Exam 13: Project Evaluation and Control

The classic project S-curve is a plot of:

Take the factors considered by earned value analysis and subtract those considered by tracking Gantt charts.The factor(s)you have remaining are:

Use the data to calculate the schedule performance index for the project for the end of week 10.All amounts are in thousands of dollars. Duration (weeks) 5 10 15 20 25 \% Comp Conceptual Design 10 6 100\% Graphics Design 12 6 4 30\% Copyright 4 5 6 0\% Samples 4 2 0\% Tooling 6 9 4 0\% Production 10 18 2 6 14 0\% Total 10 28 50 76 100 Cumulative 22 26 24

Use the earned value table for Project Makeready to determine the schedule variance.

Use the data to calculate the earned value for the project.All amounts are in thousands of dollars. Duration (weeks) 5 10 15 20 25 \% Comp Conceptual Design 10 6 100\% Graphics Design 12 6 4 100\% Copyright 4 5 6 25\% Samples 4 2 30\% Tooling 6 9 4 10\% Production 2 6 14 5\% Total 10 18 22 26 24 Cumulative 10 28 50 76 100

Knowing the correct steps to take once problems develop is a function of a team's:

You are the new consultant to the project manager for a large chicken project.During your first meeting with the project manager he brings you up to speed on the project status by showing you these S-curves.You glance at the graph,compose your thoughts,and make what comments on this project?

Use the S-curves for this project to create a table showing budgeted and actual expenses and variance in thousands of dollars and comment on the project's performance.The horizontal axis is in weeks.

One strength of S-curve analysis is that it provides real-time tracking information.

The project control process is captured in the critical success factor of:

The first step in the control cycle is:

Briefly describe the important differences between Earned Value Management and Earned Schedule.Why is Earned Schedule gaining acceptance in project management circles?

Five weeks in the semester you have completed 0% of your project management class under the 0/100 rule.

An unmotivated team is a key success inhibitor in every project stage with the EXCEPTION of the:

Use the earned value table to determine the schedule performance index given the indicated state of the project.

Very short work packages would be better managed by:

An excellent way to coordinate schedules with vendors and suppliers is through the use of:

Gap analysis refers to any measurement process that first determines the goals and then the degree to which the actual performance lives up to those goals.

The budget variance is calculated as:

The project implementation profile assesses the performance of the project team with respect to 10 critical success factors and can be used on an ongoing project.