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Your project to obtain charitable donations is now 30 days into a planned 40-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 25 days of the project and bring in \(25,000. Even though we are 30 days into the project, we still see that we have only 90 percent of this activity completed. The second activity relates to company donations and is scheduled to run for 30 days starting on day 5 and extending through day 35. We estimate that, even though we should have 83 percent (25y30) of this activity complete, it is only 50 percent complete. This part of the project was scheduled to bring in \)150,000 in donations. The final activity is for matching funds. This activity is scheduled to run for the last 10 days of the project and has not started. It is scheduled to bring in an additional \(50,000. So far \)175,000 has been brought in on the project. Calculate the schedule variance, schedule performance index, and cost (actually value in this case) performance index. How is the project going? Hint: Note that this problem is different since revenue rather than cost is the relevant measure. Use care in how the measures are interpreted.

Short Answer

Expert verified

The performance index is a kind of a calculator or is a kind of a measuring device that is used to measure the quality of the performance level in response to the time goal as the performance quality will decide the amount of revenue the company could generate.

Step by step solution

01

Calculate the planned value and earned value

Plannedvalue=(25000×100%)+(150000×83%)+(500100×0%)=149500Earned value=(25000×90%)+(150000×83%)+(50000×0%)=97500

02

Calculate other values

Actual cost = 175000

Scheduled variance=Earned variance-Planned variance=97500-149500=-52000

Scheduled performance index=Earned valuePlanned value=97500/149500=0.6522

Cost variance=Earned value-Actual cost=97500-175000=-77500

Cost performance index=Earned valueActual value=97500/175000=0.557

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Most popular questions from this chapter

The following activities are part of a project to be scheduled using CPM:

Activity

Immediate Predecessor

Time (Weeks)

A

_

6

B

A

3

C

A

7

D

C

2

E

B,D

4

F

D

3

G

E,F

7

In considering a capacity expansion we have two alternatives. The first alternative is expected to cost \(1,000,000 and has an expected profit of \)500,000 over the next three years. The second alternative has an expected cost of \(800,000 and expected a profit of \)450,000 over the next three years. Which alternative should we select, and what is the expected value of the expansion? Assume a 10 percent interest rate.

The home office billing department of a chain of department stores prepares monthly inventory reports for use by the stores’ purchasing agents. Given the following information, use the critical path method to determine:

a. How long the total process will take.

b. Which jobs can be delayed without delaying the early start of any subsequent activity?

Job and Description

Immediate Predecessors

Time (Hours)

A

Start

_

0

B

Get computer printouts of customer purchases

A

10

C

Get stock records for the month

A

20

D

Reconcile purchase printouts and stock records

B, C

30

E

Total stock records by department

B, C

20

F

Determine reorder quantities for coming period

E

40

G

Prepare stock reports for purchasing agents

D,F

20

H

Finish

G

0

Question: A U.S. manufacturing company operating a subsidiary in an LDC (less-developed country) shows the following results:

a. Calculate partial labor and capital productivity figures for the parent and subsidiary. Do the results seem confusing?

b. Compute the multifactor productivity figures for labor and capital together. Do the results make more sense?

c. Calculate raw material productivity figures (units/\( were \)1 5 FC 10). Explain why these figures might be greater in the subsidiary

The following CPM network has estimates of the normal time in weeks listed for the activities:

a. Identify the critical path.

b. What is the length of time to complete the project?

c. Which activities have slack, and how much?

d. Here is a table of normal and crash times and costs. Which activities would you shorten to cut two weeks from the schedule in a rational fashion? What would be the incremental cost? Is the critical path changed?

Activity

Normal Time

Crash time

Normal cost

Crash cost

A

7

6

\(7,000

\)8,000

B

2

1

5,000

7,000

C

4

3

9,000

10,200

D

5

4

3,000

4,500

E

2

1

2,000

3,000

F

4

2

4,000

7,000

G

5

4

5,000

8,000

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