安排性能指数（SPI）and Cost Performance Index (CPI) allow you to assess the project’s performance.
计划性能和成本性能是您项目中最重要的两个参数。SPI和CPI可帮助您分析任何项目的效率。
Management is always looking at these parameters for any deviations from the baseline. Deviations from the baseline cost a great deal in project management. Therefore, it is important that you understand these concepts well.
由于这些概念涉及数学计算，因此许多有抱负的人忽略了它们。一旦您了解了数学，就可以轻松解决PMP考试的问题。
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。
根据PMBOK指南，“计划绩效指数manbet最新版（SPI）是对计划效率的衡量标准，称为赚取价值与计划价值的比率。”
计划绩效指数为您提供有关项目时间效率的信息。
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:
如果SPI等于一项，完成的工作等于计划的工作；该项目按计划进行。
- 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。
- 如果SPI等于一项，完成的工作等于计划的工作；该项目按计划进行。
确保在计算时间表绩效索引时考虑所有任务。有时，您只能考虑critical 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
You have a project to be completed in 12 months, and 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.
找到调度性能指标和演绎假名ther the project is ahead or behind schedule.
Given in the question:
Actual Cost (AC) = 60,000USD
计划价值（PV）= 100,000美元的50％
= 50,000美元
In the question, the Planned Value is not given. However, the project duration is 12 months and 6 months have passed. In this situation, you can assume the budget was distributed evenly for each month. Therefore, in 6 months, 50% of the budget will have been spent.
赚取价值（EV）= 100,000美元的40％
= 40,000美元
现在，
安排性能指数（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。
根据PMBOK指南，“成本绩效指数manbet最新版（CPI）是预算资源的成本效率的衡量标准，其表示为获得的价值与实际成本的比率。”新万博登录手机版
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.
The Formula for the Cost Performance Index (CPI)
You can calculate the Cost Performance Index by dividing the earned value by the actual cost.
成本绩效指数=（赚取价值） /（实际成本）
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.
Example of Cost Performance Index (CPI)
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。
Find the Cost Performance Index for this project and deduce whether you are under budget or over budget.
The following information is given in the question:
Actual Cost (AC) = 60,000USD
计划价值（PV）= 100,000美元的50％
= 50,000 USD
赚取价值（EV）= 100,000美元的40％
= 40,000美元
现在，
成本性能指数（CPI）= EV / AC
= 40,000 / 60,000
= 0.67
Hence, the Cost Performance Index is 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.
You have studied variance (SV and CV) and indexes (SPI and CPI). If you think that both sets of parameters provide the same information, you are wrong.
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。
Therefore, you use the Performance Indexes to compare the health of a project among many projects. The Performance Index is the ratio between the parameters, and a glimpse of these ratios will help you determine the health of the project. This makes it easier for you to compare the relative health of projects. You can find efficiency through indexes.
成本Performance Index and Schedule Performance Index Comparision Table
成本绩效指数和计划性能指数比较图表
Summary
安排性能指数和成本绩效指数可帮助您分析项目的进度。这些措施可以帮助您确定是否符合标准。如果比率高于一个，您的状况很好。如果比率少于一个，则该项目存在问题，您应该接受corrective 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.
The following are the links for other blog posts:
- Earned Value Management
- Elements of Earned Value Management
- Budget at Completion in Project Management
- 成本Variance in Project Management
- Schedule Variance in Project Management
- 项目管理中的成本绩效指数
- 在项目管理中安排绩效指数
- Schedule Variance and Cost Variance
- Schedule Performance Index and Cost Performance Index (You are here)
- Estimate at Completion
- Estimate to Complete
- To Complete Performance Index
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？
我有个问题。如果我们两个月的成本表现保持1.07，那么作为项目经理的行动将是什么？
One of the critical tasks of a project is laying an electrical cable 60,000m in length. So far, 30,000m has been laid, so actual work is 30,000 of 60,000m. The budgeted cost for the task is $90,000. The actual expenditure so far is $60,000. The task duration is 10 weeks, and work on this task started 7 weeks ago.
1. Calculate the Planned Value (PV)
2. Calculate the Earned Value (EV)
3.计算时间表绩效指数（SPI）
4.计算成本绩效指数（CPI）
哇，谢谢您，先生，这是一个很好的解释。我以一个很好的方式明白了这个想法。
项目结束时以下哪个理想；一种。AC = EV。b。EV = PV。C。AC = PV。d。CPI = 1
在项目结束时，您将获得所有计划的价值，因此根据我的理解，EV = PV将是正确的答案。
Hello,
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?
Are you sure that SPI = 237?
If SPI = 2 this means you have completed the project in half time.
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.
EV，PV CPI等会准确涵盖这些情况吗？
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。
Incase you are ahead schedule, why would you calculate SPI..You should party till next milestone arrives. :)
如果差异很小，则可以，否则您必须找到其原因。
the key to calculate spi/cpi at work package level is to know the percentage completion of work package. for example – planned efforts are as follows for each work item – requirement gathering = 40 hrs, design = 100 hrs. Build and Test = 200 hrs. %completion of each work item, requirement gathering = 100%, design = 40%, build and test = 20%. So, work package completion can be calculated as – (40*1+100*0.4+200*0.2)/(40+100+200) = 120/340 = 6/17 = ~30%.
一旦你知道在计划完成百分比level, you can calculate spi/cpi at package level by summing up efforts of each items and considering earliest start date and latest finish date of the project/package.
阿拉姆说。
亲爱的法哈德，
感谢您的博客。我刚刚开始阅读PMP材料，这确实得到了很好的解释。
但是我对此完全混淆了，例如我只是理解概念。在现实世界中，这种情况似乎是不可能的，与此同时，它也为我提出了一个问题。
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
There is a difference between real world situation and virtual data. While making a question, you may select any virtual data to check the analytic skill of a candidate. You should not worry about it.
请另一个问题：
In calculating EV i use % complete in terms of quantity, ex. we have a planned quantity of 1000 cubic meters of reinforced concrete to be finished in 8 months with BAC of 6000000 , as to date we completed 100 cubic meters so the EV = 0.1(100/1000) * BAC
is this right and accurate ?
Regards
让我们使用简单的数学。
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 USD
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
谢谢a lot!!!
But sir can SPI & CPI be 2 or more or can it be negative?
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.
Thank you sir…but cal elaborate a little…
Can SPI be 2?
以及第二个问题
Is SPI = 20/140 = 0.14
ACC逻辑？
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。
Great explanation Fahad !
One question I have..
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 ?
Can it be possible that project is complete with all deliverable accepted by customer.. but SPI is still 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。
Still could not get it. Let us a say Project X has 3 deliverables – D1, D2 and D3. D1 will be on Day 15, D2 will be Day 30 and D3 on Day 45.
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？
在这种情况下 - 是的，满足了D1和D2，SPI对它们来说是1，但D3是SPI = 1？更重要的是，项目将在SPI = 1？否。由于累积SPI将其拉到1以下。
Or am I understanding differently?
Yes, you’re right.
In this case you were proceeding in correct direction until you deliver D2, however, after delivering it you deviate and the schedule is delayed.
谢谢Fahad.
正确的措辞将是 - 项目可以延迟，SPI可以＆将低于1，但是可以满足某些可交付成果，但不是全部。当我第一次阅读时，感觉就像“项目可以延迟，但可以满足可交付成果 - 意思是全部”，事实并非如此。
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.
我有SPI和CPI
1-then my teacher say why[spi and cpi ]is bad ?(or why cpi , spi bad indicator ?)
2-替代方法[CPI，SPI]哪种方法？
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.