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? AC=$88‚800 PV=$101‚000 EV=(PV * percent completed)=101‚000* (6/7)=$86‚860 2. What are the SV‚ CV‚ SPI‚ and CPI for the project? SV=(EV-PV)=86‚860-101‚000= -14‚140 CV=(EV-AC)=86‚860-88‚800= -1‚940 SPI=(EV/PV) .86 = behind schedule CPI=(EV/AC) = .978 = over budget 3. Assess the project performance to date? Do you get to have
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complete text of this exercise): PV= $23‚000 EV=$20‚000 AC= $25‚000 BAC=$120‚000 * What is the cost variance‚ schedule variance‚ cost performance index (CPI)‚ and schedule performance index (SPI) for the project? Cost Variance: Earned Value (EV) – Actual Cost (AC) $20‚000 - $25‚000 = ($5‚000) Schedule Variance: EV – Planned Value (PV) $20‚000 - $23‚000 – ($3000) Cost Performance Index: EV / AC $20‚000 / $25‚000 = 0.8 Schedule Performance Index: EV / PV $20‚000 / $23‚000 = 0.869
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AP/ADMS 3353: Project Management Final Information Date: Friday‚ December 11‚ 2009 Time: 7:00 pm Location: All sections according to surnames: ABD-HAL: Curtis Lecture Halls C HAQ-NYS: Curtis Lecture Halls D OJO-ZHA: Curtis Lecture Halls E All those who need to take the make-up midterm‚ the room is Curtis Lecture Halls E‚ regardless of your surname. Duration: 2 hours – 2 hours and 15 minutes Important Notes: • To bring: Student ID (photo ID is required)‚ pen‚ PENCIL‚ non-programmable
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Value (PV) Actual cost (AC) and earned value (EV) each of these elements are used on a standard basis as of a reporting date. Planned value (PV) is the total cost of the work schedule calculated as PV or BCWS=Hourly Rate* Total Hours Planned or Scheduled. Actual cost (AC) is the cost taken to complete the work as of a reporting date calculated as AC or ACWP=Hourly Rate* Total Hours Spent. Earned value (EV) is the total cost of the work completed/performed as of a reporting date calculated as EV or BCWP=Baseline
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ProXalt® Student RecallSheet© Project Management Process Groups Initiation Planning Executing Monitor & Control Closing •Based on the Feasibility Study conducted and using Project Selection Methods‚ the project selection committee selects a project. The client Develops Project Charter‚ Preliminary Scope Statement and the sponsor approves the project charter •Based on Project Charter and Preliminary Scope statement‚ the project team conducts all planning activities and Develops the Project
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properly set to 11/11/2013). PV: The budget that will be spent during the duration of the project. $ 22‚919.23 EV: This would be the budgeted cost that should have been spent for that actual work that was completed. $7‚120.19 AC: The money that was spent for the completion. $6‚783.84 SV: Is what is used to measure performance after that completion of the project. From what I see it’s the difference between the earned value/ planned value (SV=EV-PV) $15‚799.04 CV: This would
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INSTRUCTOR’S RESOURCE MANUAL CHAPTER THIRTEEN Project Evaluation and Control To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER 13 PROJECT PROFILE: Solar Power on the Rise Introduction 13.1 CONTROL CYCLES – A GENERAL MODEL 13.2 MONITORING PROJECT PERFORMANCE Project S-Curves Milestone Analysis Gantt Charts 13.3 EARNED VALUE MANAGEMENT Creating Project Baselines Why Bother with Earned Value
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Stimulating and attractive In my setting children learn through senses‚ interesting and visually attractive‚ stimulating activities to promote their learning and development covering all the subjects of the Northern Ireland Curriculum. The classroom has a computer and an interactive white board‚ a role-play corner‚ story corner‚ sand and water trays‚ all these areas are well utilised on a daily basis providing opportunities to be actively involved in practical and challenging experiences while
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MGT2 Task 3 Task A: Addendum to the Risk Assessment Matrix: Description of Risks Impact Likelihood of Occurrence (L‚M‚H) Degree of Impact (L‚M‚H) Initial Action to Take if Event Occurs Team Member Responsible Strategies for Prevention and Mitigation Widespread security breach due to unauthorized access to sensitive customer information Negative publicity of the company and loss of credibility in the eyes of existing and potential customers impacting overall business M H Take immediate action
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KMC Fire Department Project Abstract We are implementing videoconference to make our response time better as measured by our standard operating procedures‚ which is worth improving ability to save lives‚ property‚ and fuel. The implementation will cover 200 fire stations within the Department of Defense. We will discuss how Earned Value Management is used in this project in every phase. Problem Statement: Implementing videoconference technology
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