For This Assignment, You Will Work On Assigned Problems ✓ Solved

For this assignment, you will work assigned problems from th

For this assignment, you will work assigned problems from the course textbook Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th ed.), section 15–24, problems 1–17 on pages 816–820. For problems 2, 3, 4, 5, 6, 7, 11, 12, and 16: show full calculations, include the earned value management (EVM) formula selected and step-by-step math. For problems 1, 8, 9, 10, 13, 14, 15, and 17: show full calculations and analyze the implication or impact of using the formula and the meaning of the metrics with 2–5 sentences each describing what the EVM calculations indicate about project performance.

Paper For Above Instructions

Approach and standard EVM formulas used here follow Kerzner (2013) and PMI guidance: Planned Value (PV or BCWS), Earned Value (EV or BCWP), Actual Cost (AC or ACWP). Derived metrics: Schedule Variance (SV = EV − PV), Cost Variance (CV = EV − AC), Schedule Performance Index (SPI = EV / PV), Cost Performance Index (CPI = EV / AC). Forecasting formulas used where relevant include EAC = BAC / CPI or EAC = AC + (BAC − EV) / CPI and VAC = BAC − EAC (PMI, 2017; Kerzner, 2013).

General note on presentation

Because the specific Kerzner problem data are not supplied here, each numbered problem below shows a compact, clearly labeled, hypothetical worked example using standard EVM inputs (PV, EV, AC, BAC) and demonstrates the exact formulas and step-by-step math the student should apply to the textbook problems. For problems that require interpretation (1, 8, 9, 10, 13, 14, 15, 17) a 2–5 sentence impact analysis follows the calculations.

Problem 1 (show calculations + 2–5 sentence analysis)

Given (example): PV = $100,000; EV = $90,000; AC = $95,000; BAC = $200,000.

Calculations:

SV = EV − PV = 90,000 − 100,000 = −10,000.

CV = EV − AC = 90,000 − 95,000 = −5,000.

SPI = EV / PV = 90,000 / 100,000 = 0.90.

CPI = EV / AC = 90,000 / 95,000 = 0.9474.

Analysis: The negative SV and SPI < 1 indicate the project is behind schedule (10% behind plan). The negative CV and CPI < 1 indicate the project is over budget (about 5.3% over actual cost performance). Managers should investigate schedule slippage and cost drivers to re-sequence or replan remaining work (Kerzner, 2013; PMI, 2017).

Problem 2 (show full EVM formulas and step-by-step math)

Example data: PV = $50,000; EV = $60,000; AC = $55,000.

Selected formulas and steps:

SV = EV − PV = 60,000 − 50,000 = +10,000 (ahead of schedule).

CV = EV − AC = 60,000 − 55,000 = +5,000 (under budget).

SPI = EV / PV = 60,000 / 50,000 = 1.20.

CPI = EV / AC = 60,000 / 55,000 = 1.0909.

Problem 3 (show full EVM formulas and step-by-step math)

Example data: PV = $120,000; EV = $100,000; AC = $130,000; BAC = $300,000.

Steps:

SV = 100,000 − 120,000 = −20,000.

CV = 100,000 − 130,000 = −30,000.

SPI = 100,000 / 120,000 = 0.8333.

CPI = 100,000 / 130,000 = 0.7692.

EAC (typical) = BAC / CPI = 300,000 / 0.7692 = 390,000.

Problem 4 (show full EVM formulas and step-by-step math)

Example: PV = $80,000; EV = $70,000; AC = $65,000; BAC = $160,000.

Steps:

SV = 70,000 − 80,000 = −10,000.

CV = 70,000 − 65,000 = +5,000.

SPI = 70,000 / 80,000 = 0.875.

CPI = 70,000 / 65,000 = 1.0769.

EAC = AC + (BAC − EV) / CPI = 65,000 + (160,000 − 70,000) / 1.0769 = 65,000 + 83,600 ≈ 148,600.

Problem 5 (show full EVM formulas and step-by-step math)

Example: PV = $200,000; EV = $210,000; AC = $220,000; BAC = $500,000.

Steps:

SV = 210,000 − 200,000 = +10,000.

CV = 210,000 − 220,000 = −10,000.

SPI = 210,000 / 200,000 = 1.05.

CPI = 210,000 / 220,000 = 0.9545.

EAC = BAC / CPI = 500,000 / 0.9545 ≈ 523,810.

Problem 6 (show full EVM formulas and step-by-step math)

Example: PV = $40,000; EV = $30,000; AC = $35,000; BAC = $100,000.

Steps:

SV = 30,000 − 40,000 = −10,000.

CV = 30,000 − 35,000 = −5,000.

SPI = 30,000 / 40,000 = 0.75.

CPI = 30,000 / 35,000 = 0.8571.

ETC (assuming typical) = (BAC − EV) / CPI = (100,000 − 30,000) / 0.8571 ≈ 81,666.67.

EAC = AC + ETC = 35,000 + 81,666.67 ≈ 116,666.67.

Problem 7 (show full EVM formulas and step-by-step math)

Example: PV = $150,000; EV = $150,000; AC = $140,000; BAC = $400,000.

Steps:

SV = 150,000 − 150,000 = 0.

CV = 150,000 − 140,000 = +10,000.

SPI = 150,000 / 150,000 = 1.0.

CPI = 150,000 / 140,000 = 1.0714.

EAC = BAC / CPI = 400,000 / 1.0714 ≈ 373,333.

Problem 8 (show calculations + 2–5 sentence analysis)

Example: PV = $30,000; EV = $25,000; AC = $28,000; BAC = $120,000.

Calculations:

SV = 25,000 − 30,000 = −5,000.

CV = 25,000 − 28,000 = −3,000.

SPI = 25,000 / 30,000 = 0.8333.

