PMAN634 IA11 Dr. Wetter 1. Use the following information to construct a \"Tracking Gantt\" chart using MS Project. Activities Duration Preceding Activities A 5 days none B 4 days A C 3 days A D 6 days B, C E 4 days B F 2 days D, E Highlight project status on day 14 using the tracking option and assuming that all tasks to date have been completed on time. Print/capture the output file. 2. Using the information in Problem 1, highlight the project's status on day 14 but assume that activity D has not yet begun. What would the new tracking Gantt chart show? Print/capture the output file. PMAN634 IA11 Dr. Wetter 3. Use the following table to calculate project schedule variance based on the units listed. (Figures are in thousands.) Schedule Variance Work Units Planned A 20 B 15 C 10 D 25 E 20 F 20 Value Earned 10 10 10 20 25 Total 110 25 Value Schedul e variance 4. Using the data in the table below, complete the table by calculating the cumulative planned and cumulative actual monthly budgets through the end of June. Complete the earned value column on the right. Assume the project is planned for a 12-month duration and $250,000 budget. Activity Jan Feb Staffing 8 7 Blueprinting 4 Prototype Development Mar Apr May Jun 2 Full Design 3 10 70 8 10 21 67 30 32 25 10 10 0 Transfer Monthly Plan Cumulative Cumul. Actual 100 2 Construction Monthly Actual 100 10 8 %C 15 6 Plan 10 15 6 14 9 40 Value PMAN634 IA11 Dr. Wetter 5. Using the data from Problem 4, calculate the following values: Schedule Variances Planned Value (PV) Earned Value (EV) Schedule Performance Index(SPI) Estimated Time to Completion Cost Variances Actual Cost of Work Performed (AC) Earned Value (EV) Cost Performance Index (CPI) Estimated Cost to Completion PMAN635 Session 11 IA-11 Session 11 Individual Assignment -11 Using the concepts discussed in Chapter 7, complete the following problems: Problem 1. A project in its 26th week has an actual cost of $157,000. It was scheduled to have spent $149,000. For the work performed to date, the budgeted value is $172,000. What are the cost and schedule variances for the project? What are the SPI and CPI? Problem 2. A project has just completed its 87th item in the project plan. It was scheduled to have spent $298,000 at this point in the plan, but has actually spent only $266,000. The project manager estimates that the value of the work actually finished is nearly $282,000. What are the spending and schedule variances for the project? What are the SPI and CPI? Problem 3. The following project is at the end of its 6th week. Find the cost and schedule variances. Also find the CPI and SPI. Then find the critical ratio of the project using earned value calculations. Finally, calculate the ETC and EAC for the project. Activity a b c d e Predecessor Duration (wks) 2 3 a 2 a 5 b,c 4 Budget ($) 300 200 250 600 400 Actual Cost ($) 400 180 300 400 200 %Complete 100 100 100 20 20 Problem 4. Solve the following Case: Stoneworth Paving Company specializes in highway paving jobs for state of Virginia. When the State first awarded Stoneworth the contract, they stipulated a 1% penalty for each week Stoneworth was late on a completion date. Preston Flintrock, the project coordinator for Stoneworth, began to notice that the last two jobs were three weeks late, and the paving job that was due to be completed in the next two weeks was behind schedule. When Preston went in the field to investigate, he found the job to be understaffed, supplier delays, and a high work rejection/repaving needed. As a result, Preston decided to establish a better system of project control and present it to the boss. Question 1: If you were Preston, what characteristics would you be looking for in a new control system? Explain Question 2: Will a new control system be adequate for the problem? Explain