Submitted By mjshivers

Words 679

Pages 3

Words 679

Pages 3

1.

PV - $101,000

AC -$88,800

EV = $101,000 X 6/7(.857) = $86,571

2.

SV= $86,571 – 101,000 = -$14,428 CV=$86,571 - $88,800=-$2229 SPI =$86571/$101000 =.857(the number is below 1 so it is behind schedule CPI $86571/$88800= .97 (the number is below 1 so the project is over budget

3.

The project is over budget and behind schedule and over budget so there is no need to celebrate.

5-2 Earned Value Calculation Project Schedule and Budget Data…...

...cost estimates, and to assign management and task responsibilities. In a WBS the top layer is very general, and each subsequent layer is more and more specific. Every level in the WBS is the detailed explanation of the level above it. Building a WBS helps to: * Provide a detailed and comprehensive illustration of project scope. * Monitor progress – because the tasks on the WBS become the basis for monitoring progress because each is a measurable unit of work. * It also helps to create accurate cost and schedule estimates - it provides a detailed structure to estimate and capture costs for equipment, labor, and materials on each task. * Finally it helps to build project teams – because every team member wants clear works assignments and a sense of how his or her work fits into the overall effort – a good WBS does both. The project team’s commitment to the plan is further increased by having them to participate in building the WBS. The WBS can be created using a graphic chart format or as an indentured list. The indentured list format is presented in this report; however the graphic chart format is also available should you require it. Often times the top levels of the WBS identify the physical deliverables to be produced. By subdividing a project like this, according to physical deliverables, it is easy to attach performance, cost, and time requirements to each deliverable and to assign responsibility for meeting those requirements. Problem at Hand A......

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...Pm592 Week 5 Assignment PM 592 Week 5 Assignment Problem 5-1 – Earned Value Calculation 1. What are the PV, EV and AC for the project at the end of end Day 6? PV = $101,000 AC = $88,880 EV = (PV x % Completed) = 101,000 x 6/7 = $86,860 2. What are the SV, CV, SPI and CPI for the project? SV = (EV-PV) = $86,860 - $88,880 = $-14,140 (Project is behind schedule) CV = (EV-AC) = $86,860 - $88,880 = $-2,020 (Project is over budget) SPI = (EV/PV) = .86 (If the number is below 1.0 which means the project is behind schedule) CPI = (EV/AC) = .97 (If the number is below 1.0, so the cost is greater than budget (over-budget) 3. Asses the project performance to date? Do you get to have the celebration. No celebration. The project at the end of day 6 is overbudget and behind schedule. Problem 5-2 – 1. Calculate the schedule variance for each task and the total project. - (EV-PV) Task A – (1600 – 1600) = 0 Task B – (4000 – 4000) = 0 Task C – (12,645 – 14050) = -1405 Task D – (580 – 1450) = -870 Task E – (0 – 2000) = -2000 Task F- = 0 Task G = 0 Total SV = -4275 2. Calculate the cost variance for each task and the total project. - (EV-AC) Task A – (1600 – 1800) = -200 Task B – (4000 – 4500) = -500 Task C – (12,645 – 13500) = -855 Task D – (580 – 500) = 80 Task E – (0 – 0) = 0 Task F- = 0 Task G = 0 Total C = -1475 3. What is your......

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... A 4 weeks -- 1 Cutting Platform/$800 day. | B 4 weeks -- 1 Sand Blast Machine/$1,000 day. | C 3 weeks B 1 Rolling Mill/$750 day. | D 2 weeks A,C 1 Automatic Welder/$1,000 day. | E 3 weeks B 1 Rolling Mill/$750 day. | F 5 weeks D,E 1 Sand Blast Machine/$1,000 day. | The fabricator has only one machine of each type available at the above costs, and operations cannot be split (i.e. once started, the task must finish). Additional equipment can be rented at a 75% cost premium if needed. Hint: A premium implies you pay an amount above and beyond the current amount. a. Identify any resource conflicts in the above project. State the activities involved, the time frame of the conflict(s), the resources in conflict and the quantity of resource involved. Hint: The key to this problem is the layout you choose for the project. To identify resource conflicts, the schedule will have to include a timescale. b. What is the least cost method of resolving the conflict(s), assuming the project duration must not be extended? What additional cost, if any, will be incurred? Hint: The Project Manager may have to be creative here to propose the optimal solution. Check answer: There is a 3 day conflict and there is extra cost involved in resolving. Answer: a. Conflict exists during weeks 5, 6, & 7...

