A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 69 percent complete. The planners were expecting to be only 54 percent through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,417,000 and it was done for only $1,297,000. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,497,000 but was actually done for $8,997,000. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,497,000. To date, they have spent $4,997,000 on the superstructure.

Calculate the schedule variance, schedule performance index, and cost performance index for the project to date.

Note: Round your "performance index" values to 3 decimal places.

Schedule Variance -

Schedule performance index-

Cast performance index -

The following activities are part of a project to be scheduled using CPM:

ACTIVITYIMMEDIATE PREDECESSORTIME (WEEKS)A5BA8CA2DC4EB%media:cm.png% D5FD4GE%media:cm.png% F8

What is the critical path?

1. multiple choice

A-C-D-F-G

A-B-E-G

A-B-D-F-G

A-C-D-E-G

How many weeks will it take to complete the project?

How much slack does activity B have?