1. Schudule Variance

2. Schedule Performance Index

3. Cost Variance

4. Cost Peformance Index

Your project to obtain charitable donations is now 44 days into a planned 54-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 38 days of the project and to bring in $26,100. Even though we are 44 days into the project, we still see that we have only 88% of this activity complete. The second activity relates to company donations and is scheduled to run for 44 days starting on day 6 and extending through day 50 . We estimate that, even though we should have (3844)86.36% of this activity complete, it is actually only 58% complete. This part of the project was scheduled to bring in $151,100 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $52,200. So far, $174,600 has actually been brought in on the project. Calculate the Schedule Variance, Schedule Performance Index, and Cost (actually value in this case) Performance Index. (Hint: Note that this problem is different since revenue rather than cost is the relevant measure. Use care in how the measures are interpreted.) Note: Negative values should be indicated by a minus sign. Do not round your intermediate calculations or "variance" values. Round your "performance index