Problem $1$:

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 $61\%$ complete. The planners were expecting to be only $55\%$ through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $$1,421,000$ and it was done for only $$1,301,000.$ The second activity was the pouring of concrete for the bridge. This was expected to cost $$10,501,000$ but was actually done for $$9,001,000.$ The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $$8,501,000.$ To date, they have spent $$5,001,000$ 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 $3$ decimal places.$)$

$\backslash$table$[[$Schedule variance,$],[$Schedule performance index,$],[$Cost performance index,$]]$

What are these values telling us about the project status? Ahead of schedule or behind schedule? Overspending or underspending?