计划绩效指数（SPI）和成本绩效指数（CPI）允许您评估项目的性能。
Schedule performance and cost performance are the two most important parameters of your project. SPI and CPI help you analyze the efficiency of any project.
管理人员一直在寻找与基线偏差的这些参数。与基线的偏差在项目管理中占有很大作用。因此，重要的是，您必须很好地理解这些概念。
Since these concepts involve mathematical calculations, many aspirants ignore them. Once you understand the math, solving questions on the PMP exam will be easy for you.
安排性能指数（SPI）
计划绩效指数（SPI）显示了与计划的项目时间表相比，您的进步方式。
According to the PMBOK Guide, “The Schedule Performance Index (SPI) is a measure of schedule efficiency, expressed as the ratio of earned value to planned value.”
The Schedule Performance Index gives you information on the time efficiency of your project.
时间表绩效指数（SPI）的公式
You can find the Schedule Performance Index by dividing Earned Value by Planned Value.
Schedule Performance Index = (Earned Value) / (Planned Value)
SPI= EV / PV
You can conclude that:
The completed work is equal to the planned work if the SPI is equal to one; the project is on schedule.
- You have completed more work than planned if the SPI is greater than one; the project is ahead of schedule.
- 如果您完成的工作少于计划的工作，如果SPI少于1。该项目落后于时间表。
- The completed work is equal to the planned work if the SPI is equal to one; the project is on schedule.
Make sure you consider all tasks while calculating the Schedule Performance Index. Sometimes, you may only consider those on thecritical path忽略其余的，这将为您带来不正确的结果。
因此，确保包括非关键活动。
时间表绩效指数（SPI）的示例
你有一个项目在12个月内完成nd the budget is 100,000 USD. Six months have passed, and 60,000 USD has been spent, but upon closer review, you find that only 40% of the work has been completed so far.
Find the Schedule Performance Index and deduce whether the project is ahead or behind schedule.
Given in the question:
实际成本（AC）= 60,000USD
计划价值（PV）= 100,000美元的50％
=50,000 USD
在问题中，未给出计划的价值。但是，项目持续时间为12个月零6个月。在这种情况下，您可以假设预算是每个月平均分配的。因此，在6个月内，预算的50％将被花在。
赚取价值（EV）= 100,000美元的40％
= 40,000 USD
Now,
计划性能指数（SPI）= EV / PV
= 40,000 / 50,000
= 0.8
因此，时间表性能指数为0.8
您之所以落后于计划，因为计划绩效指数少于一个。
成本性能指数（CPI）
成本绩效指数可帮助您分析项目的成本效率。与实际成本相比，它衡量完成的工作的价值。
According to the PMBOK Guide, “The Cost Performance Index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as a ratio of earned value to actual cost.”
The Cost Performance Index specifies how much you are earning for each dollar spent on the project. It shows how well the project is sticking to the budget.
成本绩效指数（CPI）的公式
You can calculate the Cost Performance Index by dividing the earned value by the actual cost.
成本Performance Index = (Earned Value) / (Actual Cost)
CPI = EV / AC
You can conclude that:
- 如果CPI大于一个，您的收入超过了您所花费的更多。该项目在预算之下。
- You are earning less than what you have spent if the CPI is less than one. The project is over budget.
- Earning and spending are equal if the CPI is equal to one. You can say that the project is proceeding as per the planned spending.
成本绩效指数（CPI）的示例
您有一个项目要在12个月内完成，该项目的预算为100,000美元。已经过去了6个月，已经花费了60,000美元，但是经过仔细的审查，您发现只有40％的工作已经完成。
查找该项目的成本绩效指数，并推断您是预算范围还是预算超过预算。
问题中给出以下信息：
实际成本（AC）= 60,000USD
计划价值（PV）= 100,000美元的50％
= 50,000美元
赚取价值（EV）= 100,000美元的40％
= 40,000 USD
Now,
成本性能指数（CPI）= EV / AC
= 40,000 / 60,000
= 0.67
因此，成本绩效指数为0.67
This means you are earning 0.67 USD for every 1 USD spent since the Cost Performance Index is less than one. This means you are over budget.
