Matt Schieler

ME 326 HW 16
Question 13-4
The CPI measures cost efficiency of the work accomplished to date. The CPI of .696 shoes that $.70 of the work planned
to date has been completed for each $1.00 actually spent. A project manager could use the CPI to see if the project is
ahead, behind, or on schedule. If the CPI is greater than 1, the project is ahead of schedule. If the CPI is less than 1, the
project is behind schedule. If the CPI is equal to 1, the project is on schedule. The CPI is the most accepted and used
index. It has been tested over time and found to be the most accurate, reliable, and stable.
Question 13-5
BAC is the budgeted cost at completion, the total budgeted cost of the baseline or project cost accounts. EAC is the
estimated cost at completion.
Exercise 13-2
EV=$600, AC=$650, PV=$560

CV=EV-AC

SV=$40

CPI=.923

CV=-$50

SV=EV-PV

CPI=EV/AC

My assessment of the project on day 51 is that it is behind schedule.

Exercise 13-4
Status Report Ending Period 1
Task
% complete
1
50
2
40
3
25
Cumulative Totals

EV
6
6
2
14

AC
6
8
3
17

PV
4
3
4
11

CV
0
-2
-1
-3

SV
-2
3
-2
-1

Status Report Ending Period 2

Task
% complete
1
Finished
2
80
3
75
Cumulative Totals

EV
12
12
6
30

AC
13
14
8
35

PV
12
10
8
30

CV
-1
-2
-2
-5

SV
0
2
-2
0

Status Report Ending Period 3

Task
% complete
1
Finished
2
80
3
Finished
4
50
5
0
6
33.3
Cumulative Totals

EV
12
12
8
3
0
3
38

AC
13
15
10
4
0
4
46

PV
12
15
8
3
0
3
41

CV
-1
-3
-2
-1
0
-1
-8

SV
0
-3
0
0
0
0
-3

Status Report Ending Period 4

Task
% complete
1
Finished
2
Finished
3
Finished
4
Finished
5
30
6
66.7
7
0
Cumulative Totals
Period
1
2
3
4

EV
14
30
38
50

EV
12
15
8
6
3
6
0
50

AC
13
18
10
8
3
8
0
60

PV
12
15
8
6
6
6
0
53

CV
-1
-3
-2
-2
0
-2
0
-10

SV
0
0
0
0
-3
0
0
-3

AC
17
35
46
60

PV
11
30
41
53

SV
-1
0
-3
-3

CV
-3
-5
-8
-10

CPI
0.823529
0.857143
0.826087
0.833333

The project is over cost and behind schedule after period 4.

Exercise 13-5
Status Report Ending Period 1
%
Task
complete
1
50
Cumulative Totals

EV
1000
1000

AC
500
500

PV
1000
1000

CV
500
500

SV
0
0

Status Report Ending Period 2

%
Task
complete
1
Finished
Cumulative Totals

EV
2000
2000

AC
1500
1500

PV
2000
2000

CV
500
500

SV
0
0

Status Report Ending Period 3

%
Task
complete
1
Finished
2
0
3
10
4
20
Cumulative Totals

EV
2000
0
300
500
2800

AC
1500
0
200
500
2200

PV
2000
1600
500
1000
5100

CV
500
0
100
0
600

SV
0
-1600
-200
-500
-2300

BAC
11
30
41
53

PCIB
1.272727
1
0.926829
0.943396

Status Report Ending Period 4

%
Task
complete
1
Finished
2
50
3
30
4
40
Cumulative Totals

EV
2000
1200
900
1000
5100

AC
1500
1000
800
1500
4800

PV
2000
2400
1000
2000
7400

CV
500
200
100
-500
300

SV
0
-1200
-100
-1000
-2300

Status Report Ending Period 5

%
Task
complete
1
Finished
2
Finished
3
50
4
60
5
25
Cumulative Totals

EV
2000
2400
1500
1800
400
8100

AC
1500
2000
800
1500
400
6200

PV
2000
2400
2000
2200
400
9000

CV
500
400
700
300
0
1900

SV
0
0
-500
-400
0
-900

Status Report Ending Period 6

%
Task
complete
1
Finished
2
Finished
3
80
4
80
5
50
Cumulative Totals

EV
2000
2400
2400
2000
800
9600

AC
1500
2000
2100
1800
600
8000

PV
2000
2400
2300
2400
800
9900

CV
500
400
300
200
200
1600

SV
0
0
100
-400
0
-300

AC
500
1500
2200
4800
6200
8000

PV
1000
2000
5100
7400
9000
9900

SV
0
0
-2300
-2300
-900
-300

CV
500
500
600
300
1900
1600

BAC
1000
2000
5100
7400
9000
9900

Period
1
2
3
4
5
6

EV
1000
2000
2800
5100
8100
9600
Period
1
2
3
4
5
6

SPI
CPI
PCIB
1
2
1
1
1.333333
1
0.54902 1.272727 0.54902
0.689189 1.0625 0.689189
0.9
1.306452
0.9
0.969697
1.2
0.969697

After period 5, the project is behind schedule and ahead on cost.

Summary Graph
12000

Labor hours

10000
8000
6000

EV

4000

AC
PV

2000
0
0

Time Periods

2.5

Index

2
1.5
CPI

SPI
0.5
0
0

Time Periods