Page 132 -

ChaPter 3 • ProjeCt management 99

Figure 3.eX3
Description Task Must Follow Time (Weeks)
Tasks to be performed during
Interview executives A None 6 systems development of an order
Interview staff in order fulfillment B None 3 fulfillment system.
Design input prototype C B 2
Design output prototype D A, C 3
Write use cases E A, C 4
Record staff reactions to prototypes F D 2
Develop system G E, F 5
Write up training manual H B, G 3
Train staff working in order fulfillment I H 2

22. You can help Cherry finish her project faster by expediting. Here are the costs.
Activity Estimated Duration Crash Time Cost per Week
A 6 3 600
B 3 2 100
C 2 2 400
D 3 2 400
E 4 2 200
F 2 2 200
G 5 3 300
H 3 2 400
I 2 2 300

If Cherry can keep her expediting expenses to $325 per day, then she would benefit from expediting
because she can start a new project earlier than planned. If she goes over the $325 per day limit, it
would not be worthwhile.
a. Which three activities cannot be expedited at all because they are at their crash times already?
b. Which two activities cannot be expedited because their expediting cost exceeds the daily limit?
c. Which two activities are unlikely candidates for expediting because they are not on the critical
path?
d. Set up a table and show step-by-step which activities should be expedited to shorten the project
time. What is the minimum time the project will take if Cherry expedites the project as much as
she can and stays within her limits?
e. Why is Cherry’s limit exceeded if you try to shorten the project by one day more?
23. Robyn Cucurullo is developing a social networking app for tablet computers. She has the following
stages completed so far. Comp: Delete
Week or Estimated Cost period. Add colon.
Actual Cost of
Stage Completed
Stage of Stage Per client's Stage to Date
Week 1 $500 markup. 500
100 %
Week 2 400 100 % 500
Week 3 600 100 % 700
Week 4 500 50 % 50
Week 5 400 0 Not yet begun

a. Create a table similar to the one in Figure 3.27
b. For Week 3, calculate the budget at completion (BAC), planned value (PV), actual cost (AC), and
earned value (EV) at week 3.
c. For Week 3, calculate the performance measures of cost variance (CV), schedule variance (SV),
the cost performance index (CPI), and the schedule performance index (SPI).
d. What can you tell about the budget in Week 3 by using these performance measures?
e. What can you tell about the schedule in Week 3 by using these performance measures?
f. For Week 3, calculate the estimated time to complete (ETC) and estimate at completion (EAC).
24. Using the data in the table from the previous problem:
a. Create a table similar to the one in Figure 3.27 if you haven’t done so already.
b. For Week 4, calculate the budget at completion (BAC), planned value (PV), actual cost (AC), and
earned value (EV) at week 3.