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...Instructions: Please complete all 3 multi-part problems for this week's assignment. 2-1 Basic Estimating Problem Your company is installing a new piece of machining equipment and a robotic arm. Your manager asks for the project costs by cost category as well as the total amount. Given the following information, develop a base cost estimate by grouping costs by Equipment / Material (items 1 – 4), Installation / Labor (items 5 and 6), and Overhead (items 7-9). 1. Two pieces of equipment costing $ 15,000 and $ 35,000 2. Material required for electrical hook-up is 400 feet at $ 25 per foot 3. Controls for each piece of equipment are estimated at $ 600 each 4. Required start-up material is 3,700 pounds at $ 2.70 per pound 5. Company labor for installation requires two maintenance specialists for two days at eight hours per day and $ 35 per hour 6. Contract labor is estimated at a fixed price of $ 7,500 7. Engineering is estimated to be 15% of (equipment / material) cost based on past experience 8. Inspection is estimated to be 3% of (labor) cost based on past experience 9. General and Administrative expenses are estimated to be 5% of the total of (equipment / material) and (labor) based on past experience. Note: For this problem, only items 5 and 6 are considered "labor" for the purpose of calculating items 8 and 9. Check answer: Total project cost = $94,737.60 Answer – Material/Equipment Amount ($) Totals Equipment #1 15000 =15,000 Equipment #2 35000...

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...Week 5 Assignment ACC206 1. Basic present value calculations Future Value $12,000.00 Years: 5 Rate: 12% Present Value = $6,809 Annual Cash Flow $16,000.00 Duration 12 Rate 14% Present Value $90,565 Rate 10% Year Cash Flows Present Value 0 $ - $ - 1 $15,000.00 $13,636.36 2 $ - $ - 3 $10,000.00 $7,513.15 Present value $21,150 Rate 16% Year Cash Flows Present Value 0 $ - $ - 1 $8,000.00 $6,896.55 2 $8,000.00 $5,945.30 3 $8,000.00 $5,125.26 4 $10,000.00 $5,522.91 Present value $23,490 2. Cash flow calculations and net present value A. Year Cash Flow 20X1 ($10,000) 20X1 $1,300 20X2 $1,300 20X3 $14,550 B. 20X1 -10000 20X1 1120.69 20X2 966.1118 20X3 9321.569 1408.371 C. Yes it was a good idea to require the stock because the NPV is positive. 3. Straightforward net present value and internal rate of return NPV of Total Costs ($445,000.00) NPV of Total Savings $392,725.90 -$40,000 saved each year for 20 years. NPV of Cash Flows ($52,274.10) NPV is negative so it is not a good idea to acquire the landfill. 4. Straightforward net-present-value and payback computations Revenues 600000 Variable cost 400 400000 fixed cost 160000 40000 120000 Total......

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...PM 592 Week 5 Assignment Problem 5-1 – Earned Value Calculation 1. What are the PV, EV and AC for the project at the end of end Day 6? PV = $101,000 AC = $88,880 EV = (PV x % Completed) = 101,000 x 6/7 = $86,860 2. What are the SV, CV, SPI and CPI for the project? SV = (EV-PV) = $86,860 - $88,880 = $-14,140 (Project is behind schedule) CV = (EV-AC) = $86,860 - $88,880 = $-2,020 (Project is over budget) SPI = (EV/PV) = .86 (If the number is below 1.0 which means the project is behind schedule) CPI = (EV/AC) = .97 (If the number is below 1.0, so the cost is greater than budget (over-budget) 3. Asses the project performance to date? Do you get to have the celebration. No celebration. The project at the end of day 6 is overbudget and behind schedule. Problem 5-2 – 1. Calculate the schedule variance for each task and the total project. - (EV-PV) Task A – (1600 – 1600) = 0 Task B – (4000 – 4000) = 0 Task C – (12,645 – 14050) = -1405 Task D – (580 – 1450) = -870 Task E – (0 – 2000) = -2000 Task F- = 0 Task G = 0 Total SV = -4275 2. Calculate the cost variance for each task and the total project. - (EV-AC) Task A – (1600 – 1800) = -200 Task B – (4000 – 4500) = -500 Task C – (12,645 – 13500) = -855 Task D – (580 – 500) = 80 Task E – (0 – 0) = 0 Task F- = 0 Task G = 0 Total C = -1475 3. What is your assessment of the project at this time? The project is behind schedule and overbudget at the......

