What is the cumulative earned value at the end of week three

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Reference no: EM13907189

Table 1: Budgeted Costs

 

TBC

Week

 

 

1

2

3

4

5

Task 1

50

25

15

10

 

 

Task 2

80

25

40

15

 

 

Task 3

40

 

 

20

20

 

Task 4

30

 

 

 

15

15

Table 2: Actual Costs

 

 

 

Week

 

 

 

1

2

3

4

5

Task 1

30

20

10

 

 

Task 2

25

45

20

 

 

Task 3

 

 

25

 

 

Task 4

 

 

 

 

 

Table 3: Percentage of Work Complete

 

 

 

Week

 

 

 

1

2

3

4

5

Task 1

50

80

100

 

 

Task 2

25

40

90

 

 

Task 3

 

 

40

 

 

Task 4

 

 

 

 

 

(a) Using data from Tables 1-3, what is the cumulative budgeted cost at the end of week 3? For those familiar with the DoD and PMI terminology, this is the BCWS.

(b) Using data from Tables 1-3, what is the cumulative actual cost at the end of week 3? For those familiar with the DoD and PMI terminology, this is the ACWP.

(c) What is the cumulative earned value at the end of week 3? For those familiar with the DoD and PMI terminology, this is the BCWP.

(d) Using data from Tables 1 3, what is the Cost Performance Index at the end of week 3?

(e) Using data from Tables 1-3, what is the Cost Variance and the Schedule Variance at the end of week 3?

(f) Using data from Tables 1-3, what is the Forecasted Cost at Completion (FCAC)? Show two different calculations.

2. (a) Using the figure below, perform resource leveling. Assume that each task can be performed independently of the other tasks.

242_Resource Leveling.png

(b) Using the figure in part (a), perform resource-limited scheduling. Assume that you have only three workers available at any given time. What is the new completion date for the project?

3. For the MX project as described below, the PMO sent a note to the PM indicating that under the current plan, they would miss the project due date so somehow they needed to accelerate the timing for the project plan. The customer wanted the projected completed in 20 weeks and the contract specifies a penalty of $5000 per week late up to 3 weeks and $10,000 per week late if more than 3 weeks. Based on the project time and cost information shown in the table below, what strategy should MX pursue?

Activity

Predecessor

Normal Time (Weeks)

Crash Time (Weeks)

Normal Cost ($)

Crash Cost ($)

Crash?

A

None

4

2

10,000

15,000

 

13

A

6

5

30,000

35,000

 

C

A

2

1

8,000

10,000

 

D

B

4

3

12,000

18,000

 

E

B, C

5

3

20,000

24,000

 

F

D, E

7

4

20,000

29,000

 

Reference no: EM13907189

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