Network Diagram A D 3 5 B E G 5 1 F 3 3 Baseline Budget (SK) Week 4 5 1 2 3 6 7 8 Total Activity A 2.0 2.0 2.0 6.0 B 3.0 4.0 4.0 4.0 5.0 20.0 2.0 3.0 2.5 7.5 2.0 3.0 4.0 3.0 3.0 15.0 2.5 2.5 D E F G Total 3.5 3.5 3.5 10.5 3.0 3.0 7.0 9.0 8.5 9.5 11.5 10.0 6.0 3.0 64.5 Percent Completion Report Date Percent Time to Activity Started Completed Complete A 1-Feb 100 B 1-Feb 60 2 1-Feb 100 D 15-Feb 40 3 F *see note 3 N ww *Note: Due to resource priority conflicts, resources for Activity F will not be available until the 3/15 (the start of week seven). The manager of this activity estimates the duration can be crashed by one week for an additional cost of $3,000 Cost Summary Activity . B C D F Total Week 4 Cumulative to Date Budget Actual Variance Budget Actual Variance $ $ $ $ 6,000 $ 6,200 $ (200) $ 4,000 $ 4,500 $ (500) $ 15,000 $12,500 $ 2,500 $ $ 2,400 $ (2,400) $ 7,500 $ 7,400 $ 100 $ 2,000 $ 2,800 $ (800) $ 2,000 $ 4,500 $ (2,500) $ 3,500 $ $ 3,500 $ 3,500 $ $ 3,500 $ 9,500 $ 9,700 $ (200) $ 34,000 $30,600 $ 3,400 Questions Complete the following table through week four of the project. Enter PCI-B (= Total EV/Total PV) for the total project percent complete. Planned Earned Cost Percent Value Value Actual Cost Variance Activity Complete (PV) (EV) (AC) (CV) A Schedule Variance (SV) B D E F G Total PCI-B = As of the end of week 4, how much total time is required to complete the project assuming no activities are crashed? At the end of week 4, are you currently over/under budget and by how much? What is the Estimate at Completion (EAC) for this project if current average cost performance trends continue? What is your recommendation regarding the opportunity to crash activity F? Network Diagram A D 3 5 B E G 5 1 F 3 3 Baseline Budget (SK) Week 4 5 1 2 3 6 7 8 Total Activity A 2.0 2.0 2.0 6.0 B 3.0 4.0 4.0 4.0 5.0 20.0 2.0 3.0 2.5 7.5 2.0 3.0 4.0 3.0 3.0 15.0 2.5 2.5 D E F G Total 3.5 3.5 3.5 10.5 3.0 3.0 7.0 9.0 8.5 9.5 11.5 10.0 6.0 3.0 64.5 Percent Completion Report Date Percent Time to Activity Started Completed Complete A 1-Feb 100 B 1-Feb 60 2 1-Feb 100 D 15-Feb 40 3 F *see note 3 N ww *Note: Due to resource priority conflicts, resources for Activity F will not be available until the 3/15 (the start of week seven). The manager of this activity estimates the duration can be crashed by one week for an additional cost of $3,000 Cost Summary Activity . B C D F Total Week 4 Cumulative to Date Budget Actual Variance Budget Actual Variance $ $ $ $ 6,000 $ 6,200 $ (200) $ 4,000 $ 4,500 $ (500) $ 15,000 $12,500 $ 2,500 $ $ 2,400 $ (2,400) $ 7,500 $ 7,400 $ 100 $ 2,000 $ 2,800 $ (800) $ 2,000 $ 4,500 $ (2,500) $ 3,500 $ $ 3,500 $ 3,500 $ $ 3,500 $ 9,500 $ 9,700 $ (200) $ 34,000 $30,600 $ 3,400 Questions Complete the following table through week four of the project. Enter PCI-B (= Total EV/Total PV) for the total project percent complete. Planned Earned Cost Percent Value Value Actual Cost Variance Activity Complete (PV) (EV) (AC) (CV) A Schedule Variance (SV) B D E F G Total PCI-B = As of the end of week 4, how much total time is required to complete the project assuming no activities are crashed? At the end of week 4, are you currently over/under budget and by how much? What is the Estimate at Completion (EAC) for this project if current average cost performance trends continue? What is your recommendation regarding the opportunity to crash activity F