Explain the following project situations using just the following schedule and cost information: a. PV = $10,000, AC = $12,000, EV = $10,500 b. PV = $10,000, AC = $10,000, EV = $10,000 c. PV = $10,000, AC = $9,000, EV = $10,000 a. PV = $10,000, AC = $10,000, EV = $9,000
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Explain the following project situations using just the following
a. PV = $10,000, AC = $12,000, EV = $10,500
b. PV = $10,000, AC = $10,000, EV = $10,000
c. PV = $10,000, AC = $9,000, EV = $10,000
a. PV = $10,000, AC = $10,000, EV = $9,000
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- Project # SR 55H has finished 13 months of a 24 month planned schedule. You are given the metrics below: What is the project status? Budget for the program = $55,000; EV (cumulative) = $27,500; AC (cumulative) = $25,225 a. There appear to be no problems, the project could finish slightly under plan. b. The project is behind schedule, but will finish on time if they are about 12.5% more efficient. c. The Project now is ahead of plan, but might have a problem in finishing on time. d. The Project is in trouble and the team needs to be about 9% more efficient to finish on original plan. e. You cannot tell based on the metrics above. f. You have no idea what to say; they asked the wrong person.Please Answer the following questions:- How does earned value give a clearer picture of project schedule and cost status than a simple plan versus actual system?- Schedule variance (SV) is in dollars and does not directly represent time. Why is it still useful?- 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.- 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?Given the following information for a one-year project, answer the following questions. Recall that PVis the planned value, EV is the earned value, AC is the actual cost, and BAC is budget at completion.PV = $22,000EV = $20,000AC = $25,000BAC = $120,000a. What is the cost variance, schedule variance, cost performance index (CPI), and schedule performanceindex (SPI) for the projectb. How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget or overbudget?c. Use the CPI to calculate at estimate at completion (EAC) for this project. Is the project performingbetter or worse than planned?d. Use the SPI to estimate how long it will take to finish this project.e. Sketch the earned value chart for this project.
- Project C is a small (about GHS 2 million in value) but complex project that has as its purpose the development of a new computer-basedmanagement system and is highly complex in nature. It has a number of small interrelated sub-systems that are mutually dependent and does not have a well-defined direction. It is currently about 40 per cent complete. This project is being developed by staff of your organization, with the assistance of specialist contractors as required. Differences between the development staff and organizational management about the direction that the project should take threaten, however, to impact on its successful delivery. Similarly, requests by organizational management for scope change are numerous, and change control procedures are poor. To date, the project manager has successfully managed to manage requests. This may not always be the case. If the new system achieves its desired goals, the organization would be expected to achieve considerable productivity…There are many project planning methodologies available and Babu (2019) lists some of them. Use the Agile projectplanning methodology and appraise it in the context of a project that you know of.While numerous trade-offs may be required during the lifecycle of a project, the trade-offs between cost, time and performance are considered essential. Please discuss.
- The project manager must make trade-offs between project progress and process. Conceptually, this involves trade-offs between the __________ functions. a. schedule and cost b. technical and managerial c. cost and performance d. performance and scheduleSolve the following project by hand and submit your notes: Activity Normal Time (weeks) Crash Time (weeks) Normal Cost Crash Cost Immediate Predecessor A 4 3 $2,000 $2,100 - B 2 1 $2,200 $2,800 - C 3 3 $500 $500 - D 8 6 $2,300 $2,600 A E 6 3 $900 $1,200 B F 3 2 $3,000 $4,200 C G 4 2 $1,400 $2,000 E, F How long will the project take? What is the total cost to complete the project in normal time? If the project is to be shortened by 1-week, which activity will be reduced and how much will the cost be increased? What is the maximum time that the project can be crashed? How much will the cost increase if it is crashed the maximum?Your project to obtain charitable donations is now 30 days into a planned 40-dayproject. The project is divided into 3 activities. The i rst activity is designed to solicitindividual donations. It is scheduled to run the i rst 25 days of the project and to bring in $25,000. Even though we are 30 days into the project, we still see that we have only 90 percent of this activity complete. The second activity relates to company donations and is scheduled to run for 30 days starting on day 5 and extending through day 35. We estimate that, even though we should have 83 percent (25y30) of this activity complete, it is actually only 50 percent complete. This part of the project was scheduled to bring in $150,000 in donations. The i nal activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $50,000. So far $175,000 has actually been brought in on the project. Calculate the schedule…
- After the first month of a project, the Actual Cost was $400 and the planned cost for the first month was $500. Currently, only 50% of the work have been completed. Based on this information, calculate the following: a.Cost Performance Index b.Estimate to Complete c.Estimate at Completionplease help, project management 1) Given the following information for a one-year project, answer the following questions. Recall that PV is the planned value, EV is the earned value, AC is the actual cost, and BAC is the budget at completion. PV=$22,000 EV=$20,000 AC=$25,000 BAC=$120,000 a) What is the cost variance, schedule variance, cost performance index (CPI), and schedule performance index (SPI) for the project? Show your calculations. b) How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget or over budget? Explain. c) Use the CPI to calculate the estimate at completion (EAC) for this project. Is the project performing better or worse than planned? Explain. d) Use the SPI to estimate how long it will take to finish this project. e) Sketch the earned value chart for this project. 2) Write a one-page summary explaining how is project cost management different when using an Agile approach?please help, project management 1) Given the following information for a one-year project, answer the following questions. Recall that PV is the planned value, EV is the earned value, AC is the actual cost, and BAC is the budget at completion. PV=$22,000 EV=$20,000 AC=$25,000 BAC=$120,000 a) What is the cost variance, schedule variance, cost performance index (CPI), and schedule performance index (SPI) for the project? Show your calculations. b) How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget or over budget? Explain. c) Use the CPI to calculate the estimate at completion (EAC) for this project. Is the project performing better or worse than planned? Explain. d) Use the SPI to estimate how long it will take to finish this project. e) Sketch the earned value chart for this project. 2) Write a one-page summary explaining how is project cost management different when using an Agile approach? Make sure to document any cited references.