Description Download and read the Module 4 Critical Thinking Assignment (Option 2) file in this mod ...

Description Download and read the Module 4 Critical Thinking Assignment (Option 2) file in this module, and in the document, complete the highlighted sections as directed. Refer to Chapter 14 from the Project Management text and Part 1, Chapter 7 from the PMBOK® Guide for directions on how to calculate these financials. Follow the CSU Global Writing Center (Links to an external site.) for how you will be graded on the essay question writing portions of the assignment. Module 4 Critical Thinking Assignment (Option 2): Option 2: Calculating BCWP (EV) You are the sponsor for project XY. The project manager has provided you the following three status reports. The project started in Week 1 and it is now the end of the 4th week. For this assignment, complete this packet in its entirety to include all tables, blanks, and questions. Complete the file and submit as your completed assignment. Project Planning Budget: Dollars Budgeted Per Week for Each Activity Activity Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Total $ AB 2,000 2,000 2,000 6,000 AC 3,000 4,000 4,000 4,000 5,000 20,000 AD 2,000 3,000 2,500 7,500 BF 2,000 3,000 4,000 3,000 3,000 15,000 CE 2,500 2,500 DE 3,500 3,500 3,500 10,500 EF 3,000 3,000 Total: 7,000 9,000 8,500 9,500 11,500 10,000 6,000 3,000 64,500 Percent Completion Report: End of Week 4 Activity Date Started Percent completed Time to Complete (weeks) AB Week 1 100 Completed AC Week 2 (Approved delay, 1 week) 40 3 AD Week 1 100 Completed BF Week 4 40 3 DE Not started—unapproved delay 0 2 Cost Summary Week 4 Cumulative to Date Activity Budget Cost Actual (Over) / Under Budget Cost Actual (Over) / Under AB -- -- -- 6,000 6,200 (200) AC 4,000 4,500 (500) 11,000 9,000 2,500 AD -- 2,400 (2,400) 7500 7,400 100 BF 2,000 2,800 (800) 2,000 4,500 (2,500) DE 3,500 -- 3,500 3500 0 3,500 Total 9,500 9,700 (200) 34,000 30,600 3,400 It is now the end of Week 4 and you want to determine the status of the project using earned value management. Complete the table and earned value metrics below. Some of the information has already been entered for you. Activity % Complete Planned Value (PV) Earned Value (EV) Actual Cost (AC) Cost Variance Schedule Variance Total Budget AB 6,200 6,000 AC* 40 8,000 20,000 AD 7,500 BF 6,000 15,000 CE n/a 2,500 DE* 0 10,500 EF n/a 3,000 TOTAL 64,500 * Note that activity AC was delayed one week (approved) and its planned value has been adjusted. * Activity DE is one week behind schedule (not approved), so its original planned value is still included. Calculate each of the following: Cost Variance ($) = EV - AC Schedule Variance ($) = EV - PV Schedule Variance (weeks) = Schedule Variance ($) / Average Weekly PV Cost-at-Completion = (Rate of Spending x Total Budget) = ([AC / EV] * Total Budget) CPI = EV / AC SPI = EV / PV Add your written analysis below by answering three questions: What is the state of the project? Which activity has had the most positive impact on the project? Which activity has had the most negative impact on the project?