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Assignment2 EVM Template - F

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EDUSTREAM EARNED VALUE MANAGEMENT (EVM) ANALYSIS

Activity Predecessor Duration Cost $ (Per Budget Activity Use cell colour fill in the table cells provided below to build your Gantt Chart (Precedence Diagram
(Weeks) Week) Cost (BC) Method) for this project. It will help if you colour the duration in dark blue and the completed in red)
A - 1 $8,000 $8,000 A
B A 2 $5,000 $10,000 B
C A 3 $6,800 $20,400 C
D B 3 $4,500 $13,500 D
E B 5 $5,500 $27,500 E
F A 10 $8,700 $87,000 F
G C 10 $7,300 $73,000 G
H D 5 $5,300 $26,500 H
I B 10 $11,400 $114,000 I
J E 5 $9,700 $48,500 J
K D 5 $4,400 $22,000 K
L A 10 $9,200 $92,000 L
M E 5 $3,500 $17,500 M
BAC Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
The progress report at the beginning of Week 9 (as shown by the red line in the Gantt Chart above), gives the information provided in the left-hand table below. From this information
perform the calculations listed in the table provided below and to the right (round to 2 decimal places for CPI/SPI and to the nearest dollar for other figures). Once you have done this, you
need to write a short progress report to the Project Sponsor-listing and explaining the issues and making recommendations. The report template is on the second page of this document.
Progress Report Start of Week 9 Cost Implications Schedule Implications
Activity % Complete Incurred Activity AC EV PV CPI CV SPI SV
Cost (ACWP) (BCWP) (BCWS)
A 100.0% $9,500 A
B 100.0% $8,900 B
C 66.6% $13,800 C
D 66.6% $9,100 D
E 80.0% $21,900 E
F 90.0% $76,300 F
G 10.0% $7,800 G
H 20.0% $5,000 H
I 70.0% $84,000 I
J 40.0% $19,500 J
K 20.0% $9,000 K
L 90.0% $82,000 L
M 20.0% $2,500 M
Total
Provide the following analysis information
What are the implications in relation to cost (e.g. are we over
budget, under, budget, etc.)? Explain this in terms of CPI & CV.
Additionally, make sure that you explain the implications in plain
English, so the reader will be able to understand what this
means.
What are the implications in relation to schedule (e.g. are we
ahead or schedule or behind schedule)? Explain this in terms of
SPI & SV and make sure that you link back to a discussion of what
is shown in the PDM diagram you created on Page 1 of this
report. In referring to the timeline, discuss whether individual
activities/tasks are ahead of, or behind, time and how progress
on various activities may be affecting the project overall (e.g. are
delays in completing some tasks holding back the completion of
dependent activities – hint look at this in terms of predecessors).
What is the Budget at Completion (BAC)? (Note: This is the sum
of the Budget Cost (BC) as shown in the first table on Page 1).
What is your Estimate at Completion (EAC)?
What is the Variance at Completion (VAC), and what are the
implications of this result?
What is the level of effort required to complete the tasks,
according to TCPI in relation to BAC? Express this as a TCPI
numeric and explain the implications in terms of the calculated
value. Please remember that the TCPI on its own may sometimes
be somewhat misleading. Therefore, also think about the level of
effort required in terms of progress (e.g. think about the
implications in relation to the SPI & SV results).
What recommendations for managing this situation would you provide to the Project Sponsor (PS)? Think about this realistically. To help you understand the
implications for our contractors, the separation of tasks is as follows: StreamTech is responsible for Activities A, C, D, E, G, I, K, L and M, whereas DemSet is contracted to
complete Activities B, F, H, and J. Remember, you will need to identify how you would get the contractors to complete their tasks on time. In particular, make sure that
you think about how you would get them to redeploy resources (if possible) from Activities that are ahead of time, to help groups to complete other tasks (e.g. applying
smoothing/levelling). In this scenario, you can assume that all members of the two contractors can do any of the required tasks.

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