How is Earned Value for Multiple Activities Calculated?

What makes Earned Value Management (EVM) powerful and unique is that it is the only approach that combines schedule, cost and scope to show real performance.

Activity A: by Day 3, Planned 75%, achieved 50% = 25% behind.

Activity B: Planned 25%, achieved 10% = further lag.

In this video, I focus on how to calculate the EV for a group of activities (e.g. project level or WBS level).

I will also explain how both the negative float and the EV measures should be used to track the project performance.

Critical Path: Delays here push completion dates.

Cost‑intensive tasks: May not delay schedule, but reduce earned value (“track the money left on the table”).

A project can be on schedule yet show earned value delay. It can even finish early but underperform financially.