Cost Performance Index (CPI) vs Schedule Performance Index (SPI): Key Differences and Comparison

The Cost Performance Index (CPI) and Schedule Performance Index (SPI) are fundamental metrics used in project management to evaluate a project’s progress and efficiency. These indices help project managers track whether a project is being executed within its budget and according to its schedule. Both CPI and SPI are derived from Earned Value Management (EVM), a technique that integrates project scope, cost, and schedule measures to assess project performance objectively.

Understanding CPI and SPI provides insight into how well resources are being utilized and how closely the project is following its planned timeline. They serve as early warning signals when a project deviates from its targets, enabling corrective actions to be taken promptly. In this section, the basics of these indices are introduced along with their significance in managing project performance effectively.

Understanding Schedule Performance Index (SPI)

The Schedule Performance Index (SPI) is a key indicator of project efficiency related to time management. It measures how well the project is adhering to its planned schedule by comparing the amount of work completed (earned value) against the amount of work that was scheduled to be completed (planned value). The Project Management Body of Knowledge (PMBOK) defines SPI as the ratio of earned value (EV) to planned value (PV).

What is Earned Value (EV)?

Earned value represents the value of work completed at a given point in the project, expressed in terms of the approved budget. It reflects the progress made in monetary terms, helping quantify work performed rather than just time spent.

What is Planned Value (PV)?

Planned value, also known as the budgeted cost of work scheduled, represents the authorized budget allocated for the work that was supposed to be completed by a certain time. It serves as a benchmark for the project timeline.

How to Calculate Schedule Performance Index?

The formula to calculate SPI is straightforward:

SPI = EV / PV

Where EV is the earned value and PV is the planned value. This ratio provides a measure of schedule efficiency, indicating whether the project is ahead, on, or behind schedule.

Interpreting Schedule Performance Index Results

SPI values can be interpreted as follows:

• SPI equal to 1 means the project is exactly on schedule, with work completed matching planned expectations.

• SPI less than 1 indicates the project is behind schedule because less work has been completed than planned.

• SPI greater than 1 shows the project is ahead of schedule, with more work completed than planned.

By monitoring SPI, project managers can detect schedule variances early and take necessary measures to bring the project back on track if delays occur.

Understanding Cost Performance Index (CPI)

The Cost Performance Index (CPI) measures the cost efficiency of work performed on a project. It compares the value of work completed (earned value) to the actual costs incurred. PMBOK defines CPI as a component of project cost control, providing insights into how well the project is managing its budget at any given time or cumulatively over the project’s duration.

What is Actual Cost (AC)?

Actual cost represents the real expenditure incurred to complete the work to date. It includes all costs such as labor, materials, and overheads directly related to the project.

How to Calculate Cost Performance Index?

The formula for CPI is:

CPI = EV / AC

Where EV is the earned value and AC is the actual cost. This ratio reflects how effectively the budget is being used relative to the work accomplished.

Interpreting Cost Performance Index Results

CPI values have specific meanings:

• CPI equal to 1 means the project is spending exactly as budgeted for the work completed.

• A CPI less than 1 indicates the project is over budget, as more money is spent than the value of work completed.

• CPI greater than 1 implies the project is under budget, with work accomplished costing less than planned.

Understanding CPI allows project managers to evaluate financial performance and make decisions to control costs or improve budget utilization.

Key Differences Between CPI and SPI

While both CPI and SPI are ratios based on earned value, they serve different purposes in project performance measurement. CPI focuses on cost efficiency, whereas SPI evaluates schedule adherence.

Cost vs Schedule Focus

CPI reflects how well the project is controlling its costs relative to the work done. A CPI below one signals potential cost overruns. SPI measures how well the project is keeping pace with its planned timeline. An SPI below one warns of delays.

Formula Differences

• CPI = Earned Value / Actual Cost

• SPI = Earned Value / Planned Value

These formulas highlight the different comparisons each index makes—CPI compares value earned to cost spent, SPI compares value earned to work scheduled.

Project Implications

A project with both CPI and SPI greater than one is performing efficiently in terms of both cost and schedule. If CPI is low but SPI is high, the project may be on time but over budget. Conversely, a high CPI and low SPI could indicate cost efficiency but schedule delays.

