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

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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.