### mgt150 workbook

Assignment 1

· Bottom-up cost estimating exercise (Module 3, pp 19-20)

· Parametric cost estimate exercise (Module 3, pp. 43-44)

· For the table below

o Create a PERT/CPM chart

o Compute project duration

o Compute Latest Start, Earliest Start, and Float (Slack)

Task Predecessor Duration

(in days)

Latest

start

Earliest

start

Float

(slack)

A Start 6

B A,D 8

C B 10

D Start 7

E D 12

F Start 12

G F 12

· Exercise 3-2 (Module 3, p. 61)

· Exercise 3-3 (Module 3, pp. 63-

Assignment 2

Following are cost and schedule data for a project that is underway.

Month 1 2 3 4 5 6 7 8 9 10 11 12

Planned 30 35 42 46 40 52 45 48 50 40 30 15

Actual 10 25 47 55 52 54 50 58

Project Cost Data

Task Planned start Planned

Duration

Actual start Actual

Duration

A Beginning

Month 1

2 months Beginning

Month 2

2.5 months

B Beginning

Month 2

3 months Beginning

Month 3

4 months

C Beginning

Month 4

3 months Beginning

Month 5

3.5 months

D Beginning

Month 6

5 months Beginning

Month 7

2 months so far

E Beginning

Month 8

4 months Not yet

begun

F Beginning

Month 10

3 months Not yet

begun

Project Schedule Data

1. Using the cost data in the cost table above, create a cumulative cost curve

comparing actual versus planned costs (Note: with the cumulative cost curve

– also called the S-curve – you must cumulate the cost data. See More Info,

Module 3, p. 53.)

2. Using the schedule data in the schedule table above, create a Gantt chart

comparing actual versus planned schedule performance

3. Summarize in words what you see project status to be at this time. What do

you predict regarding the final cost and final schedule for the project? Note,

by looking at the schedule and cost day simultaneously, you are engaging in

integrated cost/schedule control.

Assignment 3

Following are data reporting progress on a project. Work on all tasks contained in

the table is scheduled to be complete as of the day of the report.

Budget Begun? Complete? Actual

cost

Earned

Value

Sched

var

Cost

var

Task A 300 Yes Yes 325

Task B 400 Yes Yes 450

Task C 250 Yes Yes 225

Task D 425 Yes No 250

Task E 350 Yes Yes 400

Task F 250 No No 0

TOTAL

Questions

1. Using the 50-50 Rule, what is earned value for this project? (Put answer into the

“Earned value” column in the table.)

2. Using the 0-100 Rule, what is earned value for this project? (Simply supply the

number)

3. Note the discrepancy of earned value figures when using the 50-50 Rule and 0-

100 Rule. Why is there a discrepancy? Which Rule should we use? Explain your

rationale.

4. Using the 50-50 Rule earned value computation, what is schedule variance for

the project as reported? (Put answer into the “Sched var” column in the table.)

5. What is the schedule performance index (SPI)? (Provide the number. What does

this number mean?)

6. Using the 50-50 Rule earned value computation, what is the cost variance for

the project as reported? (Put answer into the “Cost var” column in the table.)

7. What is the cost performance index (CPI)? (Provide the number. What does this

number mean?)

8. If the total budget for this project is 5000, use CPI to compute estimate at

complete (EAC).

9. Using the earned value information garnered from the above table, provide your

boss a brief status report on project progress to date. Also, provide projections

for future status.

mgt150 workbook (Steve) 35.99

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