您已经研究了方差（SV和CV）和索引（SPI和CPI）。如果您认为两组参数都提供相同的信息，那么您是错误的。
Both are required because there is a difference between variances and indexes; the former provides you with the difference between the two values and the latter gives a ratio.
结果以成本或进度差异为美元形式。负差异意味着该项目陷入困境。但是，如果方差为正，则项目状况良好。差异的问题在于，即使您的组织有很多项目，您也无法将项目的健康与另一个项目的健康进行比较。
因此，您使用绩效索引在许多项目中比较项目的健康。性能指数是参数之间的比例，这些比率的瞥见将帮助您确定项目的健康状况。这使您更容易比较项目的相对健康。您可以通过索引找到效率。
成本绩效指数和计划性能指数比较表
成本Performance Index and Schedule Performance Index Comparision Chart
概括
Schedule Performance Index and Cost Performance Index help you analyze the progress of a project. These measures can help you determine if you are performing up to standard. You are doing well if the ratio is higher than one. If the ratio is less than one, there is a problem with the project, and you should takecorrective action. In ideal conditions, the ratio should be one.
This blog post is the fourth in a series of seven on Earned Value Management and project forecasting. Please read through my previous three posts before reading this post if you’re coming here from a search engine or a referral.
以下是其他博客文章的链接：
我有问题。现在，每个项目管理组织都有项目控制部门，该部门还专注于成本和时间表，同样的事情是项目经理的主要责任。项目经理和项目控制经理之间的主要区别是什么？请详细说明。
如果我们的成本绩效在头三个月保持0.95，那么我们作为项目经理的行动将是什么？
I have a question. If we our cost performance for two months remained 1.07, What will be our course of action as a project manager?
项目的关键任务之一是将电缆铺设60,000m。到目前为止，已经铺设了30,000m，因此实际工作量为30,000万60,000m。该任务的预算成本为90,000美元。到目前为止，实际支出为60,000美元。任务持续时间为10周，并且在7周前开始执行此任务。
1. Calculate the Planned Value (PV)
2.计算赚值（EV）
3.计算时间表绩效指数（SPI）
4. Calculate the Cost Performance Index (CPI)
WOW, thank you sir, it is a nice explanation. I got the idea in a good way.
Which of the following ideal at the end of a project; a. AC=EV. b. EV=PV. c. AC=PV. d. CPI=1
At the end of the project you will earn all planned value, so as per my understanding EV = PV will be the right answer.
你好，
If you have a project that is complete and the CPI=1 and the SPI=237 on an expedited project is this a valid way to represent that the project completed significantly ahead of schedule?
您确定SPI = 237吗？
如果SPI = 2，这意味着您已经在半场完成了项目。
When I look at the formulas and the examples, it seems to assume that costs are spread evenly throughout the project (eg. 3 consultants working from start to finish of the project).
but in fact most projects have costs varying from month to month. eg. there may be purchase of software or equipment that spikes costs in certain months.
would these situations be accurately covered by EV, PV CPI etc?
因为您将看到您的时间表以找到PV的价值，因此您可以找到AC，并且可以找到EV。一旦获得这些数字，就可以运行分析。
如果您提前计划，为什么要计算SPI ..您应该聚会，直到下一个里程碑到达。:)
If the difference is small, it is okay otherwise you must find the cause for it.
在工作包级别计算SPI/CPI的关键是要知道工作包的完成百分比。例如，计划的工作如下，每个工作项目 - 需求收集= 40小时，设计= 100小时。构建和测试= 200小时。每个工作项目的完成％，需求收集= 100％，设计= 40％，构建和测试= 20％。因此，工作包的完成可以计算为 - （40*1+100*0.4+200*0.2）/（40+100+200）= 120/340 = 6/17 = 〜30％。
一旦知道包装级别完成的百分比完成百分比，就可以通过总结每个项目的工作并考虑最早的开始日期和最新的项目/包装来计算SPI/CPI。
阿拉姆说。
Dear Farhad,
谢谢for your blogs. I have just started reading PMP material & this is really well explained.
