Task A: Budgeted work/cost 120 hours/$1200, Actual work cost to date60 hours/$600, percent of work complete 30%, Estimate to complete 90 hours/$900, planned start March 15, planned end date June 15, actual start date March 30, projected end date June 15, planned resource utilization 25%, actual resource utilization 30%.
Task B: Budgeted work cost 120 hours/$1200, Actual work cost to date50 hours/$500, percent of work complete 30%, Estimate to complete 60 hours/$600, planned start April 1, planned end date May 15, actual start date April 8, projected end date May 30, planned resource utilization 50%, actual resource utilization 30%.
You review her status report for mailing activities and determine that Jennifer doesn't have a solid grasp of her status. Ben was unable to provide you with anything more than "Things are moving along just fine." Using earned value measurements along with the other information and metrics available, determine the true status of Jennifer's portion of the project. Prepare an updated status report (one page) for Jennifer and share the measurements and your rationale in your determination of the status for the project. Create a two to three slide presentation explaining the benefits of using EVM. Be sure to document some instructions (one page document) for Jennifer and Ben for determining the project status for their next project update to you.
Please find the file attached.
Earned Value Measurement: Status Report
The model of Earned Value Measurement can be used to determine the true status of the project. The EVM model has three key elements or metrics namely the planned value, the earned value and the actual cost, which form the basis for the Earned Value Measurement. These three values should be first determined in order to know about the Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI) and Cost Performance Index (CPI) (Project Management).
For the project, we will determine the value of these three elements i.e. planned value, the earned value and the actual cost. The Planned Value (PV) is also known as the Budgeted Cost of Work Schedule (BCWS), the Earned Value is also known as the Budgeted Cost of Work Performed (BCWP) and the Actual Cost is also known as the Actual Cost of Work Performed (ACWP) (Use Earned Value Management (EVM) to determine project status, 2007).
For Task A, the three metrics are as follows:
PV = $1200
EV = $360
AC = $600
Therefore, the four variances ...
The response addresses the queries posted in 730 words with references and a ppt.