CH13 Exercises 1. In month 9 the following project information is available: actual cost is $2,000, earned value is $2,100, and planned cost is $2,400. Compute the SV and CV for the project. CV = EV – AC = 2,100 – 2,000 = +100 SV = EV – PV = 2,100 – 2,400 = -300 2. On day 51 a project has an earned value of $600, an actual cost of $650, and a planned cost of $560. Compute the SV, CV, and CPI for the project. What is your assessment of the project on day 51? CV = EV – AC = 600 – 650 = -50 SV = EV – PV = 600 – 560 = +40 CPI= EV / AC = 600 / 650 = .92 3. Given the project network and baseline information below, complete the form to develop a status report for the project at the end of period 4 and the end of period 8. From the data you have collected and computed for periods 4 and 8, what information are you prepared to tell the customer about the status of the project at the end of period 8? The project appears to be doing nicely. In both periods 4 and 8 the cost variance is positive—+$300 and +$400, respectively. This suggests a pattern of good cost variance that is under budget. The schedule variance is also positive—+$300 and +$400 for period 4 and period 8. Since Task D is already 25% complete, Task B must have been completed at least one period early.
Ch13 Solutions to Book Examples
Sep 12, 2014
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
CH13 Exercises
1. In month 9 the following project information is available: actual cost is $2,000, earned value is $2,100, and planned cost is $2,400. Compute the SV and CV for the project.
CV= EV – AC = 2,100 – 2,000 = +100SV = EV – PV = 2,100 – 2,400 = -300
2. On day 51 a project has an earned value of $600, an actual cost of $650, and a planned cost of $560. Compute the SV, CV, and CPI for the project. What is your assessment of the project on day 51?
CV = EV – AC = 600 – 650 = -50SV = EV – PV = 600 – 560 = +40CPI = EV / AC = 600 / 650 = .92
3. Given the project network and baseline information below, complete the form to develop a status report for the project at the end of period 4 and the end of period 8. From the data you have collected and computed for periods 4 and 8, what information are you prepared to tell the customer about the status of the project at the end of period 8?
The project appears to be doing nicely. In both periods 4 and 8 the cost variance is positive—+$300 and +$400, respectively. This suggests a pattern of good cost variance that is under budget.
The schedule variance is also positive—+$300 and +$400 for period 4 and period 8. Since Task D is already 25% complete, Task B must have been completed at least one period early.
End of Period 4
TaskActual % EV AC PV CV SVComplete $ $ $ $ $
A Finished 400 300 400 +100 0B 50% 1200 1000 800 +200 +400C 33% 500 500 600 0 -100D 0% 0 0 0 0 0E 0% 0 0 0 0 0Cumulative Totals $2100 $1800 $1800 $+300 $+300
End of Period 8
TaskActual % EV AC PV CV SVComplete $ $ $ $ $
A Finished 400 300 400 +100 0B Finished 2400 2200 2400 +200 0C Finished 1500 1500 1500 0 0D 25% 400 300 0 +100 +400E 33% 300 300 300 0 0F 0% 0 0 0 0 0Cumulative Totals $5000 $4600 $4600 $+400 $+400
Note: Completion of the answer sheet requires constant reference to the baseline figure.
2 PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
4. Given the following project network, baseline, and status information, develop status reports for periods 1-4 and complete the project summary graph (or a similar one). Report the final SV, CV, CPI and PCIB. Based on your data, what is your assessment of the current status of the project? At completion?
After 4 time periods the project is roughly 77% (PCIB) complete and is current getting only 83 cents worth of work for each dollar spent. The project is currently $10,000 over budget. There is $3,000 worth of work on critical Activity 5 that has not been completed as planned so the project is behind schedule. Since so much of the project has been completed the project is expected to come in over budget. The forecast cost at completion is $78,000 which is $13,000 over budget. Whether the project will be completed on schedule will depend upon whether Activity 5 can make up for lost time.
Chapter 13 Progress and Performance Measurement and Evaluation 3
Status Report: Ending Period 1 ($000)Task % Complete EV AC PV CV SV1 50% 6 6 4 0 +22 40% 6 8 3 -2 +33 25% 2 3 4 -1 -2Cumulative Totals 14 17 11 -3 +3
Status Report: Ending Period 2 ($000)Task % Complete EV AC PV CV SV1 Finished 12 13 12 -1 02 80% 12 14 10 -2 +23 75% 6 8 8 -2 -2Cumulative Totals 30 35 30 -5 0
4 PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
Status Report: Ending Period 3 ($000)Task % Complete EV AC PV CV SV1 Finished 12 13 12 -1 02 80% 12 15 15 -3 -33 Finished 8 10 8 -2 04 50% 3 4 3 -1 05 0% 0 0 0 0 06 33.3% 3 4 3 -1 0Cumulative Totals 38 46 41 -8 -3
Status Report: Ending Period 4 ($000)Task % Complete EV AC PV CV SV1 Finished 12 13 12 -1 02 Finished 15 18 15 -3 03 Finished 8 10 8 -2 04 Finished 6 8 6 -2 05 30% 3 3 6 0 -36 66.7% 6 8 6 -2 07 0% 0 0 0 0 0Cumulative Totals 50 60 53 -10 -3
Chapter 13 Progress and Performance Measurement and Evaluation 5
5. The following labor hours data have been collected for a nanotechnology project for periods 1 through 6. Compute the SV, CV, SPI, and CPI for each period. Plot the EV and the AC on the summary graph provided (or a similar one). Plot the SPI, CPI and PCIB on the index graph provided (or a similar one). What is your assessment of the project at the end of period 6?
