Business Tools
Use this EVM calculator to separate cost risk from schedule risk before project recovery decisions are made.
Live calculator
-$40,000 cost variance and -$40,000 schedule variance.
Earned value divided by actual cost.
Earned value divided by planned value.
Keep EV, PV, AC, and BAC on the same scope, progress rule, currency, and reporting date.
| EVM measure | Value |
|---|---|
| Earned value | $420,000 |
| Planned value | $460,000 |
| Actual cost | $460,000 |
| Cost variance | -$40,000 |
| Schedule variance | -$40,000 |
| Cost performance index | 0.91 |
| Schedule performance index | 0.91 |
| Estimate at completion | $985,714 |
| Estimate to complete | $525,714 |
| Variance at completion | -$85,714 |
EVM is only as reliable as the progress rule and reporting boundary. Use it with schedule risk, scope changes, quality signals, and delivery context before changing commitments.
Use this for planning and comparison. Contracts, collections, payables, tax timing, payroll, refunds, one-time bills, seasonality, and accounting treatment can change the real business result.
Quick answer
EVM Calculator calculates earned value project health from earned value, planned value, actual cost and budget at completion. The visible formula is CV = EV - AC; SV = EV - PV; CPI = EV / AC; SPI = EV / PV; EAC = BAC / CPI.
Formula
CV = EV - AC; SV = EV - PV; CPI = EV / AC; SPI = EV / PV; EAC = BAC / CPIUse one scope baseline, progress rule, currency, and reporting date before comparing EV, PV, AC, and BAC.
How to use
Example
Calculator use
Before relying on it
Details
These notes make the assumptions explicit, especially where the same search query can mean slightly different things.
Negative CV and CPI below 1.00 indicate the project is earning less value per dollar spent.
Negative SV and SPI below 1.00 indicate earned progress is behind the planned value baseline.
The EAC estimate assumes current cost performance continues; update it when recovery plans or scope change.
Source notes
Benchmarks
The calculator is a decision aid, not a fixed rule. Use the output to compare scenarios and document your assumptions. Benchmark ranges are broad planning heuristics unless this page names a specific source for the range.
Positive is favorable; negative means actual cost is higher than earned value.
Positive is favorable; negative means earned progress is behind planned value.
Values above 1.00 are favorable; values below 1.00 indicate cost or schedule pressure.
Calculator accuracy
The formula, inputs, example, and limitations are shown so the result is checkable, not just a number in a box.
CV = EV - AC; SV = EV - PV; CPI = EV / AC; SPI = EV / PV; EAC = BAC / CPI
Earned value, Planned value, Actual cost, Budget at completion
Business results depend on contracts, accounting treatment, taxes, payment timing, refunds, collections, and operating assumptions.
June 6, 2026
Toolkit Shelf. EVM Calculator. Last reviewed June 6, 2026. https://toolkitshelf.com/tools/evm-calculator
FAQ
CPI compares earned value with actual cost. SPI compares earned value with planned value. One can look healthy while the other is at risk.
EVM becomes misleading when EV, PV, AC, and BAC are not tied to the same scope, progress rule, reporting date, and currency.
No. It is an early warning system. Use it with updated scope, schedule risk, quality risk, and recovery assumptions before making commitments.
No. Business tools are scenario planners. Contracts, taxes, payment timing, accounting treatment, refunds, and legal requirements can change decisions.
Save the assumptions, compare a conservative scenario, and review the result with actual books, contracts, or an advisor before making a high-stakes decision.
Different tools may use different rounding, assumptions, default rates, methods, formulas, or input timing. Compare the visible method and inputs before relying on the output.