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...Week 5 Assignment In each week Click Link Below To Buy: http://hwcampus.com/shop/week-5-assignment-in-each-week/ In each week the learning assignment is designed to demonstrate your competence with the Terminal Course Objectives of the course. Prior to working on the assignment, you should read through the week’s chapters and lesson. Clearly identify your work with your name, the date, the week number, and the assignment name, and upload work to the Dropbox. The questions are designed to probe the higher levels of thinking and learning such as analyzing, evaluating, and creating, and so there often are no correct answers. Instead of focusing and who wins or loses the case, you should analyze, evaluate and create alternative solutions to the various issues presented while arguing and debating the connections between business, law, politics and ethics. Terminal Course Objective: D Video Case Study: Equal Opportunity in Employment—Isiah Thomas http://media.pearsoncmg.com/ph/streaming/bp/2013/business_law/BLaw2013_Equal_Opp.html Watch the video case study and then write a one- to two-page reflective paper (double spaced) on the following questions while discussing the connections between business, law, politics, and ethics. 1. Discuss whether there should be a different standard of behavior in the workplace compared to personal relationships. 2. According to the video, Isiah Thomas put his arm around the victim, tried to kiss her on the cheek, called her......

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...Week 5 Assignment Click Link Below To Buy: http://hwaid.com/shop/week-5-assignment/ In each week the learning assignment is designed to demonstrate your competence with the Terminal Course Objectives of the course. Prior to working on the assignment, you should read through the week’s chapters and lesson. Clearly identify your work with your name, the date, the week number, and the assignment name, and upload work to the Dropbox. The questions are designed to probe the higher levels of thinking and learning such as analyzing, evaluating, and creating, and so there often are no correct answers. Instead of focusing and who wins or loses the case, you should analyze, evaluate and create alternative solutions to the various issues presented while arguing and debating the connections between business, law, politics and ethics. Terminal Course Objective: D Video Case Study: Equal Opportunity in Employment—Isiah Thomas http://media.pearsoncmg.com/ph/streaming/bp/2013/business_law/BLaw2013_Equal_Opp.html Watch the video case study and then write a one- to two-page reflective paper (double spaced) on the following questions while discussing the connections between business, law, politics, and ethics. 1. Discuss whether there should be a different standard of behavior in the workplace compared to personal relationships. 2. According to the video, Isiah Thomas put his arm around the victim, tried to kiss her on the cheek, called her sexually charged names,...

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...Instructions: Please complete all 3 multi-part problems for this week's assignment. 2-1 Basic Estimating Problem Please look at the Attached Excel sheet for answer for first problem only. 2-2 Three-point Estimate Problem (a) Data: a = the best case estimate = $0.24/lb. m= the most likely estimate = $0.30/lb. b= the worst case estimate = $0.62/lb. Answer: We have to determine the E-value: E = (a + (4*m) + b) /6 E = (0.24 + (4 * 0.30) + 0.62)/ 6 E = $0.34/lb. (b) Data: a = the best case estimate = 37 tons m= the most likely estimate = 40 tons. b= the worst case estimate = 49 tons Answer: We have to determine the E-value: E = (a + (4*m) + b) /6 E = (37 + (4 * 40) + 47)/ 6 E = 40.66 tons or 41 tons if you want to round it up. (c) Using the estimates from 1 & 2, what is the expected cost for structural steel over the life of the project? ( 41 tons * 2000lbs.) = 82,000 lbs. Therefore, the estimates would be: $0.34/lb * 82,000 lbs = $27,880 (d) Using the "Complex" three-point method, what is the expected cost for structural steel over the life of the project? Expected cost: $0.34/lb * 82,000 lbs = $27,880 Most optimistic cost: $0.24/lb * 74,000 lbs = $17,760 Most pessimistic cost: $0.62/lb * 98,000 lbs = $60,760 The final estimated cost for the material is: (($17,760 + (4 * $27,880) +......

