The document describes the calculation methodology for the Project Status and Performance index. It defines key terms like Earned Value (EV), Actual Value (AV), and Planned Value (PV) that are used to calculate the Schedule Performance Index (SPI) and Schedule Variance (SV). An example calculation is provided where the SPI is 0.8125, indicating the project is slightly behind schedule. SPI values between 0.8-0.99 are considered yellow status.

1. The Project Status and Performance index
Calculation methodology:
Note: Project progress uses Earned Value Method (EVM) where the actual progress value is compared against the
planned value.
EV : Earned Value (or BCWP - Budget Cost of Work Performed – the work performed to date should have cost ….)
AV : Actual Value
PV : Planned Value (or BCWS – Budget Cost of Work Scheduled)
Example:
If it planned to have finished 16 days of task A but only 13 days
of actual work has been completed then
PV = 16
EV = 13
SPI = EV/PV = 13/16 = 0.8125
SV = EV-PV = 13-16 = -3 (3 days delay)
SPI : Schedule Performance Index
Here is how to calculate the values
SV = EV –PV
SPI = EV / PV
SPI Color Meaning
>= 1.0 GREEN On or ahead of schedule
0.80 to 0.99 YELLOW Slightly behind schedule
0.65 to 0.79 ORANGE At Risk
0.50 to 0.64 RED High issue
Below 0.50 BLACK To management action
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2. Current Project Status Actual % of Project Completion Plan % of Project Completion
21 %
30%
EV 13.2 D PV 18.6D SPI 0.70 SV +5 D
Project Statistics
Week
Measurements
Week of 08-Jan-2015 Week of 08-Jan-
2015
Comparison Result
SPI 0.70 0.70
% of Project completion 21% 21%
Open Issues 1 1
Open Risks 4 4
Weekly Status Report
Week of 05-Jan-15
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