Ch13 Solutions to Book Examples

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CH13 Exercises

1. In month 9 the following project information is available: actual cost is $2,000, earned value is $2,100, and planned cost is $2,400. Compute the SV and CV for the project.

CV = EV – AC = 2,100 – 2,000 = +100 SV = EV – PV = 2,100 – 2,400 = -300

2. On day 51 a project has an earned value of $600, an actual cost of $650, and a planned cost of $560. Compute the SV, CV, and CPI for the project. What is your assessment of the project on day 51?

CV = EV – AC = 600 – 650 = -50 SV = EV – PV = 600 – 560 = +40 CPI = EV / AC = 600 / 650 = .92

3. Given the project network and baseline information below, complete the form to develop a status report for the project at the end of period 4 and the end of period 8. From the data you have collected and computed for periods 4 and 8, what information are you prepared to tell the customer about the status of the project at the end of period 8?

The project appears to be doing nicely. In both periods 4 and 8 the cost variance is positive—+$300 and +$400, respectively. This suggests a pattern of good cost variance that is under budget.

The schedule variance is also positive—+$300 and +$400 for period 4 and period 8. Since Task D is already 25% complete, Task B must have been completed at least one period early.

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End of Period 4 Task Actual % EV AC PV CV SV Complete $ $ $ $ $ A Finished 400 300 400 +100 0 B 50% 1200 1000 800 +200 +400 C 33% 500 500 600 0 -100 D 0% 0 0 0 0 0 E 0% 0 0 0 0 0 Cumulative Totals $2100 $1800 $1800 $+300 $+300 End of Period 8 Actual % EV AC PV CV SV

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D 25% 400 300 0 +100 +400

E 33% 300 300 300 0 0

F 0% 0 0 0 0 0

Cumulative Totals $5000 $4600 $4600 $+400 $+400

Note: Completion of the answer sheet requires constant reference to the baseline figure.

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4. Given the following project network, baseline, and status information, develop status reports for periods 1-4 and complete the project summary graph (or a similar one). Report the final SV, CV, CPI and PCIB. Based on your data, what is your assessment of the current status of the project? At completion?

After 4 time periods the project is roughly 77% (PCIB) complete and is current getting only 83 cents worth of work for each dollar spent. The project is currently $10,000 over budget. There is $3,000 worth of work on critical Activity 5 that has not been completed as planned so the project is behind schedule. Since so much of the project has been completed the project is expected to come in over budget. The forecast cost at completion is $78,000 which is $13,000 over budget. Whether the project will be completed on schedule will depend upon whether Activity 5 can make up for lost time.

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E x e rci se 13 -4a

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Status Report: Ending Period 1 ($000) Task % Complete EV AC PV CV SV 1 50% 6 6 4 0 +2 2 40% 6 8 3 -2 +3 3 25% 2 3 4 -1 -2 Cumulative Totals 14 17 11 -3 +3

Status Report: Ending Period 2 ($000)

Task % Complete EV AC PV CV SV

1 Finished 12 13 12 -1 0

2 80% 12 14 10 -2 +2

3 75% 6 8 8 -2 -2

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Status Report: Ending Period 3 ($000) Task % Complete EV AC PV CV SV 1 Finished 12 13 12 -1 0 2 80% 12 15 15 -3 -3 3 Finished 8 10 8 -2 0 4 50% 3 4 3 -1 0 5 0% 0 0 0 0 0 6 33.3% 3 4 3 -1 0 Cumulative Totals 38 46 41 -8 -3

Task % Complete EV AC PV CV SV 1 Finished 12 13 12 -1 0 2 Finished 15 18 15 -3 0 3 Finished 8 10 8 -2 0 4 Finished 6 8 6 -2 0 5 30% 3 3 6 0 -3 6 66.7% 6 8 6 -2 0 7 0% 0 0 0 0 0 Cumulative Totals 50 60 53 -10 -3

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5. The following labor hours data have been collected for a nanotechnology project for periods 1 through 6. Compute the SV, CV, SPI, and CPI for each period. Plot the EV and the AC on the summary graph provided (or a similar one). Plot the SPI, CPI and PCIB on the index graph provided (or a similar one). What is your assessment of the project at the end of period 6?

After 6 time periods the project is roughly 66% complete and so far work on the project has taken 1,600 hours less work than planned. There is 400 hours worth of work on Activity 4 which was suppose to have been done that has not done. Since Activity 4 is on the critical path, the project is behind schedule. If schedule is the number priority, the project manager may want to consider investing some of the savings on accelerating critical activities.