After 6 time periods the project is roughly 66% complete and so far work on the project has taken 1,600 hours less work than planned. There is 400 hours worth of work on Activity 4 which was suppose to have been done that has not done. Since Activity 4 is on the critical path, the project is behind schedule. If schedule is the number priority, the project manager may want to consider investing some of the savings on accelerating critical activities.
6 PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
Status Report: Ending Period 1Task % Complete EV AC PV CV SV1 50% 1000 500 1000 +500 0Cumulative Totals 1000 500 1000 +500 0
Status Report: Ending Period 2Task % Complete EV AC PV CV SV1 Finished 2000 1500 2000 +500 0Cumulative Totals 2000 1500 2000 +500 0
Status Report: Ending Period 3Task % Complete EV AC PV CV SV1 Finished 2000 1500 2000 +500 02 0% 0 0 1600 0 -16003 10% 300 200 500 +100 -2004 20% 500 500 1000 0 -500Cumulative Totals 2800 2200 5100 +600 -2300
Chapter 13 Progress and Performance Measurement and Evaluation 7
Status Report: Ending Period 4Task % Complete EV AC PV CV SV1 Finished 2000 1500 2000 +500 02 50% 1200 1000 2400 +200 -12003 30% 900 800 1000 +100 -1004 40% 1000 1500 2000 -500 -1000Cumulative Totals 5100 4800 7400 -300 -2300
Status Report: Ending Period 5Task % Complete EV AC PV CV SV1 Finished 2000 1500 2000 +500 02 Finished 2400 2000 2400 +400 03 50% 1500 800 2000 +700 -5004 60% 1500 1500 2200 0 -7005 25% 400 400 400 0 0Cumulative Totals 7800 6200 9000 +1600 -1200
Status Report: Ending Period 6Task % Complete EV AC PV CV SV1 Finished 2000 1500 2000 +500 02 Finished 2400 2000 2400 +400 03 80% 2400 2100 2300 +300 +1004 80% 2000 1800 2400 +200 -4005 50% 800 600 800 +200 0Cumulative Totals 9600 8000 9900 +1600 -300
IndexesPeriod SPI CPI PCIB
1 1.00 2.00 .072 1.00 1.33 .14 SPI = EV / PV3 .55 1.27 .19 CPI = EV / AC4 .69 1.06 .35 PCIB = EV / BAC5 .87 1.26 .546 .96 1.20 .66
8 PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
Chapter 13 Progress and Performance Measurement and Evaluation 9
6. The following data have been collected for a British health care IT project for two-week reporting periods 2 through 12. Compute the SV, CV, SPI, and CPI for each period. Plot the EV and the AC on the summary graph provided. Plot the SPI, CPI and PCIB on the index graph provided. (You may use your own graphs.) What is your assessment of the project at the end of period 12?
10 PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
Status Report: Ending Period 2 ($00)Task % Complete EV AC PV CV SV1 50% 4 4 4 0 0Cumulative Totals 4 4 4 0 0
Status Report: Ending Period 4 ($00)Task % Complete EV AC PV CV SV1 Finished 8 10 8 -2 0Cumulative Totals 8 10 8 -2 0
Status Report: Ending Period 6 ($00)Task % Complete EV AC PV CV SV1 Finished 8 10 8 -2 02 25% 10 15 10 -5 03 33% 10 12 10 -2 04 0% 0 0 10 0 -10Cumulative Totals 28 37 38 -9 -10
Status Report: Ending Period 8 ($00)Task % Complete EV AC PV CV SV1 Finished 8 10 8 -2 02 30% 12 20 20 -8 -83 60% 18 25 25 -7 -74 0% 0 0 20 0 -20Cumulative Totals 38 55 73 -17 -35
Status Report: Ending Period 10 ($00)Task % Complete EV AC PV CV SV1 Finished 8 10 8 -2 02 60% 24 30 30 -6 -63 Finished 30 40 30 -10 04 50% 10 20 20 -10 -105 0% 0 0 0 0 06 30% 18 24 20 -6 -2Cumulative Totals 90 124 108 -34 -18
Status Report: Ending Period 12 ($00)Task % Complete EV AC PV CV SV1 Finished 8 10 8 -2 02 Finished 40 50 40 -10 03 Finished 30 40 30 -10 04 Finished 20 40 20 -20 05 50% 20 30 20 -10 06 50% 30 40 40 -10 -10Cumulative Totals 148 210 158 -62 -10
Chapter 13 Progress and Performance Measurement and Evaluation 11
IndexesPeriod SPI CPI PCIB
2 4/4 = 1.0 4/4 = 1.0 4/248 = .024 8/8 = 1.0 8/10 = .80 8/248 = .03 SPI = EV / PV6 28/38 = .74 28/37 = .76 28/248 = .11 CPI = EV / AC8 38/73 = .52 38/55 = .69 38/248 = .15 PCIB = EV / BAC10 90/108 = .83 90/124 = .73 90/248 = .3612 148/158 = .94 148/210 = .70 148/248 = .60
After 12 time periods the project is roughly 60 percent and the project is only getting 70 cents worth of work for each dollar spent. The project is current $6,200 over budget. There is $1,000 worth of work that supposed to have been done that has not been completed according to plan. However, this work involved a noncritical activity and the project is on schedule with regards to the critical path.
12 PROJECT MANAGEMENT: THE MANAGERIAL PROCESS
Appendix problems not bothered with, as we will not use the 50/50 or 1-100% rules in DS856.
Chapter 13 Progress and Performance Measurement and Evaluation 13
PCIB = .60
Related Documents
