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Given the following information for a one-year project, answer the following questions: Recall that PV is the planned value, EV is the earned value, AC is the actual cost, and BAC is the budget at completion. PV = $23,000; EV = $20,000; AC = $25,000; BAC - $120,000
What is the cost variance, schedule variance, cost performance index (CPI), and schedule performance index (SPI) for the project?
How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget or over budget?
Use the CPI to calculate the estimate at completion (EAC) for this project. Is the project performing better or worse than planned?
Use the schedule performance index (SPI) to estimate how long it will take to finish this project.
Each of the tasks needs an estimate of how long it will take.
Considering this as the purpose, how do baselines and earned value analysis help us with this?
How does the new duration compare with the estimated completion date generated from Part 1? What does this tell you about the impact resources can have on a schedule?
Suppose you now wanted to calculate duration estimates for these activities. How would you make use of the following approaches?
List and discuss in depth the three teleological frameworks and the three deontological frameworks.
Discuss what the challenges in the activation of the project were, and how these challenges were resolved or will be resolved.
What would you consider the attributes of high-performing project teams?
There is a variable operating cost that is 60% of sales and the company's marginal tax rate is 35%. Determine the net operating cash flow for Years 1, 2, and 3.
Explain the process you would use to close a project.
Explain the long term "costs" - the impact - of those choices. Then give us an overview of the corporate success measures.
How is knowledge of the SDLC useful in IT project management?
Why are the Project Charter and Project Scope Statement artifacts critical to the success of a project? Describe some of the key elements of these artifacts.
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