# 3. Using the following job log, calculate all of the basic measures and the progress indicators….

3.   Using the following job log, calculate all of the basic measures and the progress indicators. Is the project on schedule? Assume that it is currently 5/01/01.

Work Task

Estimated Eﬀort (programmer- days)

Actual Eﬀort So Far (programmer- days)

Estimated Completion Date

Actual Date Completed

1

50

70

1/15/01

2/1/01

2

35

20

2/15/01

2/15/01

3

20

40

2/25/01

3/1/01

4

40

40

4/15/01

4/1/01

5

60

10

6/1/01

6

80

20

7/1/01

The BCWS is 50+35+20+40=145 programmer-days. The BAC is 50+35+20+40+60+80=285 programmer-days. The planned values (PVs) for the work tasks are 17.5 percent, 12.3 percent, 7.0 percent, 14.0 percent, 21.1 percent, 28.1 percent. The earned value is 17.5 percent + 12.3 percent + 7 percent + 14 per- cent=50.7 percent. The BCWP for 5/01/01 is the same as BCWS in this example because the scheduled work has been completed. Thus, SPI=145/145=1.

The  schedule  variance  is 145 -145=0.  The cost performance  index =  145  /170 =

85.3 percent. This indicates that the actual eﬀort is larger than the estimated eﬀort. The cost variance is 145 -170=-25. This also indicates that more eﬀort has been required than  was  estimated.

The project appears to be on schedule but is costing more than was planned.