You are the sponsor for project XY. The project manager has provided you the following three status reports. The project started on 2/1 and it is now the end of the 4th week. For this assignment, complete this packet in its entirety to include all tables, blanks, and questions. Complete the file and submit as your completed assignment.
Percent: Completion Report
|
Activity
|
Date Started
|
Percent completed
|
Time to Complete (weeks)
|
|
AB
|
2/1
|
100
|
Completed
|
|
AC
|
2/8 (Approved delay,
1 week)
|
40
|
3
|
|
AD
|
2/1
|
100
|
Completed
|
|
DE
|
Not started-unapproved delay
|
0
|
2
|
|
BF
|
2/14
|
40
|
3
|
Project Planning Budget: Dollars Budgeted Per Week for Each Activity, Project Starting 2/1
|
Activity
|
Week 1
|
Week 2
|
Week 3
|
Week 4
|
Week 5
|
Week 6
|
Week 7
|
Week 8
|
Total $
|
|
AB
|
2,000
|
2,000
|
2,000
|
|
|
|
|
|
6,000
|
|
AC
|
3,000
|
4,000
|
4,000
|
4,000
|
5,000
|
|
|
|
20,000
|
|
AD
|
2,000
|
3,000
|
2,500
|
|
|
|
|
|
7,500
|
|
BF
|
|
|
|
2,000
|
3,000
|
4,000
|
3,000
|
3,000
|
15,000
|
|
CE
|
|
|
|
|
|
2,500
|
|
|
2,500
|
|
DE
|
|
|
|
3,500
|
3,500
|
3,500
|
|
|
10,500
|
|
EF
|
|
|
|
|
|
|
3,000
|
|
3,000
|
|
Total:
|
7,000
|
9,000
|
8,500
|
9,500
|
11,500
|
10,000
|
6,000
|
3,000
|
64,500
|
Cost Summary
|
|
Week Ending
|
Cumulative to Date
|
|
Activity
|
Budget Cost
|
Actual
|
(Over) / Under
|
Budget Cost
|
Actual
|
(Over) / Under
|
|
AB
|
6000
|
6200
|
(200)
|
6,000
|
6,200
|
(200)
|
|
AC
|
4,000
|
4,500
|
(500)
|
11,000
|
9,000
|
2,500
|
|
AD
|
0
|
2,400
|
(2,400)
|
7500
|
7,400
|
100
|
|
BF
|
2,000
|
2,800
|
(800)
|
2,000
|
4,500
|
(2,500)
|
|
DE
|
3,500
|
--
|
3,500
|
3500
|
0
|
3,500
|
|
Total
|
9,500
|
9,700
|
(200)
|
34,000
|
30,600
|
3,400
|
It is now the end of Week 4 and you want to determine the status of the project using earned value management. Complete the table and earned value metrics below. Some of the information has already been entered for you.
|
Activity
|
% Complete
|
Planned Value (PV)
|
Earned Value (EV)
|
Actual Cost (AC)
|
Cost Variance
|
Schedule Variance
|
Total Budget
|
|
AB
|
100
|
|
|
6,200
|
|
|
6,000
|
|
AC
|
60
|
|
8,000
|
|
|
|
20,000
|
|
AD
|
1000
|
|
|
|
|
|
7,500
|
|
BF
|
25
|
|
6,000
|
|
|
|
15,000
|
|
CE
|
n/a
|
|
|
|
|
|
2,500
|
|
DE*
|
0
|
|
|
|
|
|
10,500
|
|
EF
|
n/a
|
|
|
|
|
|
3,000
|
|
TOTAL
|
|
|
|
|
|
|
64,500
|
|
* Note that activity AC was delayed one week (approved);
|
|
|
|
DE is one week behind schedule (not approved).
|
|
|
|
|
|
|
|
|
|
|
|
Calculate each of the following:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cost Variance ($) = EV - AC
|
|
|
|
|
|
Schedule Variance ($) = EV - PV
|
|
|
|
|
|
Schedule Variance (weeks) = Schedule Variance ($) / Average Weekly PV
|
|
|
Cost-at-Completion= (Rate of Spending x Total Budget) = ([AC / EV] * Total Budget)
|
|
|
CPI = EV / AC
|
|
|
|
|
|
|
SPI = EV / PV
|
|
|
|
|
Add your written analysis below by answering three questions:
1. What is the state of the project?
2. Which activity has had the most positive impact on the project?
3. Which activity has had the most negative impact on the project?