Exam 13: Project Evaluation and Control

Use the information in the table regarding this seven-month project to calculate the SPI in terms of dollars and compare it with the SPI calculated in terms of time.Perform both calculations for months 1 through 6.Then use the SPI(t)to provide the Estimate at Completion for Time (EACt). $\begin{array} { | l | l | l | l | l | l | l | l | } \hline & \text { Month } 1 & \text { Month } 2 & \text { Month } 3 & \text { Month 4 } & \text { Month } 5 & \text { Month 6 } & \text { Month } 7 \\\hline \text { PV (\$) } & \$ 125 & \$ 275 & \$ 500 & \$ 875 & \$ 1,485 & \$ 2,325 & \$ 2,670 \\\hline \text { EV (\$) } & \$ 150 & \$ 320 & \$ 510 & \$ 850 & \$ 1425 & \$ 2280 & \$ 0 \\\hline\end{array}$

How does a tracking Gantt chart's appearance differ from a standard Gantt chart?

The budget variance is calculated as:

Take the factors considered by earned value analysis and subtract those considered by project S-curves.The factor(s)you have remaining are:

The earned value to date divided by the planned value of work scheduled to be performed is the:

The closer to completion a project gets,the less precise and useful is the information that EVM provides.

What are the problems with milestones as a project control mechanism?

You are the new consultant to the project manager for a large product development project.During your first meeting with the project manager he brings you up to speed on the project status by showing you these S-curves.You glance at the graph,compose your thoughts,and make what comments on this project?

Use the earned value table to determine the estimated time to completion given the indicated state of the project. Activity 5 10 15 20 25 30 35 Plan \% Complete A 850 350 1,200 100\% B 400 125 525 100\% C 1,275 650 1,925 100\% D 2800 4,500 350 7,650 95\% E 680 400 1,080 75\% F 125 875 1,000 80\% G 300 1200 1,500 45\% Monthly Plan 850 750 1,400 3,450 5,180 1,175 2,075 14,880 Monthly Act 900 650 1,350 3,875 4,780 850 2,000

-Use the S-curve to choose the BEST statement about the project it describes.The horizontal axis is in weeks.

The project baseline is established by combining data from the:

The project implementation profile assesses the performance of the project team with respect to 10 critical success factors and can be used on an ongoing project.

In the formation stage,failed projects are more likely to have:

The critical success factor that relates to the underlying purpose for the project is the:

Earned value directly links all three primary project success metrics (cost,schedule,and customer satisfaction).

Funding problems are a key success inhibitor in the:

An unmotivated team is a key success inhibitor in every project stage with the EXCEPTION of the:

Measurement mechanisms should include a clear definition of:

Use the earned value table for Project Makeready to determine the schedule variance. Activity 7 14 21 28 35 42 49 plan 8 Complete Install fixtures 325 250 575 100\% Refinish floors 550 85 635 100\% Replace doors 350 275 625 100\% Complete tiling 1,200565 1,765 80\% Install back door 875 225 1,10070\% Landscaping 200 350 550 25\% Monthly Plan 325 800 435 1,475 1,440425 350 5,250 Monthly Act 550 550 550 1,100\mid1,650 550 1,100

Geoff coolly surveyed his earned value table at the conclusion of month 24.It was hard to believe that two short years ago,with his membership at Match.com about to expire,he had managed to craft an ad that was both urbane and manly enough as to catch the eye of the divine Miss Smylie.(The male model photo he substituted for his own certainly didn't hurt either. )Now he was almost done managing this critical project.Some might think him crass for taking such an approach,but he practiced what he preached at the small commuter school where he taught.Calculate all of the schedule and cost variances (costs in the table are in dollars)for this project and comment on Geoff's skills as a project manager. Activity 4 8 12 166 20 24 28 Total \% Complete Courtship 1000 2000 3000 3000 3000 1000 13000 90\% Proposal 500 5000 0 0 5000 10500 100\% Negotiations 500 0 1000 1500 100\% Invitations 800 800 100\% Showers 400 800 800 2000 100\% Musicians 400 1000 1400 20\% Caterer 200 2000 5000 7200 30\% Rehearsal 400 4000 4400 10\% Party 1000 2000 3000 20\% Ceremony 500 500 500 500 3500 5500 20\% Reception 1000 1000 6000 8000 30\% Honeymoon 2000 4000 6000 40\% Total 1000 3000 10700 5900 9700 7500 25500 63300 Cumulative 1000 4000 14700 20600 30300 37800 63300 Actual 2500 5100 127006400 10600 9000 0 Cumulative Actual 2500 7600 20300 26700 37300 46300