Module 4 Critical Thinking Assignment AB 5,000 6,200 (200) AC 4,000 4,500 (500) 11,000 9,000 2,500 Option 2: Calculating BCWP (EV) AD - 2,400 (2,400) 7500 7,400 100 BF 2,000 2,800 (800) 2,000 4,500 (2,500) DE 3,500 3,500 3500 You are the sponsor for project XY. The project manager has provided you the fol- lowing three status reports. The project started in Week 1 and it is now the end of the 4th week. o 3,500 Total 9,500 9,700 (200) 34,000 30,600 3,400 For this assignment, complete this packet in its entirety to include all tables, blanks, and questions. Complete the file and submit as your completed assign- ment. It is now the end of Week 4 and you want to determine the status of the project using earned value management. Complete the table and earned value metrics below. Some of the information has already been entered for you. Project Planning Budget: Dollars Budgeted Per Week for Each Activity Activity Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Total $ 2,000 2,000 2,000 6,000 AB 3,000 4,000 4,000 4.000 5,000 20,000 Actual Cost Schedule Total Activity % Complete Planned value (PV) Earned Value (EV) Cost (AC) Variance variance Budget AB 6,200 6,000 AC 40 8,000 20,000 AD 7,500 BF 6,000 15,000 CE n/a 2,500 DE" 0 10,500 EF n/a 3,000 TOTAL 64,500 * Note that activity AC was delayed one week (approved) and its planned value has been adjusted. Activity DE is one week behind schedule (not approved), so its original planned value is still included. AC 2,000 3,000 2,500 7.500 AD 2,000 3,000 4,000 3,000 BF 3,000 15,000 CE 2.500 2,500 DE 3,500 3,500 3,500 10,500 Calculate each of the following: EF 3,000 3,000 7,000 9,000 8,500 Total: 9,500 11,500 3,000 10,000 6,000 64,500 Cost Variance (5) = EV - AC Schedule Variance ($) = EV - PV Schedule Variance (weeks) = Schedule Variance (S)/Average Weekly PV Cost-at-Completion = (Rate of Spending x Total Budget) = [[AC / EV]* Total Budget) CPI = EV / AC SPIN EV / PV Percent Completion Report: End of Week 4 Activity | AB Date Started Week 1 Percent completed 100 Time to Complete (weeks) Completed Add your written analysis below by answering three questions: AC Week 2 (Approved delay, 1 week) 40 3 1. What is the state of the project? AD Week 1 100 Completed 2. Which activity has had the most positive impact on the project? BF Week 4 40 3 3. Which activity has had the most negative impact on the project? DE Not started-unapproved delay 0 Z End of document Cost Summary Week 4 Cumulative to Date Activity Budget Cost Actual (Over) / Under Budget Cost Actual (Over) / Under Module 4 Critical Thinking Assignment AB 5,000 6,200 (200) AC 4,000 4,500 (500) 11,000 9,000 2,500 Option 2: Calculating BCWP (EV) AD - 2,400 (2,400) 7500 7,400 100 BF 2,000 2,800 (800) 2,000 4,500 (2,500) DE 3,500 3,500 3500 You are the sponsor for project XY. The project manager has provided you the fol- lowing three status reports. The project started in Week 1 and it is now the end of the 4th week. o 3,500 Total 9,500 9,700 (200) 34,000 30,600 3,400 For this assignment, complete this packet in its entirety to include all tables, blanks, and questions. Complete the file and submit as your completed assign- ment. It is now the end of Week 4 and you want to determine the status of the project using earned value management. Complete the table and earned value metrics below. Some of the information has already been entered for you. Project Planning Budget: Dollars Budgeted Per Week for Each Activity Activity Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Total $ 2,000 2,000 2,000 6,000 AB 3,000 4,000 4,000 4.000 5,000 20,000 Actual Cost Schedule Total Activity % Complete Planned value (PV) Earned Value (EV) Cost (AC) Variance variance Budget AB 6,200 6,000 AC 40 8,000 20,000 AD 7,500 BF 6,000 15,000 CE n/a 2,500 DE" 0 10,500 EF n/a 3,000 TOTAL 64,500 * Note that activity AC was delayed one week (approved) and its planned value has been adjusted. Activity DE is one week behind schedule (not approved), so its original planned value is still included. AC 2,000 3,000 2,500 7.500 AD 2,000 3,000 4,000 3,000 BF 3,000 15,000 CE 2.500 2,500 DE 3,500 3,500 3,500 10,500 Calculate each of the following: EF 3,000 3,000 7,000 9,000 8,500 Total: 9,500 11,500 3,000 10,000 6,000 64,500 Cost Variance (5) = EV - AC Schedule Variance ($) = EV - PV Schedule Variance (weeks) = Schedule Variance (S)/Average Weekly PV Cost-at-Completion = (Rate of Spending x Total Budget) = [[AC / EV]* Total Budget) CPI = EV / AC SPIN EV / PV Percent Completion Report: End of Week 4 Activity | AB Date Started Week 1 Percent completed 100 Time to Complete (weeks) Completed Add your written analysis below by answering three questions: AC Week 2 (Approved delay, 1 week) 40 3 1. What is the state of the project? AD Week 1 100 Completed 2. Which activity has had the most positive impact on the project? BF Week 4 40 3 3. Which activity has had the most negative impact on the project? DE Not started-unapproved delay 0 Z End of document Cost Summary Week 4 Cumulative to Date Activity Budget Cost Actual (Over) / Under Budget Cost Actual (Over) / Under