1. Imagine that you were asked to prepare a monthly project status report (similar to the one shown below) for your group project (execution phase). Prepare a similar type of report to be discussed in the next board meeting. Hint: You can choose the same values as described in the example below. Project number: 163 Project manager: Connor Gage Project priority now: 4 Status as of: April 1, 2007 Earned value figures: PV EV AC SV CV BAC 588,240 566,064 596,800 - 22,176 -30,736 1,051,200 EAC VAC EAC, CPI PCIB PCIC 1,090,640 -39,440 1,107,469 .95 538 .547 Project description: A computer-controlled conveyor belt that will move and position items on the belt with accuracy of less than one millimeter. Status summary: The project is approximately 25 days behind schedule. The project has a cost variance of ($30,736). Explanations: The schedule variance has moved from noncritical activities to those on the criti- cal path. Integration first phase, scheduled to start 3/26, is now expected to start 4/19, which means it is approximately 25 days behind schedule. This delay is traced to the loss of the second design team which made it impossible to start utilities documentation on 2/27 as planned. This loss illustrates the effect of losing valuable resources on the project. The cost variance to date is largely due to a design change that cost $21,000. Major changes since last report: The major change was loss of one design team to the project Total cost of approved design changes: $21,000. Most of this amount is attributed to the improved design of the serial 1/0 drivers. Projected cost at completion: EAC, is estimated to be $1,107,469. This represents an overrun of S56,269, given a CPI of .95. The CPI of.95 causes the forecast to be greater than the VAC - $39,440 Risk watch: Nothing suggests the risk level of any segments has changed. 1. Imagine that you were asked to prepare a monthly project status report (similar to the one shown below) for your group project (execution phase). Prepare a similar type of report to be discussed in the next board meeting. Hint: You can choose the same values as described in the example below. Project number: 163 Project manager: Connor Gage Project priority now: 4 Status as of: April 1, 2007 Earned value figures: PV EV AC SV CV BAC 588,240 566,064 596,800 - 22,176 -30,736 1,051,200 EAC VAC EAC, CPI PCIB PCIC 1,090,640 -39,440 1,107,469 .95 538 .547 Project description: A computer-controlled conveyor belt that will move and position items on the belt with accuracy of less than one millimeter. Status summary: The project is approximately 25 days behind schedule. The project has a cost variance of ($30,736). Explanations: The schedule variance has moved from noncritical activities to those on the criti- cal path. Integration first phase, scheduled to start 3/26, is now expected to start 4/19, which means it is approximately 25 days behind schedule. This delay is traced to the loss of the second design team which made it impossible to start utilities documentation on 2/27 as planned. This loss illustrates the effect of losing valuable resources on the project. The cost variance to date is largely due to a design change that cost $21,000. Major changes since last report: The major change was loss of one design team to the project Total cost of approved design changes: $21,000. Most of this amount is attributed to the improved design of the serial 1/0 drivers. Projected cost at completion: EAC, is estimated to be $1,107,469. This represents an overrun of S56,269, given a CPI of .95. The CPI of.95 causes the forecast to be greater than the VAC - $39,440 Risk watch: Nothing suggests the risk level of any segments has changed
