Earned value without the spreadsheet gymnastics.

Earned value is the most honest number in project controls — it compares what you planned to spend, what you've actually done, and what it cost, in a single ratio. The problem was never the method. It was the manual labour of keeping the inputs current across a dozen tabs that go stale the moment site moves on.

Three numbers, plainly

You only need three to read a project's trajectory:

• SPI (Schedule Performance Index) — work done versus work planned. Below 1.0 means you're behind; 0.94 means you've completed 94% of what the plan said you'd finish by now.
• CPI (Cost Performance Index) — value earned versus cost spent. Below 1.0 means you're over budget for the progress achieved.
• Forecast finish — where the current trend lands the completion date if nothing changes.

Earned value per party

On a real project, the aggregate number hides the story. The contractor may be ahead while a single subcontractor drags the index down. OPTEAM computes SPI and CPI for each party against the same baseline, so you see whose work is actually moving the curve — not just that the curve moved.

The aggregate tells you there's a problem. Per-party earned value tells you whose problem it is.

When to trust the number

Earned value is only as good as the progress feeding it. If updates are weeks old or self-reported without verification, the index is precise but wrong. Because OPTEAM grounds the calculation in timestamped field updates and tracks claimed-versus-verified progress, the number stays both current and defensible.