13 Summary Tab

13.1 Arranging Summary View

The Summary Tab allows you to hide any portlets from your view. To hide a portlet, remove the check from the box next to the name of the portlet at the top of the page, or click the Close button on the portlet.

13.2 Detailed Summary View

For a detailed view of study performance, click the Detail link in the lower right-hand corner of the Project Health, Current Status, or Projected At Completion portlets. These links will take you to the control panel for the Tracking Detail Report.

13.3 Project Health Portlet

The Project Health Portlet provides the Schedule Performance (SP), Budget Performance (BP), and the Overall Performance (OP) for the labor fees and costs in your study. The cells containing these values are colored green, yellow, or red to indicate project health.

If you have any values that do not have a color, it means the study is exceeding expectations. If this is the case, your data should be reviewed to ensure there are no errors.

• Green: Indicates a healthy project. No changes need to be made and the project is proceeding according to plan.

• Yellow: Indicates a warning that the project is starting to deviate from the plan. The project's performance should be evaluated in detail.

• Red: Indicates a warning that the project has significantly deviated from the plan. Operational changes are needed to bring the project back in alignment with the plan.

• Schedule Performance (SP): The Schedule Performance (SP) is used to predict the completion date and is sometimes used in conjunction with the Budget Performance (BP) to forecast the project completion estimates. An SP value less than 1.0 indicates the project is behind schedule. An SP value greater than 1.0 indicates the project is ahead of schedule.

• Budget Performance (BP): The Budget Performance (BP) is a commonly used cost-efficiency indicator. A BP value less than 1.0 indicates a cost overrun of the estimates. A BP value greater than 1.0 indicates a cost underrun of the estimates.

• Overall Performance (OP): The Overall Performance combines the Schedule Performance (SP) and the Budget Performance (BP) to provide an overall project health indicator.

  An Overall Performance (OP) value less than 1.0 indicates composite cost or schedule overruns. An OP value greater than 1.0 indicates composite cost or schedule underruns.

13.4 Current Status Portlet

The Current Status Portlet provides the fundamental earned value metrics for your project.

• Planned Value (PV): PV is the budgeted cost for the work scheduled to be completed on an activity or work breakdown structure component.

• Earned Value (EV): EV is the budgeted amount for the work actually completed on the schedule activity or work breakdown structure component.

• Actual Payments (AP): Total costs actually incurred and recorded in accomplishing work performed for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs.

• Cost Variance (CV): The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent.

• % Complete: Percent complete equals the Earned Value to date divided by total project budget, or BAC.

13.5 Study Performance Trend Portlet

The Study Performance Trend Portlet shows the Actual Payments (red), Earned Value (blue), and the Planned Value (green) across the entire timeline and costs of the study.

To see the value at any point on one of the lines, place your mouse pointer over the line. To zoom in to a section of the chart, click and drag your mouse over a desired section. To return to the all-study view, double click within the chart.

13.6 Projected at Completion Portlet

The Projected at Completion Portlet provides you with predictions of conditions in the project's future based on the current information available.

• Estimate to Complete (ETC): The Estimate to Complete (ETC) is the estimated cost required to complete the remainder of the project given your current actual payments for the project and your current budget performance.

  To calculate the ETC, the Budget at Complete (BAC) is divided by the current Budget Performance (BP), and the current Actual Payments (AP) are subtracted. Formula: ETC = (BAC/BP) – AP

• Budget at Complete (BAC): The Budget at Complete (BAC) is the total original planned project budget. The BAC represents the sum of all Planned Values (PV) for the project at completion.

• Estimate at Complete (EAC): Estimate at Complete (EAC) is the total estimated cost at the end of the project.

  To calculate the EAC, the Budget at Complete (BAC) is divided by the current Budget Performance (BP). Formula: EAC = BAC/BP

• Variance at Complete (VAC): Variance at Complete (VAC) is the difference between the original planned project Budget at Complete (BAC) and the Estimate at Complete (EAC), calculated based on your current performance.

  Formula: VAC = BAC – EAC.

• Study Completion Date: The Planned Study Completion Date is the Final Report milestone date from the Baseline Plan.

  The Estimated Study Completion Date is calculated by using your original planned study duration and applying your current Schedule Performance (SP). Formula: (Planned Start Date) + (Planned Study Duration/SP)