LEARN. PRACTICE. GROW.Understand the concept
Risk is uncertainty affecting objectives; a realized problem requires treatment as an issue or incident. A response has an owner and should consider residual risk. Change requests need assessment of scope, schedule, cost, quality, and dependency impacts before an authorized decision.
Apply and decide
Where applicable, earned value connects completed work to its budget: CPI = EV / AC and SPI = EV / PV. These indices depend on consistent measurement and do not explain causes alone. With EV = 60, AC = 75, and PV = 80, CPI is 0.8 and SPI is 0.75. Use signals to investigate and update options rather than blame the team.
Guided application
In an example measured in thousands of euros, EV=60 represents completed work at budgeted value, AC=75 is incurred cost, and PV=80 is value planned by the measurement date. CPI=60/75=0.8 and SPI=60/80=0.75. CV=EV−AC=−15; SV=EV−PV=−20. Schedule variance is in value units and does not mean exactly twenty days of delay. Investigate measurement, rework, and dependencies before selecting a response. If a risk materialized, connect it to the current issue and execute a response with an owner. Additional requests require impact assessment and a decision under defined authority; being small in code does not guarantee low cost or low risk.
A longer retention request increases storage and duration. Assess the change before promising the original delivery.
Common pitfalls
Inverting CPI; interpreting value variance as days; accepting scope without analysis.
Related topics: Learn and adapt delivery · Discover requirements and validate outcomes
An indicator guides investigation; a change requires a traceable decision.
Reference: Earned Value Management: A Guide to Reading the Numbers · CAPM ECO 2023; official outline consulted 2026-09-29