The metrics it calculates
Every project dashboard shows the full set, recalculated whenever the plan, timesheets or change requests change.
| Metric | Formula | How to read it |
|---|---|---|
| SVSchedule Variance | EV − PV | Negative means the project has delivered less value than the plan called for by the status date. |
| CVCost Variance | EV − AC | Negative means you have spent more than the value earned. |
| SPISchedule Performance Index | EV ÷ PV | Below 1.0 is behind schedule; the dashboard flags projects under 0.9. |
| CPICost Performance Index | EV ÷ AC | Below 1.0 is over budget; used for the independent forecast at completion. |
| EACEstimate at Completion | BAC ÷ CPI | Forecast total cost if current cost efficiency continues. |
| VACVariance at Completion | BAC − EAC | Expected budget surplus or overrun at close-out. |
| TCPITo-Complete Performance Index | (BAC − EV) ÷ (BAC − AC) | The efficiency the remaining work must run at to still hit the budget. |
PV = planned value, EV = earned value, AC = actual cost, BAC = budget at completion.
The four inputs everything is built from
Planned Value
The budgeted cost of the work the baseline says should be done by the status date. Trakonyx derives it from planned % complete against the approved baseline.
Earned Value
The budgeted cost of the work actually completed: BAC × actual % complete, rolled up from activities to phases to the project.
Actual Cost
What the completed work really cost — approved timesheet hours at the resource cost rate, plus posted non-labour actuals.
Budget at Completion
The authorized total budget, including the effect of every approved change request.
A worked example
The defaults describe a 12-month delivery with an approved budget of SAR 1,200,000 reviewed at month 6. Replace PV, EV, AC and BAC with your own project's figures and every metric recalculates instantly.
| Metric | Working | Result | What it means |
|---|---|---|---|
| SV | SAR 504,000 − SAR 600,000 | -SAR 96,000 | Behind plan — less value earned than the baseline called for. |
| CV | SAR 504,000 − SAR 560,000 | -SAR 56,000 | Overspent against the value delivered. |
| SPI | SAR 504,000 ÷ SAR 600,000 | 0.84 | Progressing at 84% of the planned rate. |
| CPI | SAR 504,000 ÷ SAR 560,000 | 0.90 | Earning SAR 0.90 of value per SAR 1.00 spent. |
| EAC | SAR 1,200,000 ÷ 0.90 | SAR 1,333,333 | Forecast cost at close-out if current cost efficiency holds. |
| VAC | SAR 1,200,000 − SAR 1,333,333 | -SAR 133,333 | Expected overrun — the trigger for a change request. |
| TCPI | (SAR 1,200,000 − SAR 504,000) ÷ (SAR 1,200,000 − SAR 560,000) | 1.09 | Remaining work must run at 1.09 efficiency to still land on BAC. |
Where the numbers come from
Baseline vs. actual drift
Approved baselines store planned start, finish and cost per phase and activity. Gantt bars show baseline against actual dates so slippage is visible before it reaches the cost curve.
Planned % as of a status date
Each user sets a status date; planned percent complete is recalculated from the baseline for that date, so PV and SPI reflect the reporting period rather than today.
Actuals from approved timesheets
Approved time posts to activity actuals at the resource cost rate, so AC comes from the same records used for utilization — no parallel spreadsheet.
Change requests fold into the baseline
Approved change requests shift schedule, budget and resources, then re-baseline with PMO approval so EVM stays measured against an authorized plan.
Portfolio and program roll-up
SPI and CPI aggregate up the portfolio → program → project hierarchy, with node-level permissions and masking of financial fields for users without cost access.
AI variance narratives
AI drafts the executive brief: which activities drive the variance, the trend since the last period, and the recommended corrective action — in English or Arabic.
Put earned value on every project
Import or build the plan, approve a baseline, log time — the EVM dashboard follows automatically for Waterfall, Agile and Hybrid delivery, in English or Arabic.
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