Assignment:
The project sponsor is asking if you could deliver two weeks early, meaning in the middle of month 12 not at the end. Here is the end of month-10 status report
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Project Performance Status
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Values
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Cost Variance Percent (CV%)
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.15
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Schedule Variance Percent (SV%)
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0
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Cost Performance Index CPI)
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1.09
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Schedule Performance Index (SPI
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1
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Budget at Completion (BAC)
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$6M
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Estimate at Completion (EAC)
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$5.6M
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Estimate to Complete (ETC)
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$1M
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Variance at Completion (VAC)
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.4M Under
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a) Would you be better "crashing" or "fast tracking" the project if you decide to meet the CEOs request? Explain.
b) If the EAC is $5.6M and the VAC is $400,000, would senior management then assume you spent your contingency funds? Why? Why not?
c) Once the project has been "closed" or "sold off" to the Production Managers (Place and Price) are you still responsible for performance and operational issues? Why? Why not?
d) The project's EV at this time is .98, as project manager is this something you are concerned about? Explain.
e) In looking at some of the project costs you become a little concerned that "The spending profile for these temporary project team members can't exceed 28% of the total contract funds" might be exceeded by 2% to 3%? What is your course of action regarding this concern?
Project Performance Status Cost Variance Percent (CV%) Schedule Variance Percent (SV% Values .15 Cost Performance Index CPID) 1.09 Schedule Performance Index (SPI Budget at Completion (BAC) Estimate at Completion (EAC) Estimate to Complete (ETC) Variance at Completion (VAC) S6M $5.6M $1M 4M Under.