Question

Customer hires a contractor to tile 40 identical rooms in his office building. The customer purchased the tile and the contractor will be reimbursed for labor only. The contractor assumes he can complete one room per day at eight hours per day and at a cost of $1000/day or $1000 per room The planned cost is $40,000 and the planned duration is 40 days Current status At the end of 6 weeks (30 days).

The contractor has completed 24 rooms at a cost of 27,000. This includes a freak accident where the tiles for two offices had to be removed & replaced.

• Create a project status table similar to the one below and calculate the values for: PV, EV, AC, BAC, CV, CPI, SV, SPI, EAC, ETC, VAC, TCPI

•Round any indices to two decimals

Planned value (PV)

Earned value (EV)

Actual cost (AC)

Budget at Completion (BAC)

Estimate to Complete (ETC)

Variance at Completion (VAC)

To Complete Performance Index (TCPI)

Cost Variance (CV)

Schedule Variance (SV)

Cost Performance Index (CPI)

Schedule Performance Index (SPI)

Estimate at Completion (EAC)

Answer 1

Total rooms to be tiled	40
Per day completion	1
Total laboyr hours per day	8
Charge per day/Room	$1,000
Planned Cost	$40,000
Planned Duration	40 Days
Current Status	6 weeks/30 Days
Rooms Completed	24
Cost	27000
Planned value (PV)	Percent Complete (planned)* Task Budget	$30,000
Earned value (EV)	Percent Complete (Actual)* Task Budget	$24,000
Actual cost (AC)	Actual cost of the task	$27,000
Budget at Completion (BAC)	Project Budget	$40,000
Estimate to Complete (ETC)	EAC-AC	$18,000
Variance at Completion (VAC)	BAC-EAC	($5,000)
To Complete Performance Index (TCPI)	(BAC-EV)/(BAC-AC)	1.23
Cost Variance (CV)	EV-AC	(3,000)
Schedule Variance (SV)	EV-PV	($3,000)
Cost Performance Index (CPI)	Earned value/actual cost	0.89
Schedule Performance Index (SPI)	EV/PV	0.8
Estimate at Completion (EAC)	BAC/CPI	$45,000