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...Estimating Problem Your company is installing a new piece of machining equipment and a robotic arm. Your manager asks for the project costs by cost category as well as the total amount. Given the following information, develop a base cost estimate by grouping costs by Equipment / Material (items 1 – 4), Installation / Labor (items 5 and 6), and Overhead (items 7-9). 1. Two pieces of equipment costing $ 15,000 and $ 35,000 2. Material required for electrical hook-up is 400 feet at $ 25 per foot 3. Controls for each piece of equipment are estimated at $ 600 each 4. Required start-up material is 3,700 pounds at $ 2.70 per pound 5. Company labor for installation requires two maintenance specialists for two days at eight hours per day and $ 35 per hour 6. Contract labor is estimated at a fixed price of $ 7,500 7. Engineering is estimated to be 15% of (equipment / material) cost based on past experience 8. Inspection is estimated to be 3% of (labor) cost based on past experience 9. General and Administrative expenses are estimated to be 5% of the total of (equipment / material) and (labor) based on past experience. Note: For this problem, only items 5 and 6 are considered "labor" for the purpose of calculating items 8 and 9. Check answer: Total project cost = $94,737.60 Equipment and Material Two pieces of equipment $50,000.00 (15,000 + 35,000) Material for electrical hook up 10,000.00 (400 x 25) Controls for each equipment 1,200.00 (600 x......

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...Week 5 Assignment In each week Click Link Below To Buy: http://hwcampus.com/shop/week-5-assignment-in-each-week/ In each week the learning assignment is designed to demonstrate your competence with the Terminal Course Objectives of the course. Prior to working on the assignment, you should read through the week’s chapters and lesson. Clearly identify your work with your name, the date, the week number, and the assignment name, and upload work to the Dropbox. The questions are designed to probe the higher levels of thinking and learning such as analyzing, evaluating, and creating, and so there often are no correct answers. Instead of focusing and who wins or loses the case, you should analyze, evaluate and create alternative solutions to the various issues presented while arguing and debating the connections between business, law, politics and ethics. Terminal Course Objective: D Video Case Study: Equal Opportunity in Employment—Isiah Thomas http://media.pearsoncmg.com/ph/streaming/bp/2013/business_law/BLaw2013_Equal_Opp.html Watch the video case study and then write a one- to two-page reflective paper (double spaced) on the following questions while discussing the connections between business, law, politics, and ethics. 1. Discuss whether there should be a different standard of behavior in the workplace compared to personal relationships. 2. According to the video, Isiah Thomas put his arm around the victim, tried to kiss her on the cheek, called her......

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...Week 2 Assignment Problems 2-1 Basic Estimating Problem: * Equipment / Material: 1. $15,000 + $35,000 = $50,000.00 2. 400ft x $25.00 per ft. = $10,000.00 3. $600 x (2) pcs of equipment= $1,200.00 4. 3,700 lbs @ $2.70 per pd= $9,990.00 Total Equipment/ Material = $71,190.00 * Installation/Labor: 5. $35.00 per hour x (8) hours = $280.00 per day per person $280.00 per person x (2) = $560.00 per person x (2) days = $1,120.00 6. Fixed Labor = $7,500.00 Total Installation/Labor = $8,620.00 * Overhead: 7. Engineering 15% of $71,190 = $10,678.50 8. Inspection 3% of $8,620 = $ 258.60 9. Equipment 5% of $71,190= $ 3,559.50 + $8,620 x 5% = $431.00 = $3,990.50 Total Overhead= $14,927.60 Total Project Cost = $94,737.60 * 2-2 Three Point Estimate Problem A) Price for the material is $0.30/ LB The most optimistic price estimate is $0.24/LB The most pessimistic estimate is $0.62/LB The expected price of the material: Pexp = (Popt + 4 x Pmost + Ppess)/6 Pexp = (0.24 + (4 x 0.30 + 0.62) / 6 Pexp = 0.24 + (1.2 + 0.62) / 6 Pexp = 0.24 + 1.82/ 6 Pexp= 2.06 /6 Pexp = 0.34/ LB B) One Ton = 2,000 lbs Popt = Optimistic Cost = 37 Tons Pmost = Most Likely Cost = 40 Tons Ppess = Pessimistic Cost = 49 Tons Pexp = (Popt + 4 x Pmost + Ppess) / 6 Pexp = (37 + 4 x 40 + 49) / 6 Pexp = 37 + 160 + 49/ 6 Pexp = 246/ 6 Pexp = 41/ Tons C) Expected Cost for......

