After working for several years at a construction company, you have been assigned as the project manager to build a new office building in NYC. As the project manager it is your responsibility to manage all aspects of the building construction. The buliding construction 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 60 percent complete. At the commencement of the project, the building planners were only expecting to be 100 percent complete for the first and second activity and 50 percent through the third activity at this time. The first activity involves prepping the site for the building. It was. expected that this would cost $1,420,000 and accounting reports that it actually cost only $1,300,000. The second activity was the pouring of concrete for the building. The second activify was expected to cost $10,500,000 but it actually costs $9,000,000. The third and final activity is the actual construction of the buiding superstructure. This was expected to cost a total of $8,500,000. To date accounting reports they have spent $5,000,000 on the buliding superstructure. Calculate the schedule variance, schedule performance index, and cost performance index for the project to date. (Negative values should be indicated by a minus sign. Do not round your intermediate calculations or "variance" values. Round your "performance index" values to 3 decimal places.) Note: for EVM problems it is recommended that you draw the Gantt Chart to illustrate the various tasks and their expected schedule and work performed