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Status Report: Ending Period 1

1 50% 1000 500 1000 +500 0

Cumulative Totals 1000 500 1000 +500 0

1 Finished 2000 1500 2000 +500 0

Cumulative Totals 2000 1500 2000 +500 0

Task % Complete EV AC PV CV SV 1 Finished 2000 1500 2000 +500 0 2 0% 0 0 1600 0 -1600 3 10% 300 200 500 +100 -200 4 20% 500 500 1000 0 -500 Cumulative Totals 2800 2200 5100 +600 -2300

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Status Report: Ending Period 4 Task % Complete EV AC PV CV SV 1 Finished 2000 1500 2000 +500 0 2 50% 1200 1000 2400 +200 -1200 3 30% 900 800 1000 +100 -100 4 40% 1000 1500 2000 -500 -1000 Cumulative Totals 5100 4800 7400 -300 -2300

Task % Complete EV AC PV CV SV 1 Finished 2000 1500 2000 +500 0 2 Finished 2400 2000 2400 +400 0 3 50% 1500 800 2000 +700 -500 4 60% 1500 1500 2200 0 -700 5 25% 400 400 400 0 0 Cumulative Totals 7800 6200 9000 +1600 -1200

Task % Complete EV AC PV CV SV 1 Finished 2000 1500 2000 +500 0 2 Finished 2400 2000 2400 +400 0 3 80% 2400 2100 2300 +300 +100 4 80% 2000 1800 2400 +200 -400 5 50% 800 600 800 +200 0 Cumulative Totals 9600 8000 9900 +1600 -300 Indexes

Period SPI CPI PCIB

1 1.00 2.00 .07 2 1.00 1.33 .14 SPI = EV / PV 3 .55 1.27 .19 CPI = EV / AC 4 .69 1.06 .35 PCIB = EV / BAC 5 .87 1.26 .54 6 .96 1.20 .66

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6. The following data have been collected for a British health care IT project for two-week reporting periods 2 through 12. Compute the SV, CV, SPI, and CPI for each period. Plot the EV and the AC on the summary graph provided. Plot the SPI, CPI and PCIB on the index graph provided. (You may use your own graphs.) What is your assessment of the project at the end of period 12?

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1 50% 4 4 4 0 0

Cumulative Totals 4 4 4 0 0

1 Finished 8 10 8 -2 0

Cumulative Totals 8 10 8 -2 0

Task % Complete EV AC PV CV SV 1 Finished 8 10 8 -2 0 2 25% 10 15 10 -5 0 3 33% 10 12 10 -2 0 4 0% 0 0 10 0 -10 Cumulative Totals 28 37 38 -9 -10

Task % Complete EV AC PV CV SV 1 Finished 8 10 8 -2 0 2 30% 12 20 20 -8 -8 3 60% 18 25 25 -7 -7 4 0% 0 0 20 0 -20 Cumulative Totals 38 55 73 -17 -35

Task % Complete EV AC PV CV SV 1 Finished 8 10 8 -2 0 2 60% 24 30 30 -6 -6 3 Finished 30 40 30 -10 0 4 50% 10 20 20 -10 -10 5 0% 0 0 0 0 0 6 30% 18 24 20 -6 -2 Cumulative Totals 90 124 108 -34 -18

1 Finished 8 10 8 -2 0

2 Finished 40 50 40 -10 0

3 Finished 30 40 30 -10 0

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Indexes

Period SPI CPI PCIB

2 4/4 = 1.0 4/4 = 1.0 4/248 = .02 4 8/8 = 1.0 8/10 = .80 8/248 = .03 SPI = EV / PV 6 28/38 = .74 28/37 = .76 28/248 = .11 CPI = EV / AC 8 38/73 = .52 38/55 = .69 38/248 = .15 PCIB = EV / BAC 10 90/108 = .83 90/124 = .73 90/248 = .36 12 148/158 = .94 148/210 = .70 148/248 = .60

After 12 time periods the project is roughly 60 percent and the project is only getting 70 cents worth of work for each dollar spent. The project is current $6,200 over budget. There is $1,000 worth of work that supposed to have been done that has not been completed according to plan. However, this work involved a noncritical activity and the project is on schedule with regards to the critical path.

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Appendix problems not bothered with, as we will not use the 50/50 or 1-100% rules in DS856.