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Let me try it this way
SPI is not realy about "baseline finish date" and "actual finish date"
It is more a ratio of the value or amount of work done by the amount of work planed (baseline work)
Now considering your problem.
The amount of work that was planned to be finished on the 30th of October which is actualy the whole project work was't finished that day
So if you can determine the amount (value) of work effectively realized that day you will divide it by the planned work (in your cas the whole work) and get the SPI that is less than 1.
your software actualy gave you the SPI at the end of the day on the 6 november and it is 1
Did you update your remaining work?
Hi Melissa. Like all earned value calculations, SPI is calculated to reflect the project status on a certain date, which in MSP is the Status Date. If the Status Date is after the baseline finish AND the actual finish date of a task, then Earned Value and Planned Value are both 100% of the baseline value, and SPI=1. For your task that finished late, you may see an SPI less than 1 if you reset the Status Date to some date between the baseline finish and the actual finish of the task. (though I would never recommend setting the Status Date backwards as a routine process.
Your example also demonstrates the declining usefulness of EV metrics near the completion of the project.
Follow the Kamwa comments. The application calculates correctly.
Hi Melissa, Kamwa is correct
I hope this example will assist…. SPI = EV/PV.
SPI measures the efficiency of the schedule
EV earned value – (work performed - how much did I get done, budget cost)
PV planned value - (the ‘promise’ – how much will it cost, the budget of all work planned)
AC actual cost – (how much it actually cost in reality)
PV – the ‘promise’ was start Oct 20 and finish Oct 30 (10 days) you need the monetary value for each day, for example $100 per day = 10 days @ $100/day, therefore PV ‘promise’ is $1,000
EV – how much work did you get done by Oct 30, example 80% of $1,000 = $800
SPI = EV/PV $800/$1000 = 0.8, therefore behind schedule.
Based on the example value figures your AC would be
AC Actual Cost – how much it actually cost, Oct 20 to Nov 6 (17 days), 17 x $100 = $1,700
If you have multiple parallel network paths and team members have got ahead on some non-critical path activities, your EV could be greater than or equal to your PV and you could still end up being behind schedule relative to your critical path.
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