Week 4 Earned Value Problem Set NIkhil
xlsx
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School
Northeastern University *
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Course
6125
Subject
Industrial Engineering
Date
Dec 6, 2023
Type
xlsx
Pages
2
Uploaded by EarlFire8788
Legend
Early Start
Duration
Early Finish
ID
Late Start
Slack
Late Finish
4
4
8
C
0
4
4
6
2
10
A
1
1
5
5
5
10
10
2
12
D
F
0
5
5
5
0
10
10
0
12
B
0
0
5
5
3
8
E
7
2
10
ID
Budget
0
1
2
3
4
5
6
7
8
9
10
11
12
A
40
10
10
10
10
B
32
8
4
8
4
8
C
48
12
12
12
12
D
18
6
2
2
2
6
E
28
8
8
12
F
40
20
20
Total
206
18
14
18
14
20
26
22
26
2
6
20
20
Cumulative
18
32
50
64
84
110
132
158
160
166
186
206
Status summary
: Status Summary:
EAC (Estimate at Completion): 175.302
VAC (Variance at Completion): 30.698
BAC (Budget at Completion): 206
CPI (Cost Performance Index): 1.18
SPI (Schedule Performance Index): 0.97
Projected Status at Completion
:
In this instance, Based on the data collected, the project is currently running effectively, with a CPI (Cost Performance Index) of
1.18, indicating that it is generating more value than projected for each unit of money. However, the SPI (Schedule Performance
Index) is 0.97, indicating that the project operates behind schedule.
According to the VAC (Variance at Completion) of 30.698, the project is expected to stay within budget. The SPI warns that schedule
modifications may impact the project's total cost and completion date.
At a CPI of 1.18, the project is expected to come under budget. However, the SPI of 0.97 indicates that the project is behind
schedule and may not be completed as soon as expected.
Task D began a little later than expected, indicating a timetable delay that should be made up in succeeding periods. There are still
four periods left, and if any jobs take longer than projected, the project's completion timeline and the overall cost may be impacted.
If a crucial route job is delayed, the project's completion date may be pushed back, resulting in increased costs for activities that rely
on that work.
To generate precise forecasts, further information about the project's milestones and any potential risks or issues affecting the
budget or timetable would be required. To ensure that the project continues on track and within budget, the project team should
closely monitor progress and identify any risks or issues that could impact the project's final cost and schedule. As a result, the team
may take the required steps to keep the project on track and ensure its goals and objectives are reached.
The project is running smoothly in terms of cost, but timetable delays may affect the overall cost and completion date. The project
team should monitor developments and take the appropriate steps to keep the project on track.
Status Report: Ending Period 2
Task
% Complete
EV
AC
PV
CV
SV
A
75%
30
25
20
5
10
B
50%
16
12
12
4
4
Cumulative Totals
46
37
32
9
14
Status Report: Ending Period 4
Task
% Complete
EV
AC
PV
CV
SV
A
100%
40
35
40
5
0
B
100%
32
24
24
8
8
Cumulative Totals
72
59
64
13
8
Status Report: Ending Period 6
Task
% Complete
EV
AC
PV
CV
SV
A
100%
40
35
40
5
0
B
100%
32
24
32
8
0
C
75%
36
24
24
12
12
D
0%
0
0
6
0
-6
E
50%
14
10
8
4
6
Cumulative Totals
122
93
110
29
12
Status Report: Ending Period 8
Task
% Complete
EV
AC
PV
CV
SV
A
100%
40
35
40
5
0
B
100%
32
24
32
8
0
C
100%
48
32
48
16
0
D
33%
5.94
20
10
-14.06
-4.06
E
100%
28
20
28
8
0
Cumulative Totals
153.94
131
158
22.94
-4.06
Performance Index Summary
Period
EV
AC
PV
SPI
CPI
2
46
37
32
1.4375
1.24
4
72
59
64
1.125
1.22
6
122
93
110
1.10909
1.31
8
153.94
131
158
0.9743
1.18
EAC =
175.3020657
VAC=
30.69793426
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