What this is for. Earned Value Management puts three things side by side — what you planned to spend, what you actually spent, and what you actually delivered. A project that looks on budget while quietly falling behind on delivery has nowhere to hide once these are filled in.

Two of the four arrive on their own — but only once you generate the Cost / Budget Plan. Until that document exists this section stays blank, and so do the eight figures under it.

What to enter. Four figures; PM Master derives the other eight.

Why PV is different every morning. Your cost plan phases the money by stage gate — so much by 30 September, so much by 13 November. Between two gates the plan says nothing about individual days, so PM Master spreads that period's spend evenly across it and reports where the plan should be today. One more day therefore adds one more day's share: on day two of a 45-day phase carrying $124,000, PV is $5,511; on day three it is $8,267. Nothing changed in your project — the schedule simply moved on. This is the standard straight-line assumption; if your real spend is lumpy (a deposit on day one, say), type the truer figure over it and PM Master will keep what you typed.

EV and AC cannot come from any document — no plan knows what a project has really delivered or really spent. Those two you bring, and the eight figures below fill in the moment you do.