Importance of Using CPI and SPI in Project Management

Both indices provide quantitative measures that support informed decision-making. Regular monitoring helps identify trends and potential risks early. Project managers can use this data to adjust resource allocation, revise timelines, or modify budgets to optimize project outcomes.

By integrating CPI and SPI into project reporting, stakeholders gain a transparent view of progress and efficiency. These indices enable proactive management rather than reactive crisis handling.

Deep Dive into Schedule Performance Index (SPI)

Understanding the Schedule Performance Index (SPI) at a deeper level is essential for effective schedule control and project time management. SPI is not just a number but a vital indicator that helps project managers understand project health concerning the timeline.

Why SPI is Important in Project Management

In project management, time is a critical constraint alongside cost and scope. Projects often operate under tight deadlines, making schedule adherence a key performance factor. SPI provides a clear metric to assess if a project is progressing as planned or if corrective measures are needed to address delays.

When the SPI is consistently less than 1, it signals that the project is accumulating schedule delays, which can lead to cost overruns, resource conflicts, and stakeholder dissatisfaction. A consistently high SPI, on the other hand, may indicate that the project is moving faster than expected, which could require reallocation of resources or acceleration of subsequent tasks.

How SPI Reflects Project Efficiency

SPI compares the work completed with the work that was planned to be completed by a certain date. This comparison is valuable because it integrates scope, time, and performance into a single measure. Unlike simple time tracking, SPI quantifies progress relative to cost-weighted work, making it a more accurate reflection of schedule efficiency.

Calculating SPI in Different Project Phases

SPI can be calculated cumulatively or for specific project phases. This flexibility allows project managers to zoom in on problem areas or review overall project status. For instance, calculating SPI monthly can highlight specific months where delays occurred, enabling targeted interventions.

Example of SPI Calculation

Suppose a project has been planned to complete work worth $100,000 by month three. If the earned value (actual completed work) is $90,000, then

SPI = EV / PV = 90,000 / 100,000 = 0.9

This indicates the project is operating at 90% of its planned schedule efficiency and is behind schedule.

Schedule Variance and Its Relation to SPI

Schedule Variance (SV) is another important metric connected to SPI. SV is calculated as:

SV = EV – PV

Where a negative SV indicates a schedule delay, and a positive SV shows the project is ahead of schedule. The SPI and SV together provide complementary views of schedule performance—SPI as a ratio and SV as an absolute variance.

Common Causes of SPI Variations

Several factors can cause SPI to fluctuate:

• Inaccurate initial scheduling or baseline errors

• Resource unavailability or delays

• Unexpected technical challenges

• Scope changes or requirement adjustments

• Ineffective project monitoring and control

Recognizing these causes is crucial for interpreting SPI values correctly and responding effectively.

Exploring Cost Performance Index (CPI) in Detail

Cost management is a cornerstone of successful project execution. The Cost Performance Index (CPI) is a critical tool that quantifies cost efficiency and helps prevent budget overruns.

The Role of CPI in Cost Control

CPI measures how efficiently the project is spending its budget relative to the amount of work accomplished. It is an essential indicator of financial health, helping project managers to track whether spending aligns with project progress.

A CPI less than 1 indicates that the project is spending more money than planned for the work completed, which can signal overspending or inefficiencies. A CPI greater than 1 indicates cost savings and efficient use of resources.

Calculating Actual Cost (AC)

Actual Cost (AC) is the total cost incurred to date for the work performed. It includes labor, materials, equipment, and any other expenses directly related to the project. Accurate recording of AC is essential for meaningful CPI calculations.

Example of CPI Calculation

If a project has an earned value (EV) of $150,000 and an actual cost (AC) of $160,000, then

CPI = EV / AC = 150,000 / 160,000 = 0.9375

This means that for every dollar spent, the project is only getting 93.75 cents worth of work done, indicating cost inefficiency.

Cost Variance and Its Significance

Cost Variance (CV) complements CPI and is calculated as:

CV = EV – AC

A negative CV indicates the project is over budget, while a positive CV means it is under budget. Tracking CV alongside CPI provides a comprehensive picture of cost performance.

Factors Affecting CPI

Several factors can influence CPI values:

• Poor cost estimation during planning

• Changes in scope without budget adjustments

• Inefficient resource utilization

• Procurement delays or cost escalations

• Unforeseen risks or issues

Identifying these factors helps project managers take corrective action to control costs effectively.

