So let's go quickly on another slide here. Focusing on what we just drew and how you might think that the relation between the BCWP, with the actual cost of work performed is what we call the cost variance. And the variation between the BCWP, or the end value, with the point in the curve which is referred to the budget cost before it was scheduled, is the schedule variance, or this, number three and number four help us to identify the cost status. And between number two parameter and the number four parameter. It help us to identify the schedule status on that specific study date. Based on cost and schedule performance variances, we can come up with around six scenarios that we can think of when it comes to evaluate the status of the ward package or the status of the project. Here I just put randomly that the ACWP and the errant value BCWP move below that curve and N value is even below that ACWP. So the six scenarios have been identified on the literature and studies before. I would highlight them and I draw them for you to understand what exactly all possibilities we can get. So let's go through them now. So let's start with the first scenario. I put here to summarize quickly that what I explain, that it posted a variance and an index of one or greater is the variable performance. And here are the equations for both the variance between the cost and the schedule and their index between the cost and the schedule as well. As we refer to the BCWP is the earned value and then the ACWP Actual Cost of Work Performed and the Budgeted Cost of Work Scheduled. So, it will look like this. So if we have The Y axis, let's say, the cost, and here, the time. Then, approximately we have an S curve, here. And this curve we refer to as the baseline, or the S curve, or the budgeted curve. Now if we want to look at a specific study date, let's say we have somewhere here, T, which is referred to as the study date. The first scenario, let's draw quickly a line here. Our first scenario could be, I'm trying to choose the right color to highlight the point, if we have an ACWP over here and let's say the BCWP here. So in this case the intersection of the curve here is the BCWS. So, what we have here then, if we want to look at the cost variance, is the relation between the BCWP and the ACWP. So, this is. The cost Values. If you noticed, the cost variance is negative in this amount, which caused the BCWP is less than the ACWP. So this is equivalent to over budget. As for the difference between the BCWP and the BC somewhere here, this is the schedule variance, or I define the schedule status. And it is less than the BCWS. So if this is BCWP less than the BCWS then you're getting also a negative variance, or less than one index. So that will mean that your schedule is delayed. So this is the first scenario. Because of over budget and schedule delay, and this is the worst case scenario. Let's go with scenario number two. In scenario number two, let's put it here. Let's assume that the BCWP also going to be here. And the ACWP let's say it is here, ACWP. So again, for the costs. Which will be linking the BCWP here with the actual cost of work performed. CV, The BCWP is less than the actual cost of work performed, is then the cost is also over. Over budget. And that schedule will be between both the BCWP and the BCWS. So we already also identified that SV, and it is also delayed. So as you can see, the ACWP in scenario one, it was here. The relation between ACWP and BCWP is what we need to look at when we identify the cost variance. So if we move it all the way up, as long as it is above the earned value, the ACWP, that will still give us a cost over budget. So this scenario is similar to the first scenario, but the ACWP, even if it's above the BCWS. Because the relation will not tell us anything related to the cost and the schedule between the ACWP and the BCWS. And the BCWP earned value is still less than the BCWS, that's why it is delayed here. So this is scenario number two. So let's go with scenario number three. If we have an ACWP over here and we have a BCWP over here. So from that aspect, still, if you noticed that BCWP is less than the actual cost of work performed. The earned value is less than the actual. The differences between both, which will give us the cost variance. It's still referred to as an over budget. With a BCWP and with a BCWS, that will give us the schedule status for variance or index. For here, it's a positive, then we have a schedule advantage. So it is, let's try the simple plus. It is ahead of scheduling. As you can see from the formula here, if BCWP minus the BCWS, BCWP minus the BCWS is a positive, then we have an advantage in the schedule which will give us a plus. We are ahead of schedule. So this is scenario number three where we have still a budget overrun, the cost overrun. But the schedule is a positive. We are ahead of schedule. And with that, let me just to quickly highlight what I call them, not what the literature shows, another curve. When we mention these points on the curve, we refer to another curves that look like that. This curve, sometimes we refer to as the earned curve. And this curve we refer to as the actual curve. So to the point where in the study date, I'm measuring the actual cost performed or for performed, the track that reach that point is the actual curve and the track will reach to the BCWP or the earned value. It's an earned curve. So the earned curve is above the budgeted curve. Then it is a positive in the schedule, ahead of schedule. The earned curve is less than the actual curve, then it is over budget. So look at it either from curve point of view, or from the point that I just mentioned on the line of the study date point of view. And that's for scenario number three.