MBA – Main – Set 14
Earned Value Management Exercise
The instructions for this week’s exercise can be found within the attached exercise template.
References
Muthukumar R. (2005). Case studies on the global automobile industry. Fiat and GM: Atroubled merger.Timothy J. Kloppenburg, VittalAnatantmula, and Kathryn N. Wells. (2016). Contemporaryproject management. Fourth Edition
EARNED VALUE MANAGEMENT EXERCISE
Instructions: You have been instructed to provide a detailed analysis of the current progress of cost and schedule for an on-going project. You have been provided the Planned Value, Earned Value, Actual Cost and Budget at Completion. You will calculate the Variances, Indexes and Estimates for the project to provide a comprehensive report on the project. The comprehensive report should explain how the results are calculated, what the results mean, and what specific action steps should be taken to bring the project back within scope. Definitions must cite Kloppenborg textbook.
|
Planned Value (PV) |
150,000 |
|
Earned Value (EV) |
100,000 |
|
Actual Cost (AC) |
200,000 |
|
Budget at Completion (BAC) |
500,000 |
|
Schedule Variance (SV) |
|
Cost Variance (CV) |
|
Schedule Performance Index (SPI) |
|
Cost Performance Index (CPI) |
|
Estimate to Completed (ETC Method 1) |
|
Estimate to Complete (ETC Method 2) |
|
Estimate at Completion (EAC) |
|
To-complete Performance Index (TCPI) |
Comprehensive Situational Analysis: