âWASBIRT-PCI is funded by the Substance Abuse and Mental Health Services Administration, Center for Substance Abuse Treatment SBIRT Grant (CFDA#93.243). The project is administered by the Washington Department of Social and Health Services and managed by the Division of Behavioral Health and Recovery.
1 CPI is computed by Earned Value / Actual Cost. 2  A value of above 1 means that the project is doing well against the budget. 3  Schedule Performance Index (SPI) : Represents how close actual work is being completed compared to the schedule. 4  SPI is computed by Earned Value / Planned Value. Cost Performance Index (CPI) : Represents the amount of work being completed on a project for every unit of cost spent. 2  CPI is computed by Earned Value / Actual Cost. 3  A value of above 1 means that the project is doing well against the budget.
The basic premise of earned value management (EVM) is that the value of a piece of work is equal to the amount of funds budgeted to complete it. As part of EVM, you use the following information to assess your schedule and cost performance throughout your project. 1  Planned value (PV): The approved budget for the work scheduled to be completed by a specified date; also referred to as the budgeted cost of work scheduled (BCWS). 1  The total PV of a task is equal to the taskâs budget at completion (BAC) â the total amount budgeted for the task. Earned value (EV): The approved budget for the work actually completed by the specified date; also referred to as the budgeted cost of work performed (BCWP). Actual cost (AC): The costs actually incurred for the work completed by the specified date; also referred to as the actual cost of work performed (ACWP). Monitoring your projectâs performance involves determining whether youâre on, ahead of, or behind schedule and on, under, or over budget.