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Can someone please check this work and answer number 9

Running head: PROJECT ANALYSIS 1 Use the project network, baseline time-phase budget and status information below to answer questions in this problem

set. Baseline (PV)

Budge

Task DUR ES LF SL t (PV) 0

A

2

0 2

0

B

3

2 5

0

C

1

2 6

3

D

2

2 5

1

E

1

5 6

0

F

2

4 7

1

G

3

6 10 1

H

4

6 10 0

I

3

6 10 1

J

2

10 12 0

Period PV Total

Cumulative PV Total 100

200

200

200

100

600

600

800

600

600 25 1 2 3 4 5 6 7 8 9 200

200

100 100

200

400 300

200

100 200 10 11 75

50 100 50

200

150 50

300 25

25 100

300 300 300

75 400 150 350 400 500 700 600 200 300 300

100 500 650 1000 1400 1900 2600 3200 3400 3700 4000 12 Section I

Based on the data provided in the Period 4 Status Report below answer the questions in this section. Status Report Ending Period 4

Task %

EV AC PV

Complete

A

100%

150 150 75

B

50%

40 80 65

C

75%

37.5 100 87.5

D

50%

62.5 125 87.5

E

0%

0

F

0%

0

G

0%

0

H

0%

0

I

0%

0

J

0%

0 CV

0

40

62.5

62.5 SV

75

25

50

25 After period 4, what is the Planned Value (PV) of the worked schedule for Task A (round answer to two

(75+65+87.5+87.5)= 315

2. After period 4, what is the Earned Value (EV) for Task D (round answer to two decimal places)?

(150+40+37.5+62.5)= 290

3. After period 4, what is the Cost Variance (CV) for Task B (round answer to two decimal places)?

Budgeted-cost

40+62.5+62.5= 170

4. After period 4, what is the Schedule Variance (SV) for Task C (round answer to two decimal places)?

75+25+25+50=175

1. Section II

Based on the data provided in the Period 8 Status Report below answer the questions in this section. Status Report Ending Period 8 Task % Complete

A

100%

B

100%

C

100%

D

100%

E

100%

F

100%

G

100%

H

45%

I

15%

J

0%

Cumulative Totals EV

100

200

200

200

100

600

600

360

90

0

2450 ACPV

CV

150 100

140 200

110 200

260 200

120 100

520 600

700 300

100 400

100 500

0

0

2200 2600 SV

-50

60

90

-60

-20

80

-100

260

-10

0

250 0

0

0

0

0

0

300

-40

-410

0

150

- After period 8, what is the Scheduling Performance Index (SPI) value (round answer to two decimal

places)?

SPI=BCWP/ BCWS

2600/250=10.4

6. After period 8, what is the Cost Performance Index (CPI) value (round answer to two decimal places)?

CPI=BCWP/ ACWP

2450/2600=0.94

7. After period 8, what is the Percent Complete Index based on Budget Amounts (PCI-B) (round

answer to two decimal places)?

BAC= total PV for the project

(2600/2200)=1.18

8. After period 8, what is the To Complete Performance Index (TCPI) (round answer to two decimal

places)?

TCPI= (BAC-EV)/ (EAC-AC)

(2600-2450)/ (2450-2200) =0.6

9. After period 8, what is the forecasted Estimated Total Cost at Completion (EACf) (r round answer to

two decimal places)? (Hint: use the forecasting method)

10. Estimate at Completion = (Budget at Completion) / (Cost Performance Index)

(2450/ 0.94) =2606

11. After period 8, what is the forecasted Variance at Completion (VACf) (round answer to two decimal

places)? (Hint: use the forecasting method)

Variance at completion=BAC-EAC

2600-2450= (150/2600)*100=5.7%

5. Section 3 You have been provided with the following revised estimates for the remainder of the project: Activity H will be completed at the end of period 12 at a total cost of 600 Activity I will be completed at the end of period 12 at a total cost of 750 Activity J will be completed at the end of period 14 at a total

cost of 500 Use the above revised estimates to answer the questions

in this section.

Base on the revised estimates, what is the Estimated Total Cost at Completion (EACre) (round

answer to two decimal places)? (Hint: use the revised estimate method)

Total cost of completion=budget at completion/ cost performance index

(2600+600+750+500)/0.94= 4734.04

13. Base on the revised estimates, what is the Variance at Completion (VACre) (round answer to two

decimal places)? (Hint: use the revised estimate method)

12. Variance at completion=BAC-EAC

(4450-2450)/2450= (2000/ 4450)*100=44.94% Section 4 Use the information provided below to compress one time unit per move using the least cost method. Reduce the

schedule until you reach the crash point of the network. Table 2 Activity ID

A

B

C

D

E

F

G

H Activity

Predecessor

None

None Crash

Cost

(Slope

125

225

B 150 A, C

A, C E, F, G Max

Crash

Time 50

-B 300

D 100

200 Normal

Cost

2

2

3

1

0

3

2

3 2000

4000

2500

1000

5000

3000

500

1000 Normal Time

(days) 5

4

7

2

3

8

5

6 What is the direct cost of the project after the project is crashed using the least cost method to

duration of 18 days (round answer to two decimal places)?

Normal cost= (2000+4000+2500+1000+5000+3000+500+1000) =19000

Crash cost = (125+225+150+50+300+100+200) =1150

Direct cost= normal cost-crash cost= 19000-1150=17850

15. Which activities do you need to crash to get to the crash point of the network?

Activities to be crashed are activities F and C

16. What is the duration (in days) of the project after the project is crashed to the crash point of the network?

= 5+4+7+2+3+8+5+6=40-3= 37 days.

14. Section 5 Table 3 below provides the direct and indirect costs incurred by an IT project for various

project durations. Use this information to answer the questions in this section.

Table 3

Project Duration

(in days) Indirect Cost

Direct Costs 57

54

50

48 3200

3400

3550

3850 1100

1050

1000

950 Given the data provided in Table 3, should the project be crashed? Project should not be

crashed since the actual normal cost and budgeted cost is the same therefore no amount

will be saved upon crashing the product (Bartlett, 2004).

18. If the project?s client was willing to pay $100 for each day the project was delivered

early to the 48th day mark, what day would you crash the project to?

Total anticipated cost =100*48= 4800

Total actual cost= 3850+950=4800

17. Section VI

Use the information provided below to answer the question in this section.

Assume your project team has identified two factors that significantly affect the project?s

probability of failure, degree of integration (Pi) and number of units involved (Pn); where the

probability of Pi and Pn are 0.30 and 0.45, respectively. They have also identified the following

five consequences: time (Ct), budget (Cb), quality (Cq), external stakeholder satisfaction (Ce),

and internal stakeholder satisfaction (Ci). They have determined the value of these

consequences as follows: Ct= 0.20, Cb= 0.40, Cq= 0.30, Ce= 0.30, and Ci = 0.10.

Based on a calculated risk factor (RF), how would you classify the risk (Low RF < 0.30,

Medium RF 0.30 to 0.70, High RF > 0.70)?

Time= 0.30*0.2 +0.45*0.20=0.14 the risk factor is low.

Budget=0.45*0.4 +0.30*0.4=0.4 the risk factor is medium.

Quality= 0.30* 0.3+0.45*0.0.3=0.225 the risk factor is low.

External stakeholder function=0.3*0.3+0.3*0.45=0.225 the risk factor is low.

Internal stakeholder=0.1*0.3+0.3*0.45=0.155 the risk factor is low.

19. s Section 6

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DATE ANSWEREDOct 14, 2020

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