You are a project manager on a project that uses earned value management. The project has the following budget and status:
Project Duration (months):
14
Current Reporting Period (month):
6
BAC:
$387,000
Cumulative PV:
$68,345
Cumulative AC:
$78,379
% of the project completed through the reporting period:
19%
Estimate to Complete:
$294,677
Based on this information, determine the following:
Based on your calculations in Question 1 above, respond to the following:
Based on your calculations in Question 1 above, an inexperienced and arrogant project analyst from the project management office has computed an additional metric: Cost Schedule Index, which equals SPI * CPI. He wants you to report this metric to the customer, instead of SPI and CPI separately. What should you do and why?
The Program Manager doubts your numbers. In particular, he does not believe your EAC number and requests that you calculate the EAC NOT assuming future performance will behave like past performance.
Based on items a-d above, what do you think the Program Manager will request from you regarding the bottom-up EAC?
You are having a hallway conversation with the same project analyst from Question 3 who is realizing that he may not know as much about earned value management as he thought when he joined the company. Still, he is convinced that the following statements below are correct. How would you respond to him based on each statement (i.e., formulate a specific response and supporting rationale for each statement below)?