Final answer:
Without actual data on the project's PV, EV, and AC, it's impossible to compute SV, CV, SPI, CPI, and PCIB. Nevertheless, these metrics help determine if a project is behind schedule or over budget, leading to an evidence-based assessment. Any unexpected outcomes observed over several weeks would suggest the need for further analysis.
This correct answer is none of the above.
Step-by-step explanation:
To evaluate a project using earned value analysis, we need specific data on the Planned Value (PV), Earned Value (EV), and Actual Cost (AC).
The Schedule Variance (SV) is computed by EV minus PV, Cost Variance (CV) is EV minus AC, the Schedule Performance Index (SPI) is EV divided by PV, Cost Performance Index (CPI) is EV divided by AC, and the Percent Complete Index Baseline (PCIB) is EV divided by BAC (Budget at Completion).\
Without the actual figures from the reporting periods, we cannot compute these metrics. However, if SV or CV are negative, it signifies the project is behind schedule or over budget, respectively. SPI and CPI values less than 1 also indicate poor performance.
If these conditions persist through period 12 without clear reasons, it might suggest the project is not successful. Yet, it's crucial to consider other factors such as project complexity, external variables, and adjust expectations accordingly.
Considering these aspects, we might draw a conclusion on whether the project's outcomes meet the expectations set out initially. Any unexpected outcomes could warrant further analysis to identify contributing factors.
Over the several weeks, we would continually perform observations and assess outcomes, preparing for the next steps based on the data we have accumulated.
Your correct question is: 1. The following data have been collected for a British health care IT project for two-week reporting periods 2 through 12. Compute the Sv, CV, SPI, and CPI for each period. Plot the EV and the AC on the summary graph provided. Plot the SPI, CPI and PCIB on the index graph provided. (You may use your own graphs.) What is your assessment of the project at the end of period 12? 4212 22 6 8 14 147 18 O O 144 18 1 0 4 3 10 0 0 4 6 10 10 5 14 0 0 10 4 14 18 8 22 0 0 18 4 22 Legend ESID EF SL SL LS OUR LF 8 6 16 22 108 18 22 6 4 10 ES 1 4 4 8 3 Baseline (PV) ($00) PV Task DUR LF SL ($00) 6 2 4 6 8 10 12 14 16 18 20 22 0 08 44 2 4 14 2 40 10 10 10 10 6 4 10 0 30 10 15 5 4 4 10 2 10 10 10 14 0 40 |20|20 818 2 60 |20|20| 10 | 10 | 7 4 14 14 180 20 10 10 8 4 18 22 030 | 2010 Period PV total 4 4 30 35 35 50 30 20 10 20 10 Cumulative PV total 4 8 38 73 108 158 188 208 218 238 248 4 20 5 4 6 8 ($00) CV EV Status Report: Ending Period 2 Task %Complete 50% Cumulative Totals PV SV 1 AC 4 4 (500) CV EV PV SV AC 10 10 (500) CV EV PV SV AC 10 15 12 0 37 ($00) EV PV CV SV Status Report: Ending Period 4 Task %Complete 1 Finished Cumulative Totals Status Report: Ending Period 6 Task %Complete 1 Finished 2 25% 33% 4 0% Cumulative Totals Status Report: Ending Period 8 Task %Complete 1 Finished 2 30% 3 60% 4 0% Cumulative Totals Status Report: Ending Perlod 10 Task %Complete 1 Finished 2 60% Finished 50% 5 0% 6 30% Cumulative Totals Status Report: Ending Period 12 Task %Complete 1 Finished 2 Finished 3 Finished Finished 50% 6 50% Cumulative Totals АС 10 20 25 0 55 11 ($00) CV EV PV SV 3 4 AC 10 30 40 20 0 24 124 (500) EV PV CV sv АС 10 50 40 40 30 40 210 Period SPI CPI PCIB 2 4 6 8 10 12 SPI = EV/PV CPI = EVIAC PCIB = EV/BAC Summary Graph Indexes Periods 2-12 260 240 1.60 220 1.40 200 1.20 180 1.00 Index 160 .80 140 PV .60 Dollars 120 .40 100 20 80 0 60 o 2 4 6 8 10 12 14 Time periods 40 20 0 0 2 16 18 20 22 24 4 6 8 10 12 14 Time periods
This correct answer is none of the above.