01

Project context

This 20-month, 2,500 k€ program provides technical assistance for GeneXpert molecular diagnostic platforms deployed across 45 public health laboratories. The scope includes on-site technician training, critical module replacements, 24/7 remote support and a structured preventive maintenance calendar. With donor-funded budgets under close scrutiny, budget discipline and operational transparency are non-negotiable. Select a scenario below to see how the indicators evolve under different conditions.

02

Monitoring objectives

When a program manager reports to donors and ministry stakeholders, vague status updates are not enough. This dashboard distills complex financial data into four actionable dimensions:

  • Cost and schedule performance tracking via Earned Value Management.
  • Accurate Actual vs. Budget comparisons using baseline budgets.
  • Forecasting of cost at completion (EAC) to anticipate funding needs.
  • Clear variance analysis to support strategic reporting for senior leadership.
03

Performance indicators

Project completion (EV / BAC)

97.7%

Cost Performance Index (CPI)

1.01

CV: 36 k€

Schedule Performance Index (SPI)

1.00

SV: 10 k€

To Complete Performance Index (TCPI)

0.62

On track

Estimate to Complete (ETC)

57 k€

Estimate at Completion (EAC)

2463 k€

Budget at Completion (BAC): 2500 k€

Variance at Completion (VAC)

37 k€

Surplus

Key insight

Performance is tracking close to the baseline plan. A CPI of 1.01 and SPI of 1.00 indicate minor variances within acceptable tolerance. No corrective action is required at this stage, but continued monitoring is recommended.

  • CPI — measures cost efficiency of work performed. A value below 1 indicates cost overruns.
  • SPI — measures schedule efficiency. Below 1 means the project is behind schedule.
  • ETC — forecast of remaining costs based on current performance.
  • EAC — projected total cost at completion, factoring in current trends.
  • TCPI — the cost performance required on remaining work to meet the budget. Above 1 means the team must become more efficient.
  • VAC — the projected difference between budget and final cost. Negative values indicate an expected overrun.
04

Financial status analysis

The project is currently under budget.
The project is ahead of schedule.
TCPI 0.62: remaining work can be completed within budget.
Projected surplus of 37 k€ at completion.
05

Financial status & remaining work

At 97.7% completion, earned value and actual costs remain broadly aligned. The EAC of 2463 k€ is close to the 2500 k€ baseline, reflecting a program that is largely on track with limited financial exposure.

Financial breakdown — BAC and EAC reference lines shown

Good to know
EAC (2463 k€) is broadly aligned with BAC. The projected variance at completion (37 k€) remains within an acceptable tolerance band. No immediate financial corrective action is required, but the team should continue to monitor monthly actuals for emerging trends.
06

Project performance S-curve

This curve shows the progression of planned budget (PV), earned value (EV) and actual costs (AC). The dashed red line projects AC forward based on the current scenario trend; the vertical line marks “today”.

S-curve — PV, EV, AC over time with AC projection

Key insight
The three curves track closely together, reflecting a program that is broadly on plan. Minor divergences between EV and PV are within normal tolerance, and the AC line does not materially exceed EV at any point. The dashed projection suggests the final cost will be close to the 2500 k€ baseline — no structural concern, but the gap should be watched at each monthly review.
07

Key indicators overview

Variance bars — CV, SV, VAC, ETC, EAC

Cost Variance (CV) — Difference between value earned and actual cost (EV minus AC).

Good to know
CV of 36 k€ reflects a minor variance within acceptable range. The gap between earned value and actual cost is not material at this stage, but should be reviewed monthly to confirm it does not widen as the program moves into its more intensive delivery phases.

Schedule Variance (SV) — Difference between planned work and work done.

Good to know
SV of 10 k€ shows the program is broadly on schedule. The deviation from the planned delivery curve is within normal operating variance. No immediate corrective action is needed, though resource allocation should be reviewed at the next programme review meeting.

Estimate to Complete (ETC) — Forecast of remaining costs based on current trends.

Key insight
ETC of 57 k€ is the cost forecast for completing the remaining scope at current performance levels. The estimate is broadly consistent with original planning assumptions. Update this forecast at each monthly review to catch any emerging divergence early.

Estimate at Completion (EAC) — Total projected project cost compared to the original budget.

Good to know
EAC of 2463 k€ is close to the 2500 k€ baseline, with a projected variance of 37 k€. The forecast is reliable at this stage, but it should be revisited if cost or schedule variances widen in the coming months.

To Complete Performance Index (TCPI) — Required cost efficiency on remaining work to finish within budget.

Good to know
TCPI of 0.62 is close to 1.0, meaning the remaining work must be executed at roughly the same efficiency as to date. This is achievable, but leaves limited room for unforeseen costs. Monitor closely and avoid scope additions without a corresponding budget adjustment.

Variance at Completion (VAC) — Projected difference between budget and final cost (BAC minus EAC).

Good to know
VAC of 37 k€ is within an acceptable range relative to the 2500 k€ baseline. The program is not projecting a material overrun or surplus. Final VAC will depend on the efficiency of remaining activities — maintain cost controls and update the forecast monthly.
08

Toward real-time automation

This analysis can evolve into a fully automated dashboard by integrating with the organization’s data ecosystem.

A

ERP or Salesforce integration

Automatically sync budget, expenditure and activity data to eliminate manual updates and reduce human error.

B

Python or Power BI pipelines

Schedule scripts to run nightly, processing incoming data and refreshing visuals with zero manual intervention.

C

Management decision support

Publish key indicators in real time to executive dashboards used by donors, senior leadership and program managers.

D

Threshold alerts

Automatically notify users when the project is overspending or delayed, with suggested corrective actions.

The goal is clear: move from periodic, manual reporting to a live control room where project health is always visible and decisions are always data-driven.