Task	% Complete	EV	AC	PV	CV	SV
1	Finish	2000	1500	2000
2	Finish	2400	2000	2400
3	50%	1500	800	2000
4	60%	1500	1500	2200
5	25%	400	400	400
Cumulative totals
Table 2 Status Report at the end of Week 5 (in R000s) Equations: CV = EV AC; SV = EV PV; CPI = EV/AC; SPI = EV/PV; PCIC = AC/EACf; PCIB = EV/BAC; VAC = BAC EACf; EACf is computed as follows: ETC + AC where ETC is (BAC EV) CPI; SVt = ES-AT; SPIt= ES/AT; ETCt= (PD-ES)/SPIt Complete the status report on separate piece of paper and answer questions 18 - 25. Please select the answers from group of answers given Question 1 With reference to your completed status report, the Cost Variance at the end of week 5 suggests that: Group of answer choices R1 600 000 ahead of schedule R1 600 000 under budget R1 600 000 over budget R1 600 000 behind schedule Question 2 Refer to the Status Report at the end of week 5 you completed in question 1. The Cost Performance index at the end of week 5 (rounded to two decimal points) indicates that: Group of answer choices For every R1 planned you have accomplished an extra 26c worth of work indicating you are ahead of schedule and very efficient For every R1 spent you have accomplished an extra 26c worth of work indicating you are behind schedule and very inefficient For every R1 spent you have accomplished an extra 26c worth of work indicating you are under budget and very efficient For every R1 planned you have accomplished an extra 26c worth of work indicating you are under budget and inefficient Question 3 Refer to the Status Report at the end of week 5 you completed in question 1. The Schedule Variance at the end of week 5 (rounded to two decimal points) suggests that: Group of answer choices The project is R1 200 000 over budget The project is R1 200 000 ahead of schedule The project is R1 200 000 under budget The project is R1 200 000 behind schedule Question 4 Refer to the Status Report at the end of week 5 you completed in question 1. The Schedule Performance index at the end of week 5 (rounded to two decimal points) indicates that: Group of answer choices For every R1 planned you have accomplished 87c worth of work indicating you are behind schedule and inefficient For every R1 spent you have accomplished 87c worth of work indicating you are over budget and inefficient For every R1 planned you have accomplished 87c worth of work indicating you are ahead of schedule and very efficient For every R1 spent you have accomplished 87c worth of work indicating you are behind schedule and inefficient Question 5 Refer to the Status Report at the end of week 5 you completed in question 1. Assume your BAC is R14 500 000, the PCIB (rounded to two decimal places) suggests that you are: Group of answer choices 5.40% complete in terms of budget 54% complete in terms of budget 60% complete in terms of budget 54% complete in terms of cost Question 6 Refer to the Status Report at the end of week 5 you completed in question 1. Assume your BAC is R14 500 000. Your PCIC at the end of week 5, which you calculated using EACf, having assumed that your efficiency has increased by 30%, suggests that you are (rounded all workings to two decimal places): Group of answer choices 54% complete in terms of cost 54% in terms of budget 60% complete in terms of cost 60% complete in terms of budget Question 7 Refer to the Status Report at the end of week 5 you completed in question 1. Assume your BAC is R14 500 000. If your revised efficiency changes to 200% as opposed to remaining at the same level as calculated in question 6, your VAC at the end of week 5, which you calculated using EACf, suggests that you will now be (round all workings to two decimal places): Group of answer choices R4 214 630 under budget at the end of the project An additional R735 370 under budget the end of the project R4 950 000 over budget at the end of the project An additional R735 370 over budget at the end of the project Question 8 Based on the performance of the project at the end of week 5, your likely assessment and recommendation would be most likely be that: Group of answer choices Based on schedule variance alone, the project is performing adequately, and there is no need to intervene at this stage. The current cost variance in conjunction with the CPI indicate significant under-performance on the part of the project team and project team leadership. Based on current overall performance, it is likely that even at a relatively early stage, premature closure of the project is strongly recommended as the organisation has categorically stated it cannot absorb excessive cost and schedule overruns. With some intervention, and if the project continues on its current trajectory, then the project will likely come in on budget, and potentially on schedule given that it is at a relatively early stage.