Please help solve the below attachment

Problems 5-1 through 5-3 (Graded)

5-1 Earned Value Calculation

You are 5 months into an 10 month project. The project is linear, which means that the planned progress and budgeted 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 5:

Actual cost to date = $100,000

Planned value of work scheduled to date = $120,000

The CFO is excited and has sent you an email congratulating you for being 17% 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.

Since we have the AC and the PV 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 9 tasks scheduled to be complete have actually been completed by the end of month 5. Task 7 isn’t even started! This information gives you the final data you need to apply ‘Earned Value’ and develop an objective analysis.

Careful. Be sure to read the problem carefully and don’t make assumptions that are not given in the problem.

1. What are the PV, EV, and AC for the project at the end of month 5?

PV=

EV =

AC=

1. What are the SV, CV, SPI, and CPI for the project?

SV=

CV=

SPI=

CPI=

1. Assess the project performance to date? Do you get to have the celebration?

5-2 Earned Value Calculation

Your project has four activities. Below is the current status of each activity.

Activity A was to have cost $160,000 when complete. Its costs so far are $95,000. It is 45% complete.
The activity has completed 5 weeks of a planned 8-week schedule.

Activity B is finished. It finished 2 weeks late. It cost $135,000. And it was planned to have cost $130,000.

Activity C is at the end of week 4 of a planned 8-week effort. It is 40% complete. It was to cost $100,000 when finished. Its costs to date are $50,000.

Activity D is at the end of week 3 of a planned 6-week schedule. It has cost $110,000 so far. It was estimated to cost $200,000 when finished. It is approximately 50% complete.

Using this data, calculate the following.

1. What are the PV, EV, and AC for each of the activities and the complete project?

1. What are the SV, CV, SPI, and CPI for each of the activities and the complete project?

1. Assess the project performance to date? Do you get to have the celebration?
   You should focus on the total project but look at the individual activities that have major effects.

Explanations of some common errors made by past students:

Total PV should only include the estimates for the tasks in progress and completed.

PV is not the entire budget for a task. It is only the part of the budget that is scheduled to have been spent as of the status date. In other words PV = (total budget) x (time scheduled to be complete) / (total task time)

On any task that is complete the PV is the total budget, EV is equal to the PV, and the AC as what was actually spent. 

When a task is said to be starting week 4 of 6 it means that it has completed 3 weeks of the schedule.

To analysis the total project performance you must calculate the SV and CV and indexes for the total project as well as each task.

For the complete project do not add the indexes together. Use the total variances to calculate them.

Look at the individual tasks as well as the total project. The conclusions can be different.

Without knowing the critical path we can make no conclusion about the schedule forecast based solely on the SPI.