Project Reporting and Analysis

The PS information system, hierarchy and line item reports, and earned value management.

Managing a project means knowing where it stands. PS offers several reporting routes for different purposes.

Two families of report

Family	Content	Transactions
Structure information system	Structure and attributes	CN41 / CN42N / CN43N
Cost reports	Plan, budget, actual and commitment	CJE0 / S_ALR_87013532
Line item reports	Individual documents	CJI3 / CJI5 / CJI8

Cost reports

Figures to compare

Figure	Meaning
Budget	The approved ceiling
Planned cost	The expected total
Actual cost	What has been incurred
Commitment	Ordered but not yet incurred
Assigned value	Actual plus commitment
Remaining budget	Budget less assigned value

A negative remaining budget means the overrun has already happened or is now certain. Reviewing it regularly is the essence of project cost control.

Earned value management

EVM measures

Measure	Code	Meaning
Planned value	PV	Budgeted cost of work scheduled by now
Earned value	EV	Budgeted cost of work actually completed
Actual cost	AC	What was actually spent
Cost variance	CV	EV minus AC; positive is under budget
Schedule variance	SV	EV minus PV; positive is ahead
Cost performance index	CPI	EV over AC; below 1 means overspending
Schedule performance index	SPI	EV over PV; below 1 means late

Reading the numbers

PV = 10.0m  (10.0m of work should be complete by now)
EV =  8.0m  (8.0m of work is actually complete)
AC = 12.0m  (12.0m has been spent)

CV = 8.0 - 12.0 = -4.0m  (4.0m over)
SV = 8.0 - 10.0 = -2.0m  (2.0m behind)
CPI = 8.0 / 12.0 = 0.67
SPI = 8.0 / 10.0 = 0.80

-> behind schedule and over budget