AC, schedule variance is EV minus planned value. CPI is EV divided by AC and SPI is EV divided by planned value. Estimate at completion is BAC divided by CPI, which assumes cost efficiency holds. Variance at completion is BAC minus EAC. TCPI is remaining work divided by remaining budget, showing the efficiency you must achieve from here to finish on plan.

Reading the result

A CPI of 0.88 with 40 percent complete projects a final cost well above budget, and a TCPI far above 1.0 tells you recovery would require unrealistic efficiency. An SPI below 1.0 near the end of a project is a more serious signal than early on, because little time remains to catch up. Look at trends across periods: a stable CPI is more forecastable than a falling one. Where CPI and SPI both sit below 1.0, expect both a cost overrun and a late finish.

Common mistakes

Confusing percent spent with percent complete produces a flattering CPI of exactly 1.0 and hides trouble. Including committed but unbooked cost in one measure and not the other skews the indices. Using EAC from CPI alone ignores known one-off events: if an unusual cost will not repeat, adjust the forecast by hand. Finally, earned value measures work, not value: a project can score well and still deliver the wrong thing.

Frequently Asked Questions

Where do the inputs come from in IFS?

Budget and actual cost come from your project cost reporting. Percent complete is usually maintained by the project team against activities or milestones. Report names differ by version, so use whichever view your controller trusts.

What do CPI and SPI of 1.0 mean?

A value of 1.0 means you are exactly on budget or schedule. Above 1.0 is better than plan, below 1.0 is worse. Treat values between 0.95 and 1.05 as broadly on track, depending on contract risk.

Why is EAC sometimes unrealistic?

BAC divided by CPI assumes the current cost efficiency continues to the end. If early inefficiency was a one-off, the forecast is pessimistic. If problems are growing, it may be optimistic. Review it with the team.

Can I use it outside IFS?

Yes. Earned value is standard project management arithmetic and works with numbers from any system or spreadsheet. Only the source of the inputs depends on your ERP or project tool.

If you want project cost, progress and forecast pulled from your ERP automatically and explained in plain language, Netray can help build that on your own data.

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