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
| 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
| 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 |
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