After six months of work on the project’s site, your company collected the following information relating to work done so far on the project BAC=$156,478.00, planned value=$95,565.24, Earned value =$92, 985.56, Actual cost =$95986.60. Calculate the cost and schedule performance indices and interpret your results
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After six months of work on the project’s site, your company collected the following information relating to work done so far on the project BAC=$156,478.00, planned value=$95,565.24, Earned value =$92, 985.56, Actual cost =$95986.60.
Calculate the cost and
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- Your firm MS MACKAY LTD. won a contract of €1,785,000 to construct a 161kV/33kV sub-station. You have been selected as the project manager to lead the project team for the successful execution of the project. You are the project manager, there are a total of 8,400 hours of work schedule on the project. You made your checks with the accounting department, and they told you that you have spent a total of €1,144,000. According to the schedule, your team should have worked 5000 hours, but your foreman says that the team was allowed to work some overtime, and they have actually put in 5600 hours of work. (i) Write the scope of the project (ii) Provide the WBS for the project.Project B is the development of a facility in a remote area, of about GHS 5 million in value, of approximately 18 months’ planned duration. It is 30 per cent completed. Earned Value analysis shows that the project is not achieving its planned cost or progress targets. The project is also not achieving quality requirements. Some of the specialized components used for this project are only obtainable from overseas suppliers and are difficult to transport over the rough terrain near the project site. There has been a delay on ordering these components. The transportation of these components, which must be booked several months ahead, has not been arranged, and there is also difficulty with obtaining tradespeople with the requisite set of skills to install them. There are also several other risks associated with this project, including a quite basic business case, rudimentary project charter, poor definition of expected project outcomes, exchange rate risks and the potential for…You are the head of the project selection team at Broken Arrow Records. Your team is considering two different recording projects. Based on past history, Broken Arrow expects at least a rate of return of 20 percent. Given the follwoing information for each project, which one should be Broken Arrow's first priority? Should Broken Arrow fund any of the other projects? If so, what should be the order of priority based on return on investment?
- Problem 3: Kelly Melford Kelly Melford and her team are working on redesigning a client's home. The client requested Kelly for the project to be completed sooner. Kelly asked her assistant to collect information from her team on the project. Her assistant organized the information she got into a table. The information is given in weeks. Based on the information below, prepare a comprehensive report that includes the following: 3. Your insights on the cost-time trade-off for this project. 4. Your recommended strategy for crashing the project.Justify the usage of earned value management (EVM) to control costs and monitor project success, and hypothesize on why it is not utilized more often. What are some broad guidelines for determining if a cost variation, a schedule variance, a cost performance index, or a schedule performance index is positive or negative?Project B is the development of a facility in a remote area, of about GHS 5 million in value, of approximately 18 months’ planned duration. It is 30 per cent completed. Earned Value analysis shows that the project is not achieving its planned cost or progress targets. The project is also not achieving quality requirements. Some of the specialized components used for this project are only oSbtainable from overseas suppliers and are difficult to transport over the rough terrain near the project site. There has been a delay on ordering these components. The transportation of these components, which must be booked several months ahead, has not been arranged, and there is also difficulty with obtaining tradespeople with the requisite set of skills to install them. There are also several other risks associated with this project, including a quite basic business case, rudimentary project charter, poor definition of expected project outcomes, exchange rate risks and the potential for…
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