PMP575_Patel_NumericProblems_Chapte10

PMP575_Patel_NumericProblems_Chapte10 - Problem # 1 Actual...

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Problem # 1 Actual Cost 540,000 Planned Value 523,000 Earned Value 535,000 i) Cost variance CV = EV-AC (5,000) ii) Schedule VarianceSV = EV - PV 12,000 Since the Cost Variance is project is Over budget Schedule Variance is favourable to project.
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Problem # 2: Month 5 Actual Cost $34,000 Planned Value $42,000 Earned Value $39,000 i) Cost Variance CV=EV - AC $5,000 ii) Schedule Variance SV = EV-PV ($3,000) iii) Cost Performance Index CPI = EV/AC 1.15 iv) Schedule Performance IndeSPI = EV/PV 0.93 Since CPI >1, Cost Variance is favourable Since SPI<1, Project is running behind the Schedule and is unfavourable
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Problem # 3 Project Cost at 70 day 70 Actual Cost $78,000 Planned Value $84,000 Earned Value $81,000 i) Cost Variance CV=EV - AC $3,000 ii) Schedule Variance SV = EV-PV ($3,000) iii) Cost Performance Index CPI = EV/AC 1.04 iv) Schedule Performance Index SPI = EV/PV 0.96 V) Cost Schedule Index CSI = EV*EV/ AC*PV 1 vi) Time Variance TV = ST-AT For one day project Cost $1,200.00 (2.50) Since CPI >1, Cost Variance is favourable
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This note was uploaded on 11/08/2010 for the course MBA PMP 575 taught by Professor Drack during the Spring '10 term at RMU.

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PMP575_Patel_NumericProblems_Chapte10 - Problem # 1 Actual...

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