If the Cost Performance Index is 0.75, and the Actual cost was $20K, and the Schedule Variance is $5K, the Schedule Performance Index is:
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If the Cost Performance Index is 0.75, and the Actual cost was $20K, and the
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- 8 EARNED VALUE ANALYSIS The following project is reported to be at the end of its 8 week. Find the cost and schedule variances. Also find the CPI, SPI, CSI, ETC and EAC for the project. Find the condition of the project at the this reporting period. PV AC Budget ($) Duration Actual Cost % D-8 Activity Predecessor (s) (week) ($) Complete 300 400 A 3 100 A3 В 4 200 180 100 B:4 C 7 250 300 90 A 8 600 400 50 400 200 В 40 150 180 F В 4 100 G C 4 100 200 40 500 H D, E 2 300 F, G 3 J H, I 1 100 ㅇ CO 프 (-)the totalcost, excluding normal time labor costs for plan a= ? $The Peabody Coal Corporation recently completed the final feasibility report for a new general ledger accounting system. It has hired a consulting firm to program and install the new system. The consulting firm is charging $350,000 for the remaining tasks to be performed. These tasks are to be performed over the next 10 months as detailed in the Gantt chart in the diagram. The consulting firm is extremely concerned with the project staying on schedule because it is receiving a flat fee. The release of the final payment is contingent upon the system performing as stated in the contract and upon Peabody receiving appropriate documentation of the system.Requireda. Prepare a PERT diagram and indicate the critical path.b. What happens to the time frame of the implementation of the project if the manufacturer is 4 weeks late shipping the hardware?c. What happens if the data conversion does not go smoothly and takes an additional 3 weeks? d. Who should conduct the postimplementation review?…
- If earned value management (EVM) is so beneficial, why is it not used more often? Explain how it may be used to track costs and evaluate the success of a project. When evaluating cost variation, schedule variance, cost performance index, and schedule performance, what criteria should be used as a starting point?Given the following information for a one-year project, answer the following questions. Recall that PVis the planned value, EV is the earned value, AC is the actual cost, and BAC is budget at completion.PV = $22,000EV = $20,000AC = $25,000BAC = $120,000a. What is the cost variance, schedule variance, cost performance index (CPI), and schedule performanceindex (SPI) for the projectb. How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget or overbudget?c. Use the CPI to calculate at estimate at completion (EAC) for this project. Is the project performingbetter or worse than planned?d. Use the SPI to estimate how long it will take to finish this project.e. Sketch the earned value chart for this project.We are planning to develop a room reservation system that is estimated to have 400 story points of features. Let’s say our team’s velocity on two-week sprints ranges between 20 and 25 story points. Our project will start on Dec 1, 2021. If our customer wants the project to be in production by end of June 22, how likely will the project be successful? Why? Show your calculations.
- A competitor of Kozar International Inc. has begun marketing a new, instant-developing film project. Kozar has had a similar product under study in its research and development (R&D) department but has not yet been able to begin production. Because of the competitor’s action, top managers have asked for a speedup of R&D activities so that Kozar can produce and market instant film at the earliest possible date. The predecessor information and activity time estimates in months are as follows: Develop an activity schedule for this project using early and late start and finish times, compute activity slack time and define the critical activities.Farihah is a project manager for a systems development project involving a new database application for her organization’s human resources department. Despite Farihah’s best efforts at estimating the time requirements for the project, the team has missed the deadline for completing the Analysis Phase and producing the System Proposal. Farihah had estimated during her 6-week Planning Phase that Analysis would require 2 months, but the team finished the System Proposal 2 weeks behind their planned target date. Based on her discussions with the team members, Farihah believes that the system is more complex than she originally thought. Should Farihah adjust her timeline, or can she try to make up for the lost two weeks? Farihah needs your advice.A competitor of Kozar International Inc. has begun marketing a new, instant-developing film project. Kozar has had a similar product under study in its research and development (R&D) department but has not yet been able to begin production. Because of the competitor’s action, top managers have asked for a speedup of R&D activities so that Kozar can produce and market instant film at the earliest possible date. The predecessor information and activity time estimates in months are as follows: A: Draw the Project Network B: Develop an activity schedule for this project using early and late start and finish times, compute activity slack time, and define the critical activities.
- A competitor of Kozar International Inc. has begun marketing a new, instant-developing film project. Kozar has had a similar product under study in its research and development (R&D) department but has not yet been able to begin production. Because of the competitor’s action, top managers have asked for a speedup of R&D activities so that Kozar can produce and market instant film at the earliest possible date. The predecessor information and activity time estimates in months are as follows: Draw the Project NetworkExample: Undertaking by a contractor to implement a contracting for excavation works according to the scheme below, undertaking to complete the work within a period of 36 weeks with a probability of 99% between in light of the contractor's probability. The actual time period for the completion of the project within the PERT technology? Act. a b te u C.P 1-2 7 8. 6.33 1 1 *1,2 2-3 6. 9 6.33 0.66 0.443 *2 2-4 3 7 8. 6.5 0.83 .693 *1 2-5 4 6. 0.33 3-6 9. 10 8.66 0.66 0.443 *2 4-7 6. 8 11 8.166 0.83 .693 *1 5-7 4 7 5.83 0.5 6-8 7 10 7.16 0.83 .693 *2 7-8 4 8 7.5 0.83 .693 *1 8-9 4 7 9 6.83 0.83 .693 *1,2Describe Short Term High Priority Objectives.