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...Problems 5-1 through 5-2 (Graded) 5-1 Earned Value Calculation You are 4 months into a 6 month project. The project is linear, which means that the progress and spending occurs at a constant rate. Our crack project team of highly skilled associates has worked diligently and put in extra hours to keep the project going. Our accounting department has provided the following data at the end of month 4: Actual cost to date = $88,800 Planned expenditures to date = $101,000 The CFO is excited and has sent you an email congratulating you for being 12.07% under budget. However, is it really time to hold a team celebration? That would be fun but your project manager mentality kicks in. Those numbers look good but how are we ‘really’ doing? To understand the true project performance, we need to apply earned value techniques. The missing piece we need is Earned Value (i.e. what we have actually accomplished so far). You meet with your team and find that only 6 of the 7 tasks scheduled to be complete by the end of month 4 have actually been completed. Task 7 isn’t even started! This information gives you the final data you need to apply ‘Earned Value’ and develop an objective analysis. 1. What are the PV, EV, and AC for the project at the end of month 4? 2. What are the SV, CV, SPI, and CPI for the project? 3. Assess the project performance to date? Do you get to have the celebration? 5-2 Earned Value Calculation Project Schedule and Budget Data......

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...Your company is installing a new piece of machining equipment and a robotic arm. Your manager asks for the project costs by cost category as well as the total amount. Given the following information, develop a base cost estimate by grouping costs by Equipment / Material (items 1 – 4), Installation / Labor (items 5 and 6), and Overhead (items 7-9). 1. Two pieces of equipment costing $ 15,000 and $ 35,000 2. Material required for electrical hook-up is 400 feet at $ 25 per foot 3. Controls for each piece of equipment are estimated at $ 600 each 4. Required start-up material is 3,700 pounds at $ 2.70 per pound 5. Company labor for installation requires two maintenance specialists for two days at eight hours per day and $ 35 per hour 6. Contract labor is estimated at a fixed price of $ 7,500 7. Engineering is estimated to be 15% of (equipment / material) cost based on past experience 8. Inspection is estimated to be 3% of (labor) cost based on past experience 9. General and Administrative expenses are estimated to be 5% of the total of (equipment / material) and (labor) based on past experience. Note: For this problem, only items 5 and 6 are considered "labor" for the purpose of calculating items 8 and 9. Check answer: Total project cost = $94,737.60 Equipment & Materials Cost Equipment $15,000 $35,000 Total $50,000 Materials for Electrical Hookup 400/ft * $25.00 per foot Total $10,000 Controls for each piece of......

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... 258.60 General and Administrative Expenses 5% of $71,190=$3559.50 + 5% of $8620.00= $431.00 $3559.50 + $431.00 = 3,990.50 Total Overhead $ 14,927.60 Total Project Cost: $71,190.00 + $8620.00 + $14,927.60= $ 94,737.60 2-2 Three-point Estimate Problem A) Price for the material is $0.30/ lb The most optimistic price estimate is $0.24/lb The most pessimistic estimate is $0.62/lb The expected price of the material: Pexp = (Popt + 4 x Pmost + Ppess)/6 Pexp = (0.24 + (4 x 0.30 + 0.62) / 6 Pexp = 0.24 + (1.2 + 0.62) / 6 Pexp = 0.24 + 1.82/ 6 Pexp= 2.06 /6 Pexp = 0.34/ lb B) One Ton = 2,000 lbs Popt = Optimistic Cost = 37 Tons Pmost = Most Likely Cost = 40 Tons Ppess = Pessimistic Cost = 49 Tons Pexp = (Popt + 4 x Pmost + Ppess) / 6 Pexp = (37 + 4 x 40 + 49) / 6 Pexp = 37 + 160 + 49/ 6 Pexp = 246/ 6 Pexp = 41 tons C) Simple Method: Expected Cost = $0.34 lbs x (41 tons(2,000) $.34 x 82,000= $27,880.00 D) Complex Method: Expected Cost: $0.34/lb x 82,000lbs = $27,880 Most Optimistic Cost: $0.24 x (37) (2,000) $0.24 x 74,000 lbs = $17,760 Most Pessimistic Cost: $0.62 x (49)(2,000) = $60,760 (Opt Cost + (4 x expected cost) + most pessimistic) / 6 $17,760 + (4 x 27, 880) + 60,760 $17,760 + 111,520 + 60,760 = $190,040 / 6 = $31,673 2-3 Contingency Allowance Problem OM = +50% Budget= +20% Definitive= +5% A) 1.50(80.00 + 3.00+6.00) + 1.20(7.00 + 5.50 + 6.50)......

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