Refer to the following table with planned activity costs for a project. The activities are scheduled based on the early start. The numbers shows are in $thousands. Assume that five weeks have passed since the beginning of the project. < ( Total Budgeted Cost 70 65 904 ( 200 14 24 65+ 10 30 20 20 Task 14 Task 24 Task 34 Task 4 Task 5 10 30 10 The following two tables represent actual cost and work completed by the end of week 5: < e E J 100 50 34 30 20 50 4 Task 14 Task 2 Task 3 Task 4+ Task 5 14 Week 5 154 20 2 15 50 54 ( P E e Non-cumulative Actual costs: < 10 Week 2 64 74 84 94 2 25 3 4 20 10 10 30 20 20 90 30 ( 30 2 2 E 2 5 5 30 2 FE 2 J 2 2 2 2 2 2 4 5 P 2 ee Non-cumulative % of work completed Task 14 Task 24 Task 3 Task 4 Task 54 14 30% 30% Week E E 24 34 44 5 40% 20% 10% A. Perform the EVA for weeks 1-5 (that is, for every week). You have to first calculate cumulative PV, EV and AC for weeks 1-5. Then calculate to three decimal places relevant performance indices (SPI, CPI) for the week 5 (that is, just for week 5). In your opinion, how is this project performing at week 5? (19 marks) < 40% 30% 30% 20% 30% 50% 20% 22 2 e B. There are three methods in calculating EAC. Please explain their differences in their accuracies of forecasting the future project cost. (3 marks) < C. Assuming that the relationship between schedule and cost performance will remain as in week 5, what is the estimated cost at completion of the whole project (EAC), assuming the most sophisticated method of calculating EAC being adopted? Calculate up to three decimal places. (3 marks)