Schedule Analysis and Reporting
Analyzing performance
Schedule analysis asks whether the project is ahead or behind, where float has eroded, and whether the critical path has shifted. Compare current dates with the baseline and examine total float trends, not just finish variance. Earned value adds cost-based schedule indicators: schedule variance SV = EV − PV and schedule performance index SPI = EV ÷ PV. These are expressed in cost, not time, so SPI below 1 means less work was earned than planned, not automatically that every activity is late.
Reporting
Reports should match the audience: executives need milestone status, key variances, forecast completion, and exceptions; working teams need look-aheads and constraint logs. Use S-curves for cumulative progress, resource histograms for loading, and variance tables for causes. Always state the data date and the baseline revision.
Traps
Questions often confuse SPI with a time-based measure, treat a positive cost variance as good schedule performance, or read percent complete as progress against the critical path. Another trap is reporting total float without identifying the driving path.
Worked example
PV = $200,000, EV = $180,000, AC = $190,000. SV = 180,000 − 200,000 = −$20,000; SPI = 180,000 ÷ 200,000 = 0.90. The project has earned 90% of planned value. Check the critical path and float before concluding the completion date has slipped.
Rule of thumb
Report the data date, baseline, and variance cause together. A number without context is not analysis.