SV = EV - PV

Schedule Variance = Earned Value - Planned Value

CV = EV - AC

Cost Variance = Earned Value - Actual Costs

SPI = EV/PV

Schedule Performance Index = Earned Value/Planned Value

< 1 less work was completed than planned

> 1 less work was completed than planned

CPI - EV/AC

Cost Performance Index = Earned Value / Actual Cost

<1 a cost overrun for work completed

>1 a cost underrun of performance to date

EAC = AC + bottom-up ETC.

Estimate at completion = Actual cost + bottom-up ETC.

This method may be problematic in that it interferes with the conduct of project work.  People have to stop working to come up with a bottom-up estimate and additional costs are incurred to come up with the EAC.

EAC = AC + BAC - EV

Est. At Completion = Actual Cost + Budget At Completion - Earned Value

EAC = AC+[(BAC - EV])/(cumulative CPI * cumulative SPI)]

Estimate at Completion = Actual Cost + [(Budg.at Compl. - Earned Value) / cum. Cost. Perf. Index * cum Sched. Perf. Index)]

EAC = (BAC - EV) / (BAC - AC)

Budget At Completion - Earned Value / Budget at Completion - Actual Cost)

EAC = (BAC - EV) / (EAC - AC)

Budget At Completion - Earned Value / Estimate at Completion - Actual Cost)

Once mgmt acknowledges that the BAC is no longer attainable, the PM will prepare a new EAC for the work, and once approved, the project will work to the new EAC Value

n(n - 1)/2

n = number of stakeholders