question archive EDUSTREAM EARNED VALUE MANAGEMENT (EVM) ANALYSIS Activity Predecessor Duration (Weeks) Cost $ (Per Week) Budget Cost (BC)   Activity Use cell colour fill in the table cells provided below to build your Gantt Chart (Precedence Diagram Method) for this project

EDUSTREAM EARNED VALUE MANAGEMENT (EVM) ANALYSIS Activity Predecessor Duration (Weeks) Cost $ (Per Week) Budget Cost (BC)   Activity Use cell colour fill in the table cells provided below to build your Gantt Chart (Precedence Diagram Method) for this project

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EDUSTREAM EARNED VALUE MANAGEMENT (EVM) ANALYSIS

Activity

Predecessor

Duration

(Weeks)

Cost $ (Per Week)

Budget Cost (BC)

 

Activity

Use cell colour fill in the table cells provided below to build your Gantt Chart (Precedence Diagram Method) for this project. It will help if you colour the duration in dark blue and the completed in red)

A

-

1

$8,000

$8,000

 

A

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

B

A

2

$5,000

$10,000

 

B

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

C

A

3

$6,800

$20,400

 

C

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

D

B

3

$4,500

$13,500

 

D

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

E

B

5

$5,500

$27,500

 

E

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

F

A

10

$8,700

$87,000

 

F

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

G

C

10

$7,300

$73,000

 

G

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

H

D

5

$5,300

$26,500

 

H

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

I

B

10

$11,400

$114,000

 

I

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

J

E

5

$9,700

$48,500

 

J

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

K

D

5

$4,400

$22,000

 

K

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

L

A

10

$9,200

$92,000

 

L

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

M

E

5

$3,500

$17,500

 

M

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

BAC

 

 

Week

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

The progress report at the beginning of Week 9 (as shown by the red line in the Gantt Chart above), gives the information provided in the left-hand table below. From this information perform the calculations listed in the table provided below and to the right (round to 2 decimal places for CPI/SPI and to the nearest dollar for other figures). Once you have done this, you need to write a short progress report to the Project Sponsor-listing and explaining the issues and making recommendations. The report template is on the second page of this document.

Progress Report Start of Week 9

 

 

 

 

 

Cost Implications

Schedule Implications

Activity

% Complete

Incurred Cost

 

Activity

AC

(ACWP)

EV

(BCWP)

PV

(BCWS)

CPI

CV

SPI

SV

A

100.0%

$9,500

 

A

 

 

 

 

 

 

 

B

100.0%

$8,900

 

B

 

 

 

 

 

 

 

C

66.6%

$13,800

 

C

 

 

 

 

 

 

 

D

66.6%

$9,100

 

D

 

 

 

 

 

 

 

E

80.0%

$21,900

 

E

 

 

 

 

 

 

 

F

90.0%

$76,300

 

F

 

 

 

 

 

 

 

G

10.0%

$7,800

 

G

 

 

 

 

 

 

 

H

20.0%

$5,000

 

H

 

 

 

 

 

 

 

I

70.0%

$84,000

 

I

 

 

 

 

 

 

 

J

40.0%

$19,500

 

J

 

 

 

 

 

 

 

K

20.0%

$9,000

 

K

 

 

 

 

 

 

 

L

90.0%

$82,000

 

L

 

 

 

 

 

 

 

M

20.0%

$2,500

 

M

 

 

 

 

 

 

 

 

 

 

 

Total

 

 

 

 

 

 

 

Provide the following analysis information

What are the implications in relation to cost (e.g. are we over budget, under, budget, etc.)? Explain this in terms of CPI & CV. Additionally, make sure that you explain the implications in plain English, so the reader will be able to understand what this means.

 

What are the implications in relation to schedule (e.g. are we ahead or schedule or behind schedule)? Explain this in terms of SPI & SV and make sure that you link back to a discussion of what is shown in the PDM diagram you created on Page 1 of this report. In referring to the timeline, discuss whether individual activities/tasks are ahead of, or behind, time and how progress on various activities may be affecting the project overall (e.g. are delays in completing some tasks holding back the completion of dependent activities – hint look at this in terms of predecessors).

 

What is the Budget at Completion (BAC)? (Note: This is the sum of the Budget Cost (BC) as shown in the first table on Page 1).

 

What is your Estimate at Completion (EAC)?

 

What is the Variance at Completion (VAC), and what are the implications of this result?

 

What is the level of effort required to complete the tasks, according to TCPI in relation to BAC? Express this as a TCPI numeric and explain the implications in terms of the calculated value. Please remember that the TCPI on its own may sometimes be somewhat misleading. Therefore, also think about the level of effort required in terms of progress (e.g. think about the implications in relation to the SPI & SV results).

 

 

What recommendations for managing this situation would you provide to the Project Sponsor (PS)? Think about this realistically. To help you understand the implications for our contractors, the separation of tasks is as follows: StreamTech is responsible for Activities A, C, D, E, G, I, K, L and M, whereas DemSet is contracted to complete Activities B, F, H, and J. Remember, you will need to identify how you would get the contractors to complete their tasks on time. In particular, make sure that you think about how you would get them to redeploy resources (if possible) from Activities that are ahead of time, to help groups to complete other tasks (e.g. applying smoothing/levelling). In this scenario, you can assume that all members of the two contractors can do any of the required tasks.

 

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