Engineering CAM
Validate remaining hours and skill mix against the resource-loaded work plan.
Review: Before Period 07 forecast
Evidence: Approved hours/rates workbook and assumptions log
Illustrative Example · Synthetic Data
A program review built for a decision.
Summit Demonstration Program is fictional. All figures illustrate report structure and analytical reasoning, not a client engagement, contract award or achieved result.
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KEYSTONEREPORTING GROUPIllustrative Example · Synthetic Data- Forecast at Completion
- $13.13M $12.00M budget
- Cost Efficiency · CPI
- 0.90 EV ÷ actual cost
- Schedule Index · SPI
- 0.96 EV ÷ planned value
Management Attention
Cost is outpacing earned progress. Review the remaining labor mix and the assumptions supporting the $7.80M estimate to complete.
| Measure | Amount | Calculation |
|---|---|---|
| Budget at Completion | $12.00M | Illustrative baseline |
| Actual Cost | $5.33M | Cumulative recorded cost |
| Estimate to Complete | $7.80M | Bottom-up remaining work |
| Estimate at Completion | $13.13M | Actual cost + ETC |
| Variance at Completion | −$1.13M | Budget − EAC |
| Cost Variance | −$0.53M | Earned value − actual cost |
| Schedule Variance | −$0.20M | Earned value − planned value |
EAC is a bottom-up forecast, not BAC ÷ CPI. SPI measures earned-value progress against plan; it does not establish a completion date or critical-path delay. No agency, contract or client is represented.
Synthetic Review · 01
Six Periods. A Changing Forecast.
Earned progress trails plan while the bottom-up forecast rises. The trend tells the reviewer where to investigate, not why the movement occurred.
Dashed Teal: Planned ValueNavy: Earned ValueCopper: Actual Cost
| Period | Planned Value | Earned Value | Actual Cost | ETC | EAC |
|---|---|---|---|---|---|
| 01 | $0.60M | $0.58M | $0.60M | $11.40M | $12.00M |
| 02 | $1.35M | $1.30M | $1.38M | $10.72M | $12.10M |
| 03 | $2.20M | $2.10M | $2.28M | $10.02M | $12.30M |
| 04 | $3.10M | $2.95M | $3.25M | $9.30M | $12.55M |
| 05 | $4.00M | $3.85M | $4.30M | $8.50M | $12.80M |
| 06 | $5.00M | $4.80M | $5.33M | $7.80M | $13.13M |
Explain the Period 06 Movement
The prior $12.80M EAC rises by $0.33M: $0.20M for remaining labor mix and $0.18M for integration rework, partially offset by a $0.05M material estimate reduction. Unrounded movements reconcile to $13.13M.
Keep Assumptions Visible
The $12.00M budget is unchanged. The $7.80M ETC is a bottom-up estimate, assumes no additional scope change, and is subject to account-owner review. It is not a statistical forecast or a promised outcome.
Synthetic Review · 02
Trace the Variance to the Work.
| Account | Earned Value | Actual Cost | Cost Variance | ETC |
|---|---|---|---|---|
| Engineering | $2.60M | $2.95M | −$0.35M | $4.20M |
| Integration | $1.40M | $1.50M | −$0.10M | $2.30M |
| Program Support | $0.80M | $0.88M | −$0.08M | $1.30M |
| Program Total | $4.80M | $5.33M | −$0.53M | $7.80M |
Engineering: Explain Before Reforecasting
The $0.35M unfavorable cost variance accounts for about 66% of the program’s cumulative cost variance. In this illustration, the working hypothesis is a more senior labor mix and additional rework. Validate hours, rates and earned-progress evidence before treating that hypothesis as the root cause. Neither CPI nor SPI alone establishes causation.
Action Register
Integration Lead
Confirm rework scope and inspect schedule dependencies before proposing recovery.
Review: Next technical review
Evidence: Work-package estimate and schedule impact review
Program Finance
Reconcile the material estimate and record whether savings are supported.
Review: Period 07 close
Evidence: Source reconciliation and reviewed EAC bridge
All owners, deadlines and actions are illustrative. No client delivery or achieved result is represented. SPI is not a completion-date or critical-path measure.
Download the Synthetic Review PackRead the Signals Together
At period 06, earned value is $4.80 million against $5.00 million planned value and $5.33 million actual cost. CPI is 0.90 and SPI is 0.96. These are cumulative cost and earned-value schedule indicators; they do not identify a root cause on their own.
The bottom-up ETC is $7.80 million. Actual cost plus ETC produces a $13.13 million EAC, $1.13 million above the $12.00 million budget at completion.
Management Review Actions
- Reconcile actual labor, rates and earned progress at control-account level.
- Review the remaining work, resource plan and ETC assumptions with accountable owners.
- Inspect critical-path and schedule-health data before drawing completion-date conclusions.
- Record the response, decision owner and next review date.
EAC = AC + ETC; CPI = EV / AC; SPI = EV / PV; CV = EV − AC; SV = EV − PV; VAC = BAC − EAC. Values are rounded for display. The ETC is an illustrative planning assumption, not mechanically derived from CPI.