Practical Application of SPI and CPI in Project Monitoring

Project managers use SPI and CPI as part of routine project tracking and reporting to maintain control and make data-driven decisions.

Integrating SPI and CPI into Project Reports

Including SPI and CPI in status reports provides stakeholders with quantifiable evidence of project performance. It enhances transparency and supports objective evaluation of progress.

Using SPI and CPI for Forecasting

SPI and CPI can be used to forecast project completion dates and final costs. For example, if SPI remains below 1, the project is likely to finish later than planned, while a CPI below 1 may indicate cost overruns at project completion.

Schedule and Cost Recovery Strategies

When SPI or CPI indicate performance issues, project managers may implement recovery strategies such as:

• Reallocating resources to critical path tasks

• Revising project schedules and priorities

• Applying cost control measures and budget revisions

• Improving risk management and communication

These actions can help realign the project with its targets.

Case Study: Application of SPI and CPI in a Complex Project

Consider a large infrastructure project with the following cumulative values at the end of six months:

Planned Value (PV): $500,000

Earned Value (EV): $450,000

Actual Cost (AC): $480,000

Calculating the indices:

SPI = EV / PV = 450,000 / 500,000 = 0.9

CPI = EV / AC = 450,000 / 480,000 = 0.9375

These values show the project is behind schedule (SPI < 1) and over budget (CPI < 1), requiring immediate intervention.

Analyzing the Case

The project manager investigates causes for delay and overspending, such as supply chain issues and underestimated labor costs. Corrective actions include accelerating critical tasks and renegotiating supplier contracts.

This example illustrates how SPI and CPI provide actionable insights to steer the project back on course.

Advanced Considerations in SPI and CPI Analysis

While SPI and CPI are powerful tools, their effectiveness depends on accurate data and context.

Limitations of SPI and CPI

• SPI and CPI are only as accurate as the data input; poor data quality can mislead.

• They do not capture qualitative factors such as team morale or stakeholder satisfaction.

• In late project stages, SPI can be less meaningful as less work remains.

• These indices alone cannot diagnose the root causes of performance issues.

Complementing SPI and CPI with Other Metrics

To obtain a holistic view, SPI and CPI should be used alongside other project metrics like:

• Critical Path Method (CPM) analysis

• Risk management indicators

• Quality metrics

• Resource utilization rates

Periodic Review and Baseline Updates

Projects may require baseline adjustments due to scope changes. SPI and CPI should be recalculated based on updated baselines to maintain relevance.

Detailed Analysis of Cost Performance Index (CPI)

The Role of CPI in Project Budget Management

Managing the financial aspects of a project is vital to its success. The Cost Performance Index (CPI) serves as a primary indicator of how well a project is controlling its budget. Unlike basic budget tracking, CPI provides a dynamic and real-time measure that reflects the relationship between the work accomplished and the costs incurred.

CPI allows project managers to monitor ongoing spending efficiency. A CPI greater than one indicates the project is accomplishing more work per dollar spent, signaling cost savings or efficient resource use. A CPI less than one warns of budget overruns, potentially caused by inefficiencies or unexpected expenses.

Importance of Accurate Cost Data

Accurate recording of Actual Cost (AC) is crucial. Cost data should be gathered consistently and comprehensively, including labor hours, materials, subcontractor fees, equipment rentals, and indirect costs attributed to the project.

Without precise cost data, CPI calculations become unreliable. Overestimating costs may suggest false overspending, while underestimating can hide financial risks.

Techniques for Improving CPI

If CPI trends downward or remains below one, corrective actions must be taken. These may include:

• Cost reduction strategies: Negotiating better terms with suppliers or reducing overhead expenses.

• Process improvements: Enhancing workflows to reduce waste and increase productivity.

• Scope control: Preventing scope creep that can lead to unexpected costs.

• Resource optimization: Deploying resources more effectively to minimize idle time and maximize output.

Impact of CPI on Project Stakeholders

A healthy CPI reassures stakeholders that funds are managed effectively. Conversely, a poor CPI can raise concerns about financial control and project viability, leading to increased scrutiny, demand for explanations, or even project suspension.

Project managers must communicate CPI results transparently, explaining causes and proposed actions to maintain stakeholder confidence.

