4. In one depot the progress has been monitored closely as it is a good template for many depots of a similar size. The installation of the new system is spread over 10 weeks, to minimise disruption to the depot whilst open. Task Effort Planned (work days) Estimated Completion Date (week number) Budgeted Cost of Task A 3 1 750 B 2 2 1500 C 10 5 4500 D 3 6 700 E 5 7 1250 F 3 8 750 G 2 9 700 H 3 10 1500 TOTAL 31 However, the fit out of the new system has corresponded with a particularly busy period and actual progress is shown in the following table after 5 weeks Task % Complete Actual cost A 100 % 700 B 50% 1000 C 25% 1300 D 20% 250 E 0% F 0% G 0% H 0% Once this period is over the project moves forward at a better rate and after 7 weeks the position is as follows:- Task % Complete Actual cost A 100 % 700 B 100% 1900 C 75% 2200 D 100% 1750 E 80% 1000 F 0% G 0% H 0% Using earned value management techniques comment on the positions at 5 and 7 weeks and what this tell you about project completion. Explain how the concepts of cost management fit with earned value to ensure a successful project