You are 5 months into a 8 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 expenditures to date = $120,000

The CFO is excited and has sent you an email congratulating you for being 27% 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 8 tasks scheduled to be complete by the end of month 5 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 5?

PV=

EV =

AC=

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

SV=

CV=

SPI=

CPI=

3. 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 $45,000. It is 35% complete. The activity has completed 5 weeks of a planned 15-week schedule.

Activity B is at the end of week 2 of a planned 4-week effort. It is 45% complete. It was to cost $100,000 when finished. Its costs to date are $50,000.

Activity C is finished. It finished 2 weeks late. It cost $120,000. And it was planned to have cost $130,000.

Activity D is at the end of week 3 of a planned 6-week schedule. It has cost $200,000 so far. It was estimated to cost $400,000 when finished. It is approximately 55% complete.

Using this data, calculate the following.

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

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

3. 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.

5-3 Earned Value Calculation

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

Activity A was to have cost $250,000 when complete. Its costs so far are $165,000. It is 50% complete. The activity has completed 7 weeks of a planned 15-week schedule.

Activity B is at the end of week 2 of a planned 4-week effort. It is 65% complete. It was to cost $180,000 when finished. Its costs to date are $150,000.

Activity C is finished. It finished 2 weeks late. It cost $250,000. And it was planned to have cost $290,000.

Activity D is at the end of its fourth of a planned 6-week schedule. It has cost $350,000 so far. It was estimated to cost $475,000 when finished. It is approximately 55% complete.

Using this data, calculate the following.

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

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

3. 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.