Earned Value Management Calculator

Earned Value (EV) is calculated as Budget at Completion times Percent Complete divided by 100 -- nothing else. Actual Cost and Planned Progress never enter that formula at all, so they have zero effect on Earned Value no matter what values they're set to; they only feed the OTHER metrics built on top of EV, like Cost Performance Index (EV divided by Actual Cost) and Schedule Variance (EV minus Planned Value). Budget at Completion and Percent Complete pull on Earned Value with mathematically equal weight -- EV is nothing more than their product, so proportionally matched nudges to either input move EV by the identical proportion, and neither one structurally outranks the other the way one input sometimes does in a more asymmetric formula.

There's a subtler pattern worth knowing about Estimate at Completion: it's computed as Budget at Completion divided by Cost Performance Index, and CPI is itself Earned Value (which already contains Budget at Completion) divided by Actual Cost -- so Budget at Completion appears in both the numerator and, buried inside CPI, effectively also the denominator of the EAC calculation. Algebraically, those two Budget at Completion terms almost cancel, and Estimate at Completion ends up tracking mostly Actual Cost and Percent Complete rather than the size of the budget itself. This calculator's own CPI is rounded to three decimal places before EAC is computed from it, which introduces a small amount of quantization noise into that near-cancellation -- so Estimate at Completion isn't perfectly independent of Budget at Completion in practice, but it moves far less than a naive "bigger budget means bigger EAC" assumption would suggest.