CPI = 25,000 / 28,000 = 0.8929.

Analysis: SPI < 1 and negative SV show schedule slip; CPI < 1 and negative CV show cost overrun. Together they suggest both schedule and cost recovery actions are required—either scope re-prioritization or resource reallocation to restore performance (Fleming & Koppelman, 2016).

Problem 9 (show calculations + 2–5 sentence analysis)

Example: PV = $500,000; EV = $450,000; AC = $400,000; BAC = $1,000,000.

Calculations:

SV = −50,000; CV = 50,000; SPI = 0.90; CPI = 1.125.

Analysis: Behind schedule (SPI 0.90) but under budget so far (CPI >1). This indicates the team is cost-efficient but slower than planned; managers should evaluate whether speeding up will raise costs and whether schedule recovery is necessary (PMI, 2017).

Problem 10 (show calculations + 2–5 sentence analysis)

Example: PV = $75,000; EV = $75,000; AC = $90,000; BAC = $300,000.

Calculations:

SV = 0; CV = −15,000; SPI = 1.0; CPI = 0.8333. EAC = BAC / CPI = 300,000 / 0.8333 = 360,000.

Analysis: On schedule but over budget — the forecasted EAC shows cost growth if current cost performance persists. The team should apply cost control measures immediately to reduce EAC (AACE, 2011).

Problem 11 (show full EVM formulas and step-by-step math)

Example: PV = $20,000; EV = $18,000; AC = $22,000; BAC = $80,000.

Steps:

SV = −2,000.

CV = −4,000.

SPI = 0.9.

CPI = 0.8182.

EAC = AC + (BAC − EV) / CPI = 22,000 + (80,000 − 18,000) / 0.8182 = 22,000 + 75,360 ≈ 97,360.

Problem 12 (show full EVM formulas and step-by-step math)

Example: PV = $10,000; EV = $12,000; AC = $11,000; BAC = $40,000.

Steps:

SV = +2,000.

CV = +1,000.

SPI = 1.2.

CPI = 1.0909.

EAC = BAC / CPI = 40,000 / 1.0909 ≈ 36,667.

Problem 13 (show calculations + 2–5 sentence analysis)

Example: PV = $220,000; EV = $200,000; AC = $210,000; BAC = $500,000.

Calculations:

SV = −20,000; CV = −10,000; SPI = 0.9091; CPI = 0.9524.

Analysis: Slightly behind schedule and slightly over budget. Both indices near 0.9–0.95 suggest moderate corrective actions can re-align the project without drastic replanning (Kerzner, 2013).

Problem 14 (show calculations + 2–5 sentence analysis)

Example: PV = $60,000; EV = $72,000; AC = $65,000; BAC = $240,000.

Calculations:

SV = +12,000; CV = +7,000; SPI = 1.2; CPI = 1.1077.

Analysis: Project is ahead of schedule and under budget. Positive variances allow managers to consider scope adjustments or apply earned contingency savings to other program needs (Fleming & Koppelman, 2016).

Problem 15 (show calculations + 2–5 sentence analysis)

Example: PV = $90,000; EV = $81,000; AC = $95,000; BAC = $360,000.

Calculations:

SV = −9,000; CV = −14,000; SPI = 0.9; CPI = 0.8526.

Analysis: Both schedule and cost performance are weak; EAC will likely exceed BAC. Immediate corrective actions—scope reduction, added resources, or re-baseline—should be evaluated (GAO, 2009).

Problem 16 (show full EVM formulas and step-by-step math)

Example: PV = $35,000; EV = $40,000; AC = $38,000; BAC = $140,000.

Steps:

SV = 40,000 − 35,000 = +5,000.

CV = 40,000 − 38,000 = +2,000.

SPI = 40,000 / 35,000 = 1.1429.

CPI = 40,000 / 38,000 = 1.0526.

EAC = BAC / CPI = 140,000 / 1.0526 ≈ 133,000.

Problem 17 (show calculations + 2–5 sentence analysis)

Example: PV = $25,000; EV = $20,000; AC = $18,000; BAC = $100,000.

Calculations:

SV = −5,000; CV = +2,000; SPI = 0.8; CPI = 1.1111.

Analysis: Project is behind schedule but under budget. This mixed signal means managers must decide whether to accelerate schedule (potentially raising costs) or accept delay while leveraging cost efficiency (PMI, 2017).

Closing summary

The steps above provide explicit EVM formulas, step-by-step arithmetic, and interpretive guidance required by the cleaned assignment. Apply the same formula sequence and interpretive framework to Kerzner’s actual numerical problems (Kerzner, 2013). Where forecasts are requested, select the EAC formula that best matches the assumption about future performance (e.g., use BAC/CPI if current cost performance is expected to continue) (Fleming & Koppelman, 2016).

References

• Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th ed.). John Wiley & Sons.
• Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition. PMI.
• Fleming, Q. W., & Koppelman, J. M. (2016). Earned Value Project Management (4th ed.). Project Management Institute.
• AACE International. (2011). Recommended Practice No. 10S-90: Cost Engineering Terminology.
• U.S. Government Accountability Office (GAO). (2009). GAO-09-5SP, GAO Schedule Assessment Guide: Best Practices for Project Schedules.
• NASA. (2015). Earned Value Management Implementation Guide.
• Wideman, R. M. (2002). Project and Program Risk Management: A Guide to Managing Project Risk and Optimizing Performance. Wideman Education Foundation.
• ISO. (2012). ISO 21500: Guidance on project management. International Organization for Standardization.
• Construction Industry Institute (CII). (2014). Best Practices for Project Cost and Schedule Control.
• Turner, R., & Keegan, A. (2016). The Handbook of Project-based Management: Leading Strategic Change in Organizations. McGraw-Hill Education.