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    Earned Value Problems

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    Pallavijo
    This document provides examples of calculating key earned value management metrics like estimate at completion (EAC), variance at completion (VAC), schedule performance index (SPI), and cost performance index (CPI) for several projects. It explains how to determine if a project is on time and on budget by comparing the earned value, planned value, and actual costs at different points in the project schedule. Calculating these metrics involves using variables like budget at completion (BAC), earned value (EV), planned value (PV), and actual cost (AC) to evaluate project performance.

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    Download as DOCX, PDF, TXT or read online from Scribd

    Earned Value Problems

    Uploaded by

    Pallavijo
    253 views1 page
    This document provides examples of calculating key earned value management metrics like estimate at completion (EAC), variance at completion (VAC), schedule performance index (SPI), and cost performance index (CPI) for several projects. It explains how to determine if a project is on time and on budget by comparing the earned value, planned value, and actual costs at different points in the project schedule. Calculating these metrics involves using variables like budget at completion (BAC), earned value (EV), planned value (PV), and actual cost (AC) to evaluate project performance.

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    Earned Value problems

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    This document provides examples of calculating key earned value management metrics like estimate at completion (EAC), variance at completion (VAC), schedule performance index (SPI), and cost performance index (CPI) for several projects. It explains how to determine if a project is on time and on budget by comparing the earned value, planned value, and actual costs at different points in the project schedule. Calculating these metrics involves using variables like budget at completion (BAC), earned value (EV), planned value (PV), and actual cost (AC) to evaluate project performance.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    253 views1 page

    Earned Value Problems

    Uploaded by

    Pallavijo
    This document provides examples of calculating key earned value management metrics like estimate at completion (EAC), variance at completion (VAC), schedule performance index (SPI), and cost performance index (CPI) for several projects. It explains how to determine if a project is on time and on budget by comparing the earned value, planned value, and actual costs at different points in the project schedule. Calculating these metrics involves using variables like budget at completion (BAC), earned value (EV), planned value (PV), and actual cost (AC) to evaluate project performance.

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    Earned Value Management Example

    1) Compute Estimate At Completion (EAC) and Variance At Completion (VAC) if both SPI
    and CPI influence the project work when given variables are
     Budget At Completion (BAC) = $22,000
     Earned Value (EV) = $13,000
     Planned Value (PV) = $14,000
     Actual Cost (AC) = $15,000
    State the importance of CPI and SPI

    2) For the following project calculate SV,CV, SPI and CPI at the end of second month.
    Month 1 2 3 4
    Planned Value ₹ 11,10,000 ₹ 6,00,000 ₹ 25,00,000 ₹ 8,00,000
    Earned Value ₹ 10,00,000 ₹ 7,50,000
    Actual Cost ₹ 12,50,000 ₹ 5,00,000

    3) You are managing a project which is into six months of its execution. You are now
    reviewing the project status and you have ascertained that project is behind schedule. The
    actual cost of Activity A is ₹ 2,00,000 and that of Activity B is  ₹ 1,00,000. The planned
    value of these activities are ₹ 1,80,000 and ₹ 80,000 respectively. The Activity A is
    100% complete. However, Activity B is only 75% complete. Calculate the schedule
    performance index and cost performance index of the project on the review date.

    4) A project that must be completed in 12 months and the budget is 100,000 USD. Six months have
    passed, and the schedule says that 50% of the work should be completed. What is the project’s
    Planned Value (PV)?

    5) A project to be completed in 12 months. The budget is 100,000 USD. Six months have passed,
    and 60,000 USD has been spent already, but upon closer review, you find that only 40%
    of the work has been completed so far. What is the project’s Actual Cost (AC)?

    6) A budgeted cost of a project at $900,000. The project is to be completed in 9 months.


    After a month, you have completed 10 percent of the project at a total expense of
    $100,000. The planned completion should have been 15 percent. Calculate CPI and SPI
    and write the interpretation of both.

    7) The project is expected to be completed in 8 months at a cost of $10,000 per month. After
    2 months, you realize that the project is 30 percent completed at a cost of $40,000. You
    need to determine whether the project is on-time and on-budget after 2 months.

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