Detailed Analysis of Schedule Performance Index (SPI)

SPI as a Predictor of Project Timeliness

Schedule Performance Index (SPI) offers predictive insights about the project’s timeline. By measuring the ratio of completed work to planned work, SPI can indicate whether milestones and deadlines are likely to be met.

Real-World Use of SPI

In practice, SPI is used to:

• Monitor schedule adherence during progress meetings.

• Inform decisions about accelerating or delaying certain tasks.

• Justify requests for schedule changes or additional resources.

• Identify bottlenecks or tasks that are lagging.

How to Address Low SPI Values

When SPI is consistently less than one, project managers can implement strategies such as:

• Resource reallocation: Assigning additional resources to critical tasks.

• Schedule compression techniques: Fast tracking or crashing tasks to recover lost time.

• Improved planning: Revising work breakdown structures to better reflect actual task durations.

• Enhanced communication: Ensuring all team members understand priorities and deadlines.

Influence of Scope Changes on SPI

Scope changes impact SPI by altering planned work (PV). If the scope increases without adjusting the baseline, SPI may incorrectly indicate schedule slippage. Hence, project managers must update the baseline schedule to reflect scope changes, ensuring SPI remains a valid performance measure.

Relationship Between CPI and SPI

Understanding Combined Cost and Schedule Performance

While CPI and SPI individually measure cost and schedule efficiency, analyzing them together provides a holistic view of project health. Projects may perform well on schedule but poorly on cost or vice versa.

Common Scenarios

• Both CPI and SPI above 1: Project is ahead of schedule and under budget—ideal situation.

• Both CPI and SPI below 1: Project is behind schedule and over budget—requires urgent action.

• CPI above 1 but SPI below 1: Project is under budget but behind schedule, possibly due to resource underutilization or delays.

• SPI above 1 but CPI below 1: Project is ahead of schedule but over budget, possibly from overtime or expedited procurement.

How to Use Combined Indices for Decision Making

Combined analysis helps prioritize management focus:

• When schedule slips but costs are controlled, focus on accelerating tasks.

• When costs escalate but the schedule is maintained, control spending and review resource use.

• When both indicators are poor, consider comprehensive project re-planning.

Applying SPI and CPI in Earned Value Management (EVM)

Overview of Earned Value Management

Earned Value Management (EVM) is a project management technique that integrates scope, schedule, and cost parameters into a unified framework. SPI and CPI are central metrics in EVM, enabling comprehensive performance analysis.

How SPI and CPI Fit into EVM

• SPI measures schedule efficiency within EVM by comparing earned value (EV) to planned value (PV).

• CPI measures cost efficiency by comparing earned value (EV) to actual cost (AC).

Together, they provide early warnings and help forecast project outcomes.

Using EVM Forecasting Techniques

EVM includes forecasting metrics that leverage SPI and CPI:

• Estimate at Completion (EAC): Predicts total project cost based on current CPI.

• Estimate to Complete (ETC): Estimates the remaining cost required to finish the project.

• Time Estimate at Completion: Uses SPI trends to predict project completion date.

These forecasts allow proactive management and informed decision-making.

Using SPI and CPI in Different Project Environments

Construction Projects

In construction, SPI and CPI are used extensively to track progress against physical milestones and budgets. Delays can have cascading effects, making early detection critical.

IT and Software Projects

Software development projects benefit from SPI and CPI by measuring functionality delivered versus planned features and associated costs. Agile projects may require adjusted baselines for iterative progress.

Manufacturing and Engineering Projects

Manufacturing projects use SPI and CPI to monitor production schedules and costs, ensuring delivery targets are met without budget overruns.

Research and Development Projects

R&D projects often have uncertain scopes. SPI and CPI help measure progress and spending efficiency despite variability, guiding resource allocation decisions.

Case Studies of SPI and CPI Application

Case Study 1: Infrastructure Project Recovery

An infrastructure project experienced a schedule delay with SPI dropping to 0.75 and a CPI of 0.8. The project team restructured work schedules, increased resource allocation on critical tasks, and negotiated material supply contracts, improving SPI to 0.95 and CPI to 0.9 within two months.

Case Study 2: Software Development Project Efficiency

A software project initially had an SPI of 1.1 but a CPI of 0.85 due to overtime costs. The team introduced better workload management and automated testing, reducing costs while maintaining schedule performance. CPI improved to 1.0, and the project finished on time and within budget.

