A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seemvery low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 70%complete. The planners were expecting to be only57% through the third activity at this time. The first activity involves prepping the sitefor the bridge. It was expected that this would cost $1,427,000 and it was done for only $1,307,000. The second activity was thepouring of concrete for the bridge. This was expected to cost $10,507,000 but was actually done for $9,007,000. The third and finalactivity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,507,000. To date, they havespent $5,007,000 on the superstructure.be runningCalculate the schedule variance, schedule performance index, and cost performance index for the project to date. (Round your"performance index" values to 3 decimal places.)Schedule varianceSchedule performance indexCost performance index

From the above given information, the tabularized form can be done as follows, TASK COST…

Answered: A project to build a new bridge seems…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 70% complete. The planners were expecting to be only54% through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,419,000 and it was done for only $1,299,000. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,499,000 but was actually done for $8,999,000. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,499,000. To date, they have spent $4,999,000 on the superstructure. Calculate the schedule variance, schedule performance index, and cost performance index for the project to date. (Round your "performance index" values to 3…
A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 60% complete. The planners were only expecting to be 50% through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,420,000 and it was done for only $1,300,000. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,500,000 but was actually done for $9,000,000. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,500,000. To date they have spent $5,000,000 on the superstructure. Calculate the schedule variance, schedule performance index, and cost index for the project to date. How is the project going?
A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 68 percent complete. The planners were expecting to be only 55 percent through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,418,500 and it was done for only $1,298,500. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,498,500 but was actually done for $8,998,500. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,498,500. To date, they have spent $4,998,500 on the superstructure. Calculate the schedule variance, schedule performance index, and cost performance index for the project to date. Note: Round your "performance…
The managers at AllBirds have operations in multiple countries, which operate on different financial management systems. This has been increasingly challenging for the company, so the Justin is looking to consolidate and integrate the financial management across all locations into a single software system that can operate across the national boundaries. This is a new, complicated and lengthy project, so Justin has identified a set of activity categories that will need to be carefully managed, as noted in the table. What is the probability that project can be completed two months early?
Draw a network with t, ES, EF, LS, LF. Please show the process of how you get these individually. How do you identify the critical path(s)? How do you know what the completion time is and the least critical activity? Please explain the entire process. Thanks! There is a picture of the entire question attached below.
IMPORTANT NOTE: All Project Management Questions are from the same Project. You only need to solve the project one time. The CEO of Carol O'Lights Manufacturing, produces custom-built relay devices for auto makers. The most recent project undertaken by Ms. O'Lights requires 11 different activities. The activities necessary to build an experimental relay model and related data are given in the following table. What is the Early Start on Activity G?
Y8 You have recently joined an ongoing project. The cost of the project is 350,000 USD, and 150,000 USD has already been spent and 40% of the work is actually completed. However, according to the schedule, 43% of the work should have been completed to date. Determine the EAC.
An activity originally estimated to cost $100,000 and require 30 weeks to complete. Now the activity is on week 10 and $35,000 were spent and is 40% completed. What is the BCWS for this activity?
The managers at AllBirds have operations in multiple countries, which operate on different financial management systems. This has been increasingly challenging for the company, so the Justin is looking to consolidate and integrate the financial management across all locations into a single software system that can operate across the national boundaries. This is a new, complicated and lengthy project, so Justin has identified a set of activity categories that will need to be carefully managed, as noted in the table. Draw the project network, and compute the expected time and variance for each activity. Develop an activity schedule for this project, compute activity slack time and identify critical path.
GreenzTech Inc. is planning on installing a new computerised accounting system. For thisproject, they have established the following activities, precedence relationships, and timeestimates in weeks:a. Draw the network diagramb. Calculate the expected time for each activity.c. Calculate the variance of each activityd. Based on the calculation of estimated times, what is the critical path?e. What is the estimated time of the critical path?f. What is the activity variance along the critical path?g. What is the probability of completion of the project within 50 weeks or less?
IMPORTANT NOTE: All Project Management Questions are from the same Project. You only need to solve the project one time. The CEO of Carol O'Lights Manufacturing, produces custom-built relay devices for auto makers. The most recent project undertaken by Ms. O'Ligi requires 11 different activities. The activities necessary to build an experimental relay model and related data are given in the following table. What is the Late Finish on Activity A? ACTIVITY DESCRIPTION PREDECESSOR A B C 0000000 D 7 E F G H 1 J K 10 11 12 13 14 Order new Machinery Plan new physical layout Determine safety changes in existing machinery Receive equipment Hire new employees Make plant alterations Make changes in existing machinery Train new employees Install new machinery Relocate old machinery Conduct employee safety orientation C B, D A, E E F, G F, G D H, I, J TIME (WEEKS) 6 4 2 1 4 10 2 6 11 16 8
Earned value analysis is the project management tool that is used to measure project progress. You are a project manager in company XYZ that responsible to handling the packaging machine project with the total cost budgeting is RM100,000. There are including RM24,000 (Design), RM60,000 (build) and RM16,000 (install & test). The information regarding on the project progress development in weeks 8 as shown in Table 2 below: No Type Cumulative Budgeted Cost (CBC) 2 Cumulative Actual Cost (CAC) Cumulative Earned Value (CEV) 1 3 TOTAL RM i. ii. iii. iv. 64,000 68,000 54,000 100,000 Percentage 64.0 Cost performance Index (CPI) [hint: CEV/CAC] Cost variance (VC) [hint: CEV-CAC] 68.0 54.0 a) Based on question 2(a), calculate and elaborate the various of indicators of cost performance for this project based on the respective below: 100.0 Forecasted cost of completion (FCAC) with action taken [hint: TBC/CPI] Forecasted cost of completion (FCAC) without any action taken [hint: CAC + [TBC-CEV]

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