On March 1, the project manager received three status reports indicating resource utilization to date. Shown below are the three reports as well as the PERT diagram.

a. As of the end of week 4, how much time is required to complete the project (i.e., time to complete)?
b. At the end of week 4, are you over/under budget, and by how much, for the work (either partial or full) that has been completed to date? (This is not a cost to complete.)
c. At what point in time should the decision be made to crash activities?
d. Either construct a single table by which cost and performance data are more easily seen, or modify the above tables accordingly.
To solve this problem, you must make an assumption about the relationship between percent complete and time/cost. In the project planning budget table, assume that percent complete is linear with time and nonlinear with cost (i.e., cost must be read fromtable).

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Time weeks) PERCENT COMPLETION REPORT Time to Activity Dte Started % Completed Complete AB 100% 60% 100% DE BF not started 2/14 40% Note Becanse of priorities, resources for activity DE will not be available until 3/14. Management estimates that this activity can be crashed from 3 weeks to 2 weeks at an additional cost of $3,000 PROJECT PLANNING BUDGET: WEEKS AFTER GO-AHEAD Actvity 1 AB Total $ 2,000 2.000 2,000 3,000 4,000 000 4,000 2,000 3.000 2,500 6,000 20,000 7.500 2,000 3,000 4,000 3,000 3,000 15,000 2.500 10.500 3,000 5,000 BF CE DE EF 2,500 3,500 3,500 3.500 3,000 Total 7,000 9,000 8,500 9,500 500 10,000 6,000 3,000 64,500 COST SUMMARY Week Ending Cumulative to Date Budget Cost (Over) Under Budget Cost Over) Under Actual Actual 6,000 15,000 7,500 2.000 3,500 AB (500) (2,400) 6,200 12,500 7,400 4,500 4.000 4,500 2,400 2.800 2,500 100 (2,500) 3,500 BF DE Total 2.000 3,500 3,500 9,500 9.700 34,000 30,600 3,400