The overview page allows you to see the current status of your portfolio at a glance.

Summary

The following table describes the various fields of the summary section.

Owner	Current portfolio owner. Notes : Clicking on owner field will bring you on owner's JIRA User information. Bring your mouse over the owner name; an inline dialog box will offer you more information.
Saved filter	JIRA Issue Filter use to define the portfolio scope. Note that clicking on the saved filter field will bring you to the saved filter definition.
Start Date	This is the date from which you want to start reporting expenses and positions in a portfolio.
End Date	This is the date the portfolio ends. This is a critical date since it gives the pace of progress the team should maintain to successfully complete the portfolio scope.
Total Working Days	Total number of days between the start and end date of the portfolio. The working days are computed based on the JIRA Time Tracking 'days per week' setting and the non working days defined in the portfolio's configuration.
Working Days Left	Number of working days left until the planned completion date.
Earned Value Field	Earned value (EV) offers better progress measurement. When earned value is used, you only get credit for work done when a task is complete. Each task is assigned a percent value, so that all of the project tasks total one hundred percent.
Earned Unit Value	Earned Unit Value roughly indicates the cost of a single earned value unit. It is computed by simply dividing the Budget at Completion (BAC) by the total Earned Value of the project.
Σ Selected Earned Field	Indicates the total sum of Selected Earned Field of the portfolio. It is computed based on the issues that are part of the project's scope defined by the saved filter.
Remaining Selected Earned Field	Indicates the remaining sum of Selected Earned Field of the portfolio to date. It is computed based on the issues that are not yet completed following the Earning rule defined in the portfolio's configuration.
Completion Ratio	The completion ratio indicates how much Earned values (defining earned value) were completed vs the project's total. It is computed by dividing the completed Earned values to date by the total Earned values at completion.
	Clicking on information icon will show you online definitions of elements displayed in summary section Note: clicking on losanges or on values such as "Working Days Left" will display the clicked item definition.

Financial

The following table describes the various fields of the financial section.

Budget Total	Total planned budget for the current portfolio. Note that clicking on budget amount will bring you to the Portfolio Budget page.
Actual cost to date	Actual cost up to now. Note that clicking on actual amount will bring you to the Portfolio Actual page.
Team Size	Number of members of the current portfolio team. Note that clicking on Team size number will bring you to the Portfolio Team page.
Current Average Wage	Current average team member wage. Note that clicking on Team size number will bring you to the Portfolio Team page.
Planned Value to date	Indicates the Budgeted value that should have been completed to date.
Earned Value to date	Indicates the Earned value that have been completed to date. It is computed by multiplying the Completion ratio to date by the Budget at Completion of the portfolio.
Estimate at Completion	The Estimate at Completion (EAC) is the estimated cost of the project at the end of the project. It is the highest value between the Future Known Cost at Completion and the computed value from the division between the Planned Value at Completion and the Cost Performance Index (CPI).
Estimate to Complete	The Estimate to Complete (ETC) is the estimated cost required to complete the remainder of the project. It is the highest value between the Future Known Cost to Completion and the computed value from the subtraction of the Earned Value from the Planned value at completion divided by the Cost Performance Index (CPI).
	Clicking on information icon will show you online definitions of elements displayed in financial section. Note that clicking on losanges or on values such as "Earned Value to date" left will display the clicked item definition.

Health

The following table describes the various fields of the health section.

On Budget (Cost Variance)	This index (CV) determines if the project is under or over the budget. It is computed by subtracting the Actual Cost from the Earned Value divided by the Earned Value. A negative value indicates that the project is over budget.
On Time (Schedule Variance)	This index (SV) determines whether the project is ahead of or behind schedule. It is computed by subtracting the Planned Value to date from the Earned Value divided by the Planned Value to date. A negative value indicates that the project is behind schedule.
Cost Performance Index	This index (CPI) determines how efficiently the team is using its resources. It is computed by dividing the Earned Value by the Actual Cost. A value lower than one indicates a loss of efficiency.
Schedule Performance Index	This index (SPI) determines how efficiently the project team is using its time. It is computed by dividing the Earned Value by the Planned Value to date. A value lower than one indicates a loss of efficiency.
To-Complete Performance Index	This index (TCPI) determines the efficiency that must be achieved on the remaining work for a project to meet the Budget at Completion. It is computed by dividing the work remaining (BAC - EV to date) by the budget remaining (BAC - AC to date). A value greater than one indicates that the performance must improve.
Time Estimate at Completion	This index (EACt) determines a rough estimate in working days of when the project will be completed, if current trends continue. It is computed by dividing the remaining days by the Schedule Performance Index (SPI).
Variance at Completion	This index (VAC) determines whether the project will finish under or over budget. It is computed by subtracting the Estimate at Completion from the Budget at Completion divided by the Budget at Completion. A negative value indicates how much more resources will need to be injected to achieve the project goal.
	Clicking on information icon will show you online definitions of elements displayed in the health section Note that clicking on losanges will display the clicked item definition.

Budget vs Actual

The Budget vs Actual bar chart show the portfolio weekly statuses up to date. When Clicking on bars or line you get the Planned, Actual and Earned values as they were at the end of the selected week.

Note that clicking on Budget or Actual on the chart legend will bring you to the Portfolio Budget or Portfolio Actual page

Definitions

Acronym	Definition	Description
PV	Planned Value	Planned Value at a given point in time.
AC	Actual Cost	Known cost of work performed at a given point in time.
EV	Earned Value	Measure of work performed at a given point in time.
BAC	Budget At Completion	Total Budget estimated.
Indices
CPI	Cost Performance Index	Determines how efficiently the team is using its resources EV / AC Favorable if over 1.0. Unfavorable if under 1.0.
SPI	Schedule Performance Index	Determines how efficiently the project team is using its time EV / PV Favorable if over 1.0. Unfavorable if under 1.0.
TCPI	To-Complete Performance Index	Determines the efficiency that must be achieved on the remaining work for a project to meet the Budget at Completion (BAC - EV) / (BAC - AC)
Variances
CV	Cost Variance	Determines if the project is over or under budget EV - AV Under budget if over 0. Over budget if under 0.
SV	Schedule Variance	Determines if the project is ahead or behind budget EV - PV Ahead of schedule if over 0. Behind schedule if under 0. SV% = SV / PB Convert SV to Percentage
VAC	Variance At Completion	Determines whether the project will finish under or over budget BAC - EAC Under budget if over 0. Over budget if under 0. VAC% = VAC / PB Convert VAC to Percentage
Forecast
ETC	Estimate To Complete	Estimated cost of the project at the end of the project ETC = (BAC - EV) / CPI
EAC	Estimate At Completion	Estimated cost required to complete the remainder of the project EAC = BAC / CPI
EAC_t	Time Estimate At Completion	Rough estimate in working days of when the project will be completed (BAC / SPI) / (BAC / total planned time)

On this page:

- Overview

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