Using the following data, enter the various tasks and create a Gantt chart using MS Project. Assign the individuals responsible for each activity and once you have completed the network, update it with the percentage complete tool. What does the MS Project output file look like? Activity Duration Predecessors Resource % Complete
A. Research product 6 — Tom Allen 100
B. Interview customers 4 A Liz Watts 75
C. Design survey 5 A Rich Watkins 50
D. Collect data 4 B, C Gary Sims 0
Now, suppose we assign costs to each of the resources in the following amounts:
Tom Allen $50/hour
Liz Watts $55/hour
Rich Watkins $18/hour
Gary Sims $12.50/hour
Create the resource usage statement for the project as of the most recent update. What are project expenses per task to date?
Use MS Project to create a Project Summary Report of the most recent project status.
Using the data shown in the network precedence table below, enter the various tasks in MS Project. Then select a date approximately halfway through the overall project duration, and update all tasks in the network to show current status. You may assume that Activities A through I are now 100% completed. What does the tracking Gantt look like?
Project—Remodeling an Appliance
Activity Duration Predecessors
A. Conduct competitive analysis 3 —
B. Review field sales reports 2 —
C. Conduct tech capabilities assessment 5 —
D. Develop focus group data 2 A, B, C
E. Conduct telephone surveys 3 D
F. Identify relevant specification improvements 3 E
G. Interface with marketing staff 1 F
H. Develop engineering specifications 5 G
I. Check and debug designs 4 H
J. Develop testing protocol 3 G
K. Identify critical performance levels 2 J Activity Duration Predecessors
L. Assess and modify product components 6 I, K
M. Conduct capabilities assessment 12 L
N. Identify selection criteria 3 M
O. Develop RFQ 4 M
P. Develop production master schedule 5 N, O
Q. Liaison with sales staff 1 P
R. Prepare product launch 3 Q
Use the following information to construct a Gantt chart in MS Project. What is the expected duration of the project (critical path)? Assume the project is halfway finished in terms of the schedule (day 16 completed) but activity completion percentages are as shown. Construct a tracking Gantt chart for the project (be sure to show the percentage complete for each activity). What would it look like?
(in Days) Predecessors
A 6 None 100%
B 2 A 100%
C 4 A 100%
D 7 C 14%
E 10 D 0%
F 6 B, C 33%
G 5 E, F 0%
Using the data for Exercise 13.36, add the resource assignments to each of the activities and input their hourly rates as shown. Construct an earned value chart for the project. Which activities have negative variances? What is the estimate at completion (EAC) for the project? (Hint: Remember to click “Set baseline” prior to creating the EVM table. This table is found by clicking on the “View” tab, then “Tables,” then “Other Tables.”)
Resource Name Hourly Rate ($)
PMP CERTIFICATION SAMPLE QUESTIONS
13.38 Suppose your PV for a project was $100,000 and your EV was $60,000. Your Schedule Performance Index (SPI) for this project would be:
c. You cannot calculate SPI with the information provided
13.39 Activity A is worth $500, is complete, and actually cost $500. Activity B is worth $1,000, is 50% complete, and has actually cost $700 so far. Activity C is worth $100, is 75% complete, and has actually cost $90 so far. What is the total earned value for the project?
d. – $1,075
13.40 Using the information in Question 13.39, calculate the Cost Performance Index (CPI) for the project.
13.41 Which of the following gives the remaining amount to be spent on the project in Questions 2 and 3 based on current spending efficiency?
a. Budget remaining
b. Estimate to complete
c. Cost variance
d. Cost Performance Index (CPI)
13.42 Activity A is worth $100, is complete, and actually cost $150. Activity B is worth $500, is 75% complete, and has actually cost $400 so far. Activity C is worth $500, is 25% complete, and has actually cost $200 so far. What is the estimated cost to completion for the project?
13.43 Your project has been running into a series of unexpected problems, and at the latest project review meeting you calculated that the current schedule performance index was .70, while the cost performance index (CPI) was 1.35. Now the customer has asked for a scope change that looks to be a significant modification. What should your response be?
a. Alert top management about the pending schedule delays
b. Alert top management about the pending cost overruns
c. Inform the customer that you cannot comply with the requested scope changes
d. Alert top management about the customer’s change request
with any paper
13.44 A software coding project was scheduled to be finished today, after 12 weeks of work. You receive an updated EVM report on the progress of the coding suggesting that it has a schedule performance index (SPI) value of .75. Based on this information, when do you expect the coding
to be finished?
a. One week early
b. In one more week
c. In two more weeks
d. In four more weeks
13.45 Your project control administrator submits an interim report to you stating that, as of the current period, your project has a CPI of 1.4. How should you interpret this information?
a. You are spending $1.40 for every dollar you are earning on this project
b. You are earning value on this project at 1.4 times the rate you had planned
c. This number is meaningless with the SPI number
d. You are earning value on this project at 0.71 times the rate you planned
13.46 When the schedule variance is equal to zero (SV = $0.00), what else is true?
a. Schedule variance can never equal zero
b. The SPI must be greater than one
c. Earned value must equal planned value
d. The CPI must be equal to one
13.47 Your project is scheduled to last 3 months and cost $100,000. At the end of the first month, the project is 25% complete. What is the Earned Value?
a. Cannot determine from this information
13.38. b—SPI is calculated by dividing earned value (EV) by planned value (PV).
13.39. b—Earned Value is $1,075 to date.
13.40. c—CPI is calculated as earned value (EV) divided by actual cost (AC). In this case, that is $1.075/$1,290, or 0.83.
13.41. b—Estimate to complete.
13.42. d—Estimate to completion is based on the formula
(1/.80) * $1,100, or $1,375.
13.43. a—The most serious information from this meeting is the significant schedule delay and this should be reported to top management.
13.44. d—With a planned finish of 12 weeks and an SPI of .75, expected completion is 12/.75, or 16 weeks.
13.45. b—This is good news. You are earning value on the project at a rate of 1.4 times the rate you had planned (PV).
13.46. c—Schedule variance is Earned Value minus Planned Value (EV-PV), so when SV = zero, EV must equal PV.
13.47. b—Budgeted cost at completion is $100,000, and you have completed 25% of the project. You have earned $25,000 to date.
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