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    Homework I EVM

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    neocentricgenius
    The document contains 6 questions regarding earned value analysis calculations for various projects. It asks the reader to calculate schedule variances, cost variances, CPI, SPI, ETC, and EAC for projects given details about planned costs, actual costs, earned value, and percent completion. It asks the reader to interpret the results and determine if they indicate issues or whether the customer should be happy based on the variances calculated.

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    Download as PDF, TXT or read online from Scribd

    Homework I EVM

    Uploaded by

    neocentricgenius
    912 views3 pages
    The document contains 6 questions regarding earned value analysis calculations for various projects. It asks the reader to calculate schedule variances, cost variances, CPI, SPI, ETC, and EAC for projects given details about planned costs, actual costs, earned value, and percent completion. It asks the reader to interpret the results and determine if they indicate issues or whether the customer should be happy based on the variances calculated.

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    Earned Value Mgmt

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    The document contains 6 questions regarding earned value analysis calculations for various projects. It asks the reader to calculate schedule variances, cost variances, CPI, SPI, ETC, and EAC for projects given details about planned costs, actual costs, earned value, and percent completion. It asks the reader to interpret the results and determine if they indicate issues or whether the customer should be happy based on the variances calculated.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    912 views3 pages

    Homework I EVM

    Uploaded by

    neocentricgenius
    The document contains 6 questions regarding earned value analysis calculations for various projects. It asks the reader to calculate schedule variances, cost variances, CPI, SPI, ETC, and EAC for projects given details about planned costs, actual costs, earned value, and percent completion. It asks the reader to interpret the results and determine if they indicate issues or whether the customer should be happy based on the variances calculated.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    SYS 612 Project Management of Complex Systems

    Homework I Earned Value


    1. Assume that operations on a work package were expected to cost $1500 to complete the package. They were originally scheduled to have been finished today. At this point, however, we have actually expended $1350, and we estimate that we have completed two-thirds of the work. What are the Cost and Schedule variances? Calculate CPI, SPI, ETC & EAC. Interpret the results (what does it all mean).

    2. Find the schedule and cost variances for a project that has as actual cost at month 16 of $540,000, a scheduled cost of $523,000, and an earned value of $535,000. What do the results tell you?

    February 28, 2004

    SYS 612 Project Management of Complex Systems

    3. A sales project at month 5 had an actual cost of $34,000, a planned cost of $42,000, and a value completed of $39,000. Calculate the CPI and SPI and explain the message they give the Program Manager.

    4. A construction project at day 70 has actual costs of $78,000 and a scheduled cost of $84,000. The Work Package Manager estimates a value completed of $81,000. Calculate SV & CV, CPI, and SPI. What does this tell you?

    February 28, 2004

    SYS 612 Project Management of Complex Systems

    5. Given a project planned to cost $12,000 but actual cost to date is $10,000 so far and the project is only 70% complete. Calculate the variances. Should the customer be happy?

    6. A project to build a new taxiway at Culpepper Airport is 5 days behind at day 65. It had a planned cost of $735,000 for this point in time, but the actual cost is only $550,000. Estimate the variances and what do they say about the health of the project? Re-estimate if the actual cost to date had been $750,000.

    February 28, 2004

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