Best Practices for Managing SPI and CPI

Establishing Realistic Baselines

Accurate initial planning is crucial. Realistic baselines for schedule and cost provide a meaningful foundation for SPI and CPI measurement.

Consistent and Accurate Data Collection

Ensure timely and precise recording of earned value, planned value, and actual costs. Inconsistent data undermines performance analysis.

Regular Monitoring and Reporting

Implement frequent progress reviews and report SPI and CPI to all stakeholders. Early detection of variances enables timely corrective action.

Continuous Improvement

Use lessons learned from SPI and CPI trends to refine project management processes and improve future estimates.

Training and Stakeholder Engagement

Educate project teams and stakeholders about the meaning and implications of SPI and CPI to foster understanding and cooperation.

Tools and Software for SPI and CPI Calculation

Project Management Software

Many project management tools automate SPI and CPI calculations, integrating with scheduling and budgeting modules. Examples include Primavera P6, Microsoft Project, and specialized EVM software.

Custom Dashboards and Reports

Develop customized dashboards to visualize SPI and CPI trends, variances, and forecasts, enhancing decision-making clarity.

Data Integration

Integrate financial and progress tracking systems to streamline data flow, ensuring accurate and up-to-date calculations.

Challenges in Using SPI and CPI

Data Quality Issues

Inaccurate or delayed data collection can distort SPI and CPI values, misleading project status assessments.

Misinterpretation of Results

SPI and CPI ratios need context for proper interpretation. For example, an SPI slightly below one may be acceptable in some projects but critical in others.

Handling Scope Changes

Failure to update baselines after scope changes leads to misleading SPI and CPI values.

Late-Stage Project Effects

As projects near completion, SPI may approach zero because less work remains, and CPI may fluctuate due to final cost adjustments. Understanding these nuances is essential.

Future Trends in Project Performance Measurement

Integration with Artificial Intelligence

AI can analyze SPI and CPI trends, predict risks, and recommend corrective actions, enhancing project control.

Real-Time Performance Tracking

IoT and cloud technologies enable real-time data capture, improving SPI and CPI accuracy and responsiveness.

Enhanced Visualization

Advanced visualization techniques, such as interactive dashboards and heat maps, improve understanding and communication of performance metrics.

Advanced Interpretation of Cost Performance Index (CPI)

Understanding CPI Trends Over Time

CPI values taken at a single point provide a snapshot, but analyzing CPI trends over the lifecycle of a project offers deeper insights. A declining CPI trend indicates growing inefficiencies or escalating costs, requiring intervention. Conversely, a rising CPI suggests improving cost control.

Regularly plotting CPI over time can help forecast project cost performance and identify phases with financial risks, such as procurement or construction periods.

Using CPI for Forecasting Project Completion Costs

Project managers can leverage CPI to estimate the total expected cost at project completion. The Estimate at Completion (EAC) is calculated using current CPI values to project future performance. There are several formulas for EAC, depending on assumptions about future work:

• If future work continues at the same cost efficiency as past work, then:
  EAC = Budget at Completion (BAC) / CPI

• If future work proceeds according to the original plan, ignoring past cost performance:
  EAC = AC + (BAC – EV)

• For projects where some factors affect cost but others do not, weighted formulas apply.

Selecting the appropriate EAC formula depends on project specifics and the reliability of current CPI data.

CPI and Cost Variance (CV) Relationship

Cost Variance (CV) is the difference between Earned Value (EV) and Actual Cost (AC). While CV provides an absolute dollar amount of over- or under-spending, CPI offers a relative efficiency ratio.

Monitoring both CPI and CV together gives a more complete picture. For example, a small negative CV with a CPI just under 1 may not be critical, but a large negative CV and low CPI indicate serious cost problems.

Advanced Interpretation of Schedule Performance Index (SPI)

Analyzing SPI Over Different Project Phases

SPI values fluctuate depending on project phase characteristics. Early phases with planning and design tasks might have slower progress but still meet deadlines, while execution phases show faster changes.

Tracking SPI in sub-phases or work packages helps pinpoint where schedule issues arise, enabling targeted corrective action.

Using SPI for Schedule Forecasting

Just as CPI informs cost forecasts, SPI helps estimate likely completion dates. The Estimate to Complete (ETC) time can be adjusted based on current SPI trends:

• If SPI remains steady, the revised project duration = original duration / SPI

This allows project managers to revise schedules and negotiate realistic deadlines.