But i am completely confused with this eg., could be as i am just understanding concepts. In the real world this scenario doesn’t seem to be possible, at the same time it also raises a question for me.
If i try to make this real, as an eg. i have to consider EV & CV as 20000 and PV as 80000. This means that i had considered 80% completion of work when actually only 20% has been completed. This is really bad but we say that having CPI > 1 means we are on schedule. Aren’t these 2 scenarious completely contradictory. Here we are saying that Cost spent is as per expectation but projection which has been done (PV) is completely wrong. Thus how can CPI justify perfectness of project schedule or even mean that cost is being spent as expected.
Please guide !!
感谢致敬，
Reshma
现实世界情况和虚拟数据之间存在差异。在提出问题时，您可以选择任何虚拟数据来检查候选人的分析技能。您不应该担心它。
请另一个问题：
在计算EV时，我在数量方面使用％完整，例如。我们有计划的数量为1000立方米的钢筋混凝土，在8个月内用6000000个BAC完成，到目前为止，我们完成了100立方米，因此EV = 0.1（100/1000） * BAC
is this right and accurate ?
Regards
Let us use the simple mathematics.
The cost of 1000 cubic meter concreting is 6,000,000 USD.
这意味着1立方米混凝土的成本为= 6,000,000/1000
= 6,000美元
因此，100立方米混凝土的成本= 100 *6,000
= 600,000美元
希望能帮助到你。
Yes sir it really helped
多谢！！！
但是先生，SPI＆CPI可以是2个或更多，或者可能是负面的？
先生
如果要在20天内完成相同的活动，但在140天内完成
SPI and CPI depends on EV, PV and AC. These are ratios and can not be negative.
Regarding your next doubt, you can analyse it with same logic.
谢谢您先生……但是Cal详细阐述了一点…
SPI可以是2吗？
以及第二个问题
是spi = 20/140 = 0.14
Acc to the logic?
逻辑说，spi = ev/pv
从数学上讲，您可以随附任何数字并获得结果。
很棒的解释法哈德！
我有一个问题..
If SPI is less than 1.. say 0.6… of course it means we are behind the schedule..does it always mean that deliverable have not been met ?
是否有可能在客户接受的所有可交付的项目中完成。但是SPI仍然是0.6？
谢谢
Deliverable can be met even if the project is behind schedule.
It is not possible to complete the project and spi is still 0.6 because once the project is complete, no work left and spi = 1.
How is that possible Fahad – Deliverables are met, but the project is behind schedule? Can you elaborate?
假设您正在进行一个多年项目，并且必须在某些时间间隔交付一些可交付成果。
而且，如果您迟到了其中一些可交付成果，您会说，尽管满足了可交付成果，但该项目落后于计划。
仍然无法理解。让我们说一个项目X有3个可交付成果-D1，D2和D3。D1将在第15天，D2为第30天，第45天D3。
如果我说D3将在第50天交付的第45天，那么 - 项目落后于计划。但是交付量满足吗？不。然后说D3被满足 - 不是错吗？
In such a case – yes, D1 and D2 are met and SPI will be 1 for them, but will be D3 be of SPI = 1? And more importantly will project be at SPI = 1? No. As Cumulative SPI will pull it below 1.
Or am I understanding differently?
你是对的。
在这种情况下，您要朝着正确的方向前进，直到交付D2为止，但是，在交付d2之后，您会偏离并延迟时间表。
谢谢Fahad.
The correct wordings would be – Project can be delayed and SPI can&will be below 1, however some deliverables can be met, but NOT all. When i read first time, it felt like “Project can be delayed, but deliverables are met – meaning all”, which is not the case.
顺便说一句，在该项目交付后，您将如何处理CPI（即D2，D3）和完整项目（即延迟和交付）？全部或不同的是1吗？
Regarding CPI, you need to see how much you have earned and how much has been spent.
I have spi and cpi
1-then my teacher say why[spi and cpi ]is bad ?(or why cpi , spi bad indicator ?)
2-and what approach for Alternative [cpi , spi]?
谢谢
SPI and CPI are just an indicator that in which direction your project is leading. CPI and SPI are good or bad, it depends in condition of your project.