Page Comparison

To-Complete Performance Index (TCPI) determines the efficiency (CPI) that must be achieved on the remaining work for a project to meet the Budget at Completion. It is computed by dividing the work remaining (BAC - EV to date) by the budget remaining (BAC - AC to date). A value greater than one indicates that the performance must improve. TCPI is undefined if the BAC is 0 or if AC is greater than BAC.

Time Estimate at Completion (EACt) determines a rough estimate of how many total working days the project require to be complete given the current trend. It is compared to the planned number of working days do determine if it is positive or negative. It is computed by dividing the Total Working Days by the Schedule Performance Index (SPI).

Time Estimate at Completion (ETCt)  determines a rough estimate of how many working days are required to complete the project given the current trend. It is computed by simply subtracting the worked days from the estimated time at completion (EACt)

This index (VAC) determines whether the project will finish under or over budget. It is computed by subtracting the Estimate at Completion from the Budget at Completion, divided by the Budget at Completion. A negative value indicates how much more money will need to be injected to achieve the project goal.

Total Planned Value for the Folio. This is the total planned cost or revenue of the entire Folio, from start date to end date. Clicking on the amount takes you to the Planned Costs or Planned Revenues, as appropriate. If budget has been approved, then the Total Planned value reflects the last budget baseline and a note is displayed at the bottom of the section describing that baseline.

Indicates the remaining amount of the total planned cost (or revenue) that is available as of today.

Example: Given a Folio with a total planned value of 100,000$ and a actual cost to date of 90,000$, then the total planned balance = 100,000$ - 90,000$ = 10,000$

The Planned Cost Balance to date indicates the planned cost variance as of today.

Example: Given a Folio with a planned cost to date of 20,000$ and a actual cost to date of 25,000$, then the planned balance to date = 20,000$ - 25,000$ = (5,000$)

[EVM only] Indicates the remaining value to complete from the total planned cost (or revenue). 

Example: Given a Folio with a total planned cost of 100,000$ and with a earned to date of 25,000$, then the earned balance to date = 100,000$ - 25,000$ = 75,000$

[Costs: Financial only] Planned cost value of one unit of the Earned Value Field (or an hour of Original Estimate in the case of a non-EVM Folio). It is computed by dividing the Total Planned Cost by the sum of the Earned Value Field (or Original Estimates) for all issues of the Folio. If budget has been approved, then the Planned Unit Cost value reflects the last budget baseline.

Example: Given a Folio with issues totaling 100 Story Points and a budget of 100,000$, then Planned Unit Cost = 100,000$ / 100 = 1,000$.

[Revenues: Financial only] Planned revenue value of one unit of the Earned Value Field (or an hour of Original Estimate in the case of a non-EVM Folio). It is computed by dividing the Total Planned Revenue by the sum of the Earned Value Field (or Original Estimate) for all issues of the Folio. If planned revenues have been approved, then the Planned Unit Revenue value reflects the last planned revenues baseline.

Example: Given a Folio with issues totaling 100 Story Points and a planned revenue of 200,000$, then Planned Unit Revenue = 200,000$ / 100 = 2,000$.

[Costs: Financial only] Actual cost value of one unit of the Earned Value Field (or an hour of Original Estimate in the case of a non-EVM Folio). It is computed by dividing the Actual Cost to date by the sum of the Earned Value Field for all earned issues of the Folio (or Completed Original Estimates).

Example: Given a Folio with completed issues totaling 50 Story Points and a cost to date of 100,000$, then Actual Unit Cost = 100,000$ / 50 = 2,000$.

[Revenues: Financial only] Actual revenue value of one unit of the Earned Value Field (or an hour of Original Estimate in the case of a non-EVM Folio). It is computed by dividing the Actual Revenue to date by the sum of the Earned Value Field for all earned issues of the Folio (or Completed Original Estimate).

Example: Given a Folio with completed issues totaling 50 Story Points and a cost to date of 200,000$, then Actual Unit Cost = 200,000$ / 50 = 4,000$.

[Costs: Financial only] Indicates the average amount spent per working day since the folio start.

Example: Given a Folio with a cost to date of 100,000$ and that has consumed 5 working days of its time frame, then the Burn rate = 100,000$ / 5 = 20,000$ / day

[Revenues: Financial only] Indicates the average amount earned per working day since the folio start.

Example: Given a Folio with a revenue to date of 100,000$ and that has consumed 5 working days of its time frame, then the Earn rate = 100,000$ / 5 = 20,000$ / day

Estimated total cost (or revenue) of the project at the estimated end of the project (when all current scope should be completed, given the current performance). It is the highest value between the future known actual cost at completion and the projected final cost based on past performance. When using EVM, the projected final cost by dividing the Total planned cost by the Cost Performance Index (CPI). See Forecasts for details on projections. When not using EVM, the projected final cost is calculated by dividing the total budget by the Completion Ratio.

The color of this index is green when Actual is less than Planned and red otherwise. The Reserve in the Folio's Accounting configuration, if set, determines a range of values above Total planned value for which the Estimate at completion will turn amber instead of red. For revenues, the colouring will depend on another configuration setting (Accounting > Track Revenues > As Client Costs). If this is option is deselected, then the reverse reasoning is applied for colouring Estimate revenues at Completion (green when above planned, and conversely).

Estimated cost remaining (or revenue expected) until the estimated project's end date, based on past performance (CPI). It is the difference between the current actual cost (or revenue) and the Estimate at completion.

The color of this index is the same as the color of the corresponding Estimate at Completion.

Estimated total cost (or revenue) of the project at the projected end of the project based on known future costs (revenues) recorded under Costs (Revenues) > Actual.  In other words, it is the sum of Estimate to Complete (Known) + Cost (Revenue) to date.

See the description of the Estimate at Completion (Performance) indice to understand the colouring of this indice.

[Revenues: Financial only] The Profit to date is the subtraction of the total revenues to date from the total costs to date. An amount greater than zero indicates that the project is currently profitable.

The color of this index is green if positive and red if negative.

[Revenues: Financial only] The Estimated Profit based on performance is the estimated total profit at the end of the project based on the costs and revenues performance indexes. It is computed by subtracting the Estimate Cost at Completion (Performance) from the Estimate Revenue at Completion (Performance).

The color of this index is green if positive and red if negative.

[Revenues: Financial only] The Estimated Profit is the estimated total profit at the end of the project based on the known costs and revenues. It is computed by subtracting the Estimate Cost at Completion (Known) from the Estimate Revenue at Completion (Known).

The color of this index is green if positive and red if negative.