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1. Imagine that you were asked to submit a monthly project status report for your group project (execution phase). Prepare a status report similar to the one shown below for discussion in the next board meeting. Requirements: You must use the scope & schedule of your group project You can use the same numerical values (PV, EV, etc) as mentioned below or calculate values using your group project data You must identify issues, risks, milestones of your group project You must state all the assumptions . . Project number: 163 Project manager: Connor Gage Project priority now: 4 Status as of: April 1, 2007 Earned value figures: PV EV AC SV CV BAC 588,240 566,064 596,800 -22,176 -30,736 1,051,200 EAC VAC EAC CPI PCIB PCIC 1,090,640 -39,440 1,107,469 .95 .538 .547 Project description: A computer-controlled conveyor belt that will move and position items on the belt with accuracy of less than one millimeter. Status summary: The project is approximately 25 days behind schedule. The project has a cost variance of ($30,736). Explanations: The schedule variance has moved from noncritical activities to those on the criti- cal path. Integration first phase, scheduled to start 3/26, is now expected to start 4/19, which means it is approximately 25 days behind schedule. This delay is traced to the loss of the second design team which made it impossible to start utilities documentation on 2/27 as planned. This loss illustrates the effect of losing valuable resources on the project. The cost variance to date is largely due to a design change that cost $21,000. Major changes since last report: The major change was loss of one design team to the project. Total cost of approved design changes: $21,000. Most of this amount is attributed to the improved design of the serial 1/0 drivers. Projected cost at completion: EAC, is estimated to be $1,107,469. This represents an overrun of $56,269, given a CPI of.95. The CPI of.95 causes the forecast to be greater than the VAC-$39,440. Risk watch: Nothing suggests the risk level of any segments has changed. Project Description: Status Summary: Explanation: Major changes since last report: Total cost of approved design changes: Projected cost at completion: Risk Watch: 1. Imagine that you were asked to submit a monthly project status report for your group project (execution phase). Prepare a status report similar to the one shown below for discussion in the next board meeting. Requirements: You must use the scope & schedule of your group project You can use the same numerical values (PV, EV, etc) as mentioned below or calculate values using your group project data You must identify issues, risks, milestones of your group project You must state all the assumptions . . Project number: 163 Project manager: Connor Gage Project priority now: 4 Status as of: April 1, 2007 Earned value figures: PV EV AC SV CV BAC 588,240 566,064 596,800 -22,176 -30,736 1,051,200 EAC VAC EAC CPI PCIB PCIC 1,090,640 -39,440 1,107,469 .95 .538 .547 Project description: A computer-controlled conveyor belt that will move and position items on the belt with accuracy of less than one millimeter. Status summary: The project is approximately 25 days behind schedule. The project has a cost variance of ($30,736). Explanations: The schedule variance has moved from noncritical activities to those on the criti- cal path. Integration first phase, scheduled to start 3/26, is now expected to start 4/19, which means it is approximately 25 days behind schedule. This delay is traced to the loss of the second design team which made it impossible to start utilities documentation on 2/27 as planned. This loss illustrates the effect of losing valuable resources on the project. The cost variance to date is largely due to a design change that cost $21,000. Major changes since last report: The major change was loss of one design team to the project. Total cost of approved design changes: $21,000. Most of this amount is attributed to the improved design of the serial 1/0 drivers. Projected cost at completion: EAC, is estimated to be $1,107,469. This represents an overrun of $56,269, given a CPI of.95. The CPI of.95 causes the forecast to be greater than the VAC-$39,440. Risk watch: Nothing suggests the risk level of any segments has changed. Project Description: Status Summary: Explanation: Major changes since last report: Total cost of approved design changes: Projected cost at completion: Risk Watch