Assume you are the project manager and based on your customer's requirements you have determined there are four main tasks in a Dream Kitchen project. Each task has been assigned each a TBC. Specifically, the customer wants the old kitchen and a load-bearing wall removed and damage from a prior leak repaired (Task 1 - $20,000); all plumbing and electrical reconfigured and new drywall (Task 2 - $18,000); new flooring, cabinets, countertops, tile backsplash, and appliances purchased and installed (Task 3 - $35,000); and trim, painting, cleanup (remove dumpster) done (Task 4 - $5,000). You estimate this will take 5 weeks to complete. The costs are budgeted as follows: Budgeted Per Week (in 000's) TBC 2 3 4 5 Task 1 20 10 10 Task 2 18 6 11 1 Task 3 35 4 6 10 10 5 Task 4 5 2 3 What is the total cumulative TBC? What is TBC at the end of week 4? Assume 4 weeks have passed and these are the actual costs per week: Actual Costs Per Week (in 000's) 1 2 3 4 Task 1 9 6 7 Task 2 5 6 3 Task 3 1 3 10 Task 4 1 What is the CAC at the end of week 4? . Below is the cumulative percentage of work complete per task per week: Cumulative Percentage Complete 1 2 3 4 Task 1 40 52% 100% Task 2 25% 75% 100% Task 3 5% 7% 25% 55% Task 4 5% What are the CEV, CPI, and CV at the end or week 4? What is the SPI? FCAC (3 Methods) . Assume the project continues to completion with no changes to the CPI, what is the expected FCAC? Is this under or over budget? Assume the project continues based on its original budgeted costs, what is the expected FCAC? Is this under or over budget? . Using the SPI, is this project is on schedule