1. Performance Measurement Baseline Contract Price (Project Price)
Earned Value Management (EVM)
Reference Card
EVM Terminology
ACWP Actual Cost of Work Performed (Actual cost incurred for work accomplished during a given period)
AUW Authorized Un-priced Work (Work contractually approved, but not yet negotiated)
BAC Budget At Completion (Total planned value for the project)
BCWS Budgeted Cost for Work Scheduled (Planned Value - budget assigned to the planned scheduled work to be accomplished)
BCWP Budgeted Cost for Work Performed (Earned Value - budget value for the physical work accomplished)
CA Control Account (Management control point to plan and control scope, schedule, and budget)
CBB Contract Budget Baseline (Total negotiated cost plus AUW)
EAC Estimate At Completion (Expected total cost of the project when the scope of work will be completed)
ETC Estimate To Complete (Expected cost needed to complete all remaining work)
MR Management Reserve (Budget withheld for unknowns / risk management)
NCC Negotiated Contract Cost (Contract price minus profit or fees or project value for in-house work)
OTB Over Target Baseline (Sum of CBB and recognized overrun)
PBB Project Budget Baseline (Same as CBB for in-house projects)
PMB Performance Measurement Baseline (Time-phased budget plan)
PP Planning Package (Far term effort within a CA not yet defined into WPs)
TAB Total Allocated Budget (Sum of all budgets for work on contract = NCC, CBB/PBB, or OTB)
TCPI To Complete Performance Index (Efficiency needed from ‘status date’ to achieve an EAC or BAC)
UB Undistributed Budget (Broadly defined effort not distributed into CAs)
WP Work Package (Near term effort detailed planned within a CA) CV SV
Actual Costs
(ACWP)
Earned Value
(BCWP)
Planned Value
(BCWS) $
EAC
Time Now
Performance Measurement Baseline
(PMB)
BAC
Time
Management Reserve (MR)
TAB
(CBB or PBB)
Projected
Slippage
VAC
ETC UB
WPs
PPs
CAs
PMB MR
CBB
Fee/Profit
(no Project analogy)
Contract Price (Project Price)
AUW
OTB
TAB
PBB
NASA Contract / Project Hierarchy
NCC
Plus Overrun
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 (VAC): VAC = BAC – EAC VAC% = VAC / BAC x 100
Performance Indices: (Favorable is > 1.0, Unfavorable is < 1.0)
Cost Performance Index (Efficiency): CPI = BCWP / ACWP
Schedule Performance Index (Efficiency): SPI = BCWP / BCWS
To Complete Performance Index (TCPI)
TCPIEAC = Work Remaining / Cost Remaining = (BAC – BCWPCum) / (EAC – ACWPCum)
TCPIBAC = Work Remaining / Budget Remaining = (BAC – BCWPCum) / (BAC – ACWPCum)
Status Percentage
% Complete = BCWPCum / BAC x 100
% Spent = ACWPCum / BAC x 100
% Schedule = BCWSCum / BAC x 100
Estimate at Completion (EAC) = ACWP + ETC
EAC = Actuals to Date + Work Remaining / Performance Factor
EACComposite = ACWPCum + (BAC – BCWPCum) / (CPICum x SPICum)
EACCPI = BAC / CPICum
Common EAC Calculations
For NASA in-house programs/projects and contract policies and requirements for the application of EVM, please refer to the NASA EVM Website:
Revised May 2012