Limitations of SPI in Late Project Stages

As a project nears completion, SPI tends to approach zero because less planned work remains, making the ratio volatile. This can mislead managers if interpreted without context.

In these cases, alternative metrics or milestone tracking provide better schedule status.

Integrating SPI and CPI with Other Key Project Metrics

Schedule Variance (SV) and Cost Variance (CV)

SV and CV measure absolute differences between planned, earned, and actual values:

• SV = EV – PV

• CV = EV – AC

These variances provide clear indications of schedule and cost deviations, complementing SPI and CPI’s relative efficiency ratios.

Performance Indices and Earned Schedule (ES)

Earned Schedule is an extension of Earned Value Management, addressing limitations of SPI in time-based measurements. ES calculates the actual time the project has earned, improving schedule forecasting.

Critical Path Method (CPM) and SPI/CPI

CPM identifies the longest sequence of dependent activities, determining the shortest project duration. SPI and CPI data can inform CPM by highlighting which tasks affect schedule or cost performance, guiding optimization efforts.

Strategies to Improve Project Performance Using SPI and CPI

Establishing Clear Baselines and Change Management

Accurate baselines for schedule and budget form the foundation for meaningful SPI and CPI measurement. A formal change management process ensures baseline updates reflect scope or plan changes, maintaining metric validity.

Early Warning Systems

Using SPI and CPI thresholds as triggers for alerts enables early detection of performance issues. Automated monitoring systems can flag deviations, prompting timely interventions.

Resource Leveling and Optimization

Balancing resources to avoid overallocation or bottlenecks improves both schedule and cost efficiency. Analyzing SPI and CPI trends helps identify when and where resource adjustments are needed.

Continuous Risk Management

Identifying risks that impact schedule and cost, and developing mitigation plans, reduces negative effects reflected in SPI and CPI.

Enhancing Communication and Reporting

Clear reporting of SPI and CPI, with explanations and forecasts, promotes transparency and informed decision-making among stakeholders.

Real-World Applications of SPI and CPI

Government Infrastructure Projects

Large-scale government projects rely heavily on SPI and CPI for compliance, transparency, and control. These metrics support regulatory reporting and funding decisions.

Private Sector Construction and Engineering

Private companies use SPI and CPI to optimize resource allocation, manage subcontractors, and ensure profitability.

Technology Development and Innovation Projects

High-uncertainty projects apply SPI and CPI with flexible baselines and frequent re-planning, adjusting expectations as innovation unfolds.

Healthcare and Pharmaceutical Projects

Regulated industries employ SPI and CPI to balance compliance requirements with cost and time constraints, ensuring timely product delivery.

Common Mistakes and How to Avoid Them

Ignoring Data Quality and Timeliness

Poor data input leads to inaccurate SPI and CPI calculations. Implement strict data collection protocols and validation.

Misinterpreting Ratio Values Without Context

Avoid making decisions based solely on SPI or CPI numbers. Analyze trends, the project phase, and external factors.

Failing to Update Baselines After Changes

Update scope, schedule, and budget baselines promptly to keep metrics relevant.

Overreliance on SPI and CPI Alone

Use SPI and CPI as part of a broader performance measurement system, incorporating qualitative assessments and other KPIs.

Future Developments and Innovations

Integration with Machine Learning and Predictive Analytics

Advanced algorithms can analyze historical SPI and CPI data, forecast issues, and recommend proactive management steps.

Real-Time Data Collection via IoT

IoT devices can provide instantaneous progress and cost data, enhancing the accuracy and timeliness of SPI and CPI reporting.

Enhanced Visualization and Decision Support Tools

Interactive dashboards and virtual reality environments may soon help managers understand complex data and test scenarios.

Conclusion: Maximizing Project Success with SPI and CPI

Cost Performance Index (CPI) and Schedule Performance Index (SPI) are indispensable tools in modern project management. They provide objective, quantifiable measures of cost efficiency and schedule adherence, enabling data-driven decisions.

Successful application of these metrics requires:

• Accurate, timely data

• Realistic baselines and continuous updates

• Comprehensive analysis including trends and context

• Integration with other project management tools and techniques

• Clear communication with stakeholders

By mastering SPI and CPI, project managers can improve forecasting, control risks, optimize resources, and ultimately increase the likelihood of project success.