Feature Overview

Project reports, including weekly reports and milestone reports, automatically generate multidimensional analyses of project progress, cost, and quality. These reports help teams monitor overall project health in real time, anticipate risks, and improve decision-making efficiency.

The reporting feature introduces Earned Value Management (EVM), a project management method mainly used to monitor project cost and schedule performance.

EVM is a management technique that links resource planning with scheduling, technical cost, and schedule requirements.

Under this approach, all work is planned, budgeted, and scheduled over time based on earned value, forming a baseline for cost and schedule measurement.

Use Cases

• Project progress review: Generate weekly reports to show task completion status and blocked tasks. This helps teams quickly identify delivery bottlenecks, such as insufficient test environments, and improve collaboration workflows.
• Project health assessment: Evaluate team efficiency based on SPI/SV trends over multiple periods. For example, an average SPI greater than 1.1 indicates the project is ahead of schedule. It also helps identify long-term inefficiencies, such as excessive time spent on requirement reviews, so that improvement plans can be made.
• Automated alerts: Configure alerts when SV exceeds 5%, so project managers can intervene and adjust schedules in time. This shortens response time and prevents deviations from accumulating.
• Cost control reporting: Export CPI data, such as CPI = 0.95, to explain current budget efficiency and cost overrun risks to stakeholders. This also supports resource reallocation decisions, such as pausing non-critical development work to protect core project goals.

I. Project Reports and Milestone Reports

In Project > Dashboard, you can view weekly project progress.

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You can also view project progress by week in Project > Reports.

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If a project phase is marked as a milestone on the Project > Phase > Configure Phase page, the corresponding milestone report can be viewed in the milestone report section.

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II. Earned Value Management in Waterfall Projects

Some EVM concepts and metrics are used in both project weekly reports and milestone reports.

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1. Key EVM Concepts

1.1 PV — Planned Value

The value of the work planned to be completed by a certain point in time; in other words, how much work is planned.

1.2 EV — Earned Value

The value of the work actually completed by a certain point in time; in other words, how much work has actually been done.

1.3 AC — Actual Cost

The actual cost incurred by a certain point in time; in other words, how much has actually been spent.

1.4 SPI — Schedule Performance Index

The ratio of completed work to planned work. SPI = EV / PV

1.5 CPI — Cost Performance Index

The value of work completed for each unit of actual spending; in other words, the efficiency of spending. CPI = EV / AC

1.6 SV — Schedule Variance

The difference between actual progress and planned progress by a certain point in time. SV = EV - PV

1.7 CV — Cost Variance

The difference between actual cost and planned cost by a certain point in time. CV = EV - AC

2. Calculation Formulas

Using the milestone report as an example, earned value in Sanplex is mainly measured in work hours. Hover over the question mark icon on the right side of the milestone phase to view the calculation logic used for earned value.

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Using the weekly project progress report as an example:

2.1 PV — Planned Work

Calculation logic:

• If a task’s planned start date and planned finish date both fall within the current week, add its estimated hours.
• If a task’s planned start date and planned finish date are both before the current week, add its estimated hours.
• If a task’s planned start date is earlier than the start of the current week, and its planned finish date is later than the start of the current week but earlier than the end of the current week, add its estimated hours.
• If a task’s planned start date is later than the start of the current week but earlier than the end of the current week, and its planned finish date is later than the end of the current week, add: (estimated hours ÷ task duration in days) × number of days from the task’s planned start date to the end of the current week
• If a task’s planned start date equals the start of the current week and its planned finish date is later than the end of the current week, add: (estimated hours ÷ task duration in days) × number of days from the task’s planned start date to the end of the current week
• If a task’s planned start date is earlier than the start of the current week and its planned finish date equals the end of the current week, add its estimated hours.
• If a task’s planned start date is earlier than the start of the current week and its planned finish date is later than the end of the current week, add: (estimated hours ÷ task duration in days) × number of days from the task’s planned start date to the end of the current week

Scope of calculation:

• The current week starts at Monday 00:00:00. The end date of the current week is determined based on working days and holidays.
• To avoid double counting, only child tasks are included; parent tasks are excluded.
• Deleted tasks are excluded.
• Canceled tasks are excluded.
• Deleted tasks in executions are excluded.
• If a task has no planned start date, the planned start date defaults to the planned start date of the phase it belongs to.
• If a task has no planned finish date, the planned finish date defaults to the planned finish date of the phase it belongs to.
• The formula only counts working days.

2.2 EV — Earned Work

Calculation logic:

• If a task status is Done, add its estimated hours.
• If a task status is Closed and the reason for closing is Done, add its estimated hours.
• If a task status is In Progress or Suspended, add: estimated hours × completion percentage

Scope of calculation:

• Only tasks with non-zero consumed hours before the end of the current week are included.
• To avoid double counting, only child tasks are included; parent tasks are excluded.
• Deleted tasks are excluded.
• Canceled tasks are excluded.
• Deleted tasks in executions are excluded.
• Completion percentage = consumed hours ÷ (consumed hours + remaining hours)

2.3 AC — Actual Cost

Calculation logic:

• Add all consumed hours up to the end of the current week.

Scope of calculation:

• All consumed hours include time logged for tasks, requirements, bugs, test cases, releases, test sheets, issues, risks, documents, and reviews.
• To avoid double counting, only child tasks are included; parent tasks are excluded.
• Time logged for deleted tasks, requirements, bugs, test cases, releases, test sheets, issues, risks, documents, and reviews is included.
• Time logged for deleted items in executions, including tasks, requirements, bugs, test cases, releases, test sheets, and documents, is included.
• Time logged for canceled tasks, issues, and risks is included.

2.4 SV(%) — Schedule Variance Rate

Calculation formula: SV(%) = -1 × (1 - (EV / PV))%

2.5 CV(%) — Cost Variance Rate

Calculation formula: CV(%) = -1 × (1 - (EV / AC))%

III. Related Settings

In Admin > Model Configuration > Common > Estimate, you can configure the estimation unit, labor cost per unit, daily work hours, and working days per week.

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In Admin > Model Configuration > Common > Expense Items, you can configure detailed expense categories.

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After setting the budget for a program or project, you can enter the budget amount when creating or editing it.

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In Project > Estimate, you can perform workload estimation, duration estimation, and cost estimation.

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In Admin > Feature Configuration > Metrics > Interval Tips, you can configure intervals, target control ranges, and prompt messages for project schedule performance, schedule variance rate, project cost performance, and cost variance rate.

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