Question 1: 50/50 Rule

Based on the above Gantt chart, the data given below, and by using the 50/50 rule - complete the Earned Value table for tasks A, C, F, J, K M and O.

Planned ValueActual CostsEarned ValueNotes.

Use the 50/50 rule to determine how much value was earned. Task A$3,000$1,000$3000$3000 x 100% = $3000. Task completed on time. Using to 50/50 rule, the value earned for this task is 100%Task C$10,000$7,000$10,000$10,000 x 100% = $10,000. Task completed one week over schedule. Using to 50/50 rule, the value earned for this task is 100%Task F$4,000$2,500$4000$4000 x 100% = $4000. Task completed ahead of schedule by two. Using the 50/50 rule, the value earned for this task is 100%Task J$6,000$2,000$3000$6000 x 50% = $3000. Task not completed to schedule. Therefore, using the 50/50 rule, this task has earned 50% value.Task K$8,000$7,000$4000$8000 x 50% = $4000. The task began ahead of schedule and is not completed. Therefore, using the 50/50 rule, this task has earned 50% value.Task M$3,000$3,500$3000$3000 x 100% = $3000. The task was started and completed ahead of schedule. The value earned for this task is 100% using the 50/50 rule.Task O$3,000$0$0$3000 x 0% = $0. This task is behind schedule and has not been started. Therefore, using the 50/50 rule the value earned is $0 because the task has not begun.

Question 2: Calculate Earned Value Indicators

Based on the following data:

The Budget At Completion (BAC) cost of the project is estimated to be: $52,250.

• Earned value data is available for the first three weeks of the project (see below).
• The project is due to end on week four (4).

Project DataWeek 1Week 2Week 3Week 4Cumulative Actual Costs

$5,000$16,000$37,800 Cumulative Planned Value$11,750$22,000$43,000$52,250Cumulative Earned Value$7,000$22,000$47,000

Based on the above data, calculate the following earned value indicators:

EVM IndicatorWeek 1Week 2Week 3Formula usedCost Variance

7000 5000

CV = $2000

22,000 16,000

CV = $6000

47,000 37,800

CV = $9200

CV = EV AC

Schedule Variance

7000 11,750

SV = -$4750

22,000 22,000

SV = 0

47,000 43,000

SV = $4000

SV = EV PVCost Performance Index

7000/5000

CPI = 1.4

22,000/16,000

CPI = 1.375

47,000/37,800

CPI = 1.2434

CPI = EV/AC

Schedule Performance Index

7000/11,750

SPI = 0.5957

22,000/22,000

SPI = 1

47,000/43,000

SPI = 1.093

SPI = EV/PV

Estimated Cost At Completion

(use the EAC = BAC / CPI formula)

52,250/1.4

EAC = $37,321.43

52,250/1.375

EAC = $38,000

52,250/1.2434

EAC = $42,021.87

EAC = BAC/CPI

Estimated Cost to Complete

37,321.43 5000

ETC = $32,321.43

38,000 16,000

ETC = $22,000

42,021.87 37,800

ETC = $4221.87

ETC = EAC AC

Question 3: Earned Value Management Dashboard

Question 4: Interpret the Projects Status

1. What is the current week three (3) status of the project?
   • Is the project on schedule, behind schedule or ahead of schedule?
   • Is the project on budget, under budget or over budget?
2. If progress continues at its current rate how much will the project likely cost?
   • Ensure that you reference the earned value terms and findings in your answer.

Legend: Planned Task Task has been completed (as of week 3) Tasks whose planned status does not its match actual status Tasks actual status New projected completion cilan narhhoned Legend: Planned Task Task has been completed (as of week 3) Tasks whose planned status does not its match actual status Tasks actual status New projected completion cilan narhhoned