ICT508-2-TheSe-29207231-EVM

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 $114,00 0 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 $9,500 $8,000.00 $8,000.00 0.84 ($1,500.00) 1.00 $0.00 B 100.0% $8,900 B $8,900 $10,000.00 $10,000 1.12 $1,100.00 1.00 $0.00 C 66.6% $13,800 C $13,800 $13,586.40 $20,400 0.98 ($213.60) 0.67 ($6,813.60) D 66.6% $9,100 D $9,100 $8,991.00 $13,500 0.99 ($109.00) 0.67 ($4,509.00) E 80.0% $21,900 E $21,900 $22,000.00 $27,500 1.00 $100.00 0.80 ($5,500.00) F 90.0% $76,300 F $76,300 $78,300.00 $69,600 1.03 $2,000.00 1.13 $8,700.00 G 10.0% $7,800 G $7,800 $7,300.00 $36,500 0.94 ($500.00) 0.20 ($29,200.00) H 20.0% $5,000 H $5,000 $5,300.00 $15,900 1.06 $300.00 0.33 ($10,600.00) I 70.0% $84,000 I $84,000 $79,800.00 $68,400 0.95 ($4,200.00) 1.17 $11,400.00 J 40.0% $19,500 J $19,500 $19,400.00 $9,700 0.99 ($100.00) 2.00 $9,700.00 K 20.0% $9,000 K $9,000 $4,400.00 $13,200 0.49 ($4,600.00) 0.33 ($8,800.00) L 90.0% $82,000 L $82,000 $82,800.00 $73,600 1.01 $800.00 1.13 $9,200.00

M 20.0% $2,500 M $2,500 $3,500.00 $3,500 1.40 $1,000.00 1.00 $0.00 Total $349,300 $343,377.40 $369,800.00 0.99 ($5,922.60) 0.88 ($26,422.60) 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. CPI = 0.98 < 1, CV = -$5922.60 overbudget Analysing the cost performance index (CPI) in general the project is over the budget. Only the activities B, E, F, H, L and M are under the budget, however, activity B is the only one that has been completed. As for the cost of variance (CV) the project has cost over $5,923 more than the planned value. 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). SPI = 0.88 < 1, SV = -$26422 Overall, the project is considered behind schedule. We projected to complete 64% of total activities by week9 but we only achieved 59%. The PDM diagram shows that activities C, D, E, G, H and K are not completed on schedule for week 9. Activity G cannot be completed until its predecessor, activity C, is finished. Similarly, activities H and K are delayed because activity D is not completed. Contrarily, activity E is delayed on its own as its predecessor, activity B, was completed on time. 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). $559,900 What is your Estimate at Completion (EAC)? $568,273.85 What is the Variance at Completion (VAC), and what are the implications of this result? -$8,373.85 By the end of the project with the variation position as of today, the budget overrun amounts to $8374. 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). TCPI = 1.03 The project team need to improve their performance or work efficiency by 3% to catch up with the schedule variance of this project as we are behind the project completion schedule.