plannedversusactual

Plannedversusactual is the practice of comparing planned results with actual outcomes to monitor performance in projects, programs, and operations. It highlights deviations in schedule, cost, and scope, supporting timely decision making and corrective action.

Common data elements are planned value (PV), earned value (EV), and actual cost (AC). Variances are SV = EV minus PV and CV = EV minus AC. Performance indices include the schedule performance index (SPI = EV divided by PV) and the cost performance index (CPI = EV divided by AC). The approach often follows Earned Value Management principles, enabling forecasts such as estimate at completion (EAC) and estimate to complete (ETC). Simple rules of thumb include EAC = BAC divided by CPI when remaining work is consistent, and EAC = AC plus (BAC minus EV) when current variances persist.

Applications span project management, manufacturing, and operations planning. Data are gathered from project plans, timekeeping, procurement records, and milestone reporting. Visualizations and dashboards support governance, while regular variance analyses inform risk assessments and budget controls.

Limitations include measurement errors, scope changes, baselining drift, and data timeliness. Effective use requires consistent definitions, disciplined change control, and integration with broader risk management and governance processes. When applied rigorously, plannedversusactual provides actionable insights into performance trends, facilitates early intervention, and improves forecasting accuracy for future work.