05 Jun Plot the data and perform a cost estimate. Analyze the results. See Lecture 2 for the mechanics of how to present the data, i.e., this is a paper ass
I attached the previous year student work, I need help in similar assignment. Make it similar like that but write differently, so no one can check it is similar. For lecture ppt passowrd is terrior
The attached file presents data for a real-world construction project. Plot the data and perform a cost estimate. Analyze the results. See Lecture 2 for the mechanics of how to present the data, i.e., this is a paper assignment and should, therefore be in APA format—Title page, abstract, paper, and Appendices. Appendix 1 should contain any references. Hints: Plot the data and use the significant plots to demonstrate your case. (You have to decide what is “significant.”) Clearly present the status of the project. You are the PM and are making the case, which should be clearly based on the data.
Data Only
| Construction Project | |||
| BAC = | 3,750 | ||
| Weekly | |||
| Week | Plan | Actual | Earned |
| 0 | – 0 | – 0 | – 0 |
| 1 | 8 | 4 | 3 |
| 2 | 15 | 9 | 7 |
| 3 | 23 | 13 | 10 |
| 4 | 30 | 18 | 13 |
| 5 | 38 | 22 | 17 |
| 6 | 45 | 27 | 20 |
| 7 | 53 | 31 | 23 |
| 8 | 60 | 35 | 27 |
| 9 | 68 | 40 | 30 |
| 10 | 75 | 44 | 33 |
| 11 | 83 | 49 | 37 |
| 12 | 90 | 53 | 40 |
| 13 | 98 | 58 | 43 |
| 14 | 105 | 62 | 47 |
| 15 | 113 | 67 | 50 |
| 16 | 120 | ||
| 17 | 128 | ||
| 18 | 135 | ||
| 19 | 143 | ||
| 20 | 150 | ||
| 21 | 150 | ||
| 22 | 150 | ||
| 23 | 150 | ||
| 24 | 150 | ||
| 25 | 150 | ||
| 26 | 150 | ||
| 27 | 150 | ||
| 28 | 150 | ||
| 29 | 150 | ||
| 30 | 150 | ||
| 31 | 135 | ||
| 32 | 120 | ||
| 33 | 105 | ||
| 34 | 90 | ||
| 35 | 75 | ||
| 36 | 60 | ||
| 37 | 45 | ||
| 38 | 30 | ||
| 39 | 15 | ||
Sheet3
,
F-Construction Project Assignment #2
Boston University MET AD 644 Project Risk & Cost Management Prof. Carl Belack
Spring, 2019
Abstract
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Running Head: F-Construction Project
This paper will describe the earned value calculations for an ongoing construction project that is to be
completed over the course of thirty-nine weeks for Rosie’s Place1, a shelter located in Boston,
Massachusetts. The project is currently over budget and is running behind schedule. The paper will
analyze data including schedule performance index (SPI) and cost performance index (CPI).
1
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Running Head: F-Construction Project
The B.A. Perazim, Inc. & Associates is a construction company who are licensed
architects and licensed builders2 working to reconstruct the 3rd floor of one of the shelters for the
state of Massachusetts (MA). Bidders were informed that the state intended to reconstruct the 3rd
floor of Rosie’s Place shelter for single mothers with children under the ages 12 and under. The
floor will be redesigned to provide support to a least 5 families.
The construction project has been behind schedule since week 1. The project duration is
39 weeks with a Budget at Completion (BAC) of $375,000. On Figure 1, the Planned Value
(PV), the authorized budget cost for the scheduled work for week 15 is $110, 000.3 Yet, the
project has only reached $67,000 with Earned Value (EV), the budget cost for work already
performed is now equivalent to $50,000.3 Forecasting to predict future performance, requires us
to estimate our budget. At week 15, the Cost Estimate at Completion (CEAC),
EAC = AC + (BAC – EV) / (CPI * SPI), is in excess of $500,000. Due to poor efficient work,
the project could result in expenditures of $200,000 over budget. 4
Figure 1. Cumulative Data for PV, EV, Actual Cost and CEAC. (see Appendix B for additional data).
When we calculate the Cost Performance Index (CPI), CPI=EV/AC, of the project, the
result is less than 1, signifying that the project is overbudget. The project is running at 75%
2
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Running Head: F-Construction Project
efficiency. 3 The Schedule Performance Index (SPI), SPI=EV/PV, has been consistently less than
1 since the first week of the project.3 The project’s SPI has continuously been steady at 45%,
with exceptions at weeks 6 through 7 and 14 through15 when it jumped to 80% at week 6 and
75% at week 14. The low efficiency may be due to inefficient number of availability laborers for
the job and New England’s numerous snow storms. When reviewing Figure 2, SPI coincides
with the high increase the cost estimate to dates.
Figure 2. Cumulative Data for CPI and SPI.
3
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Running Head: F-Construction Project
Appendix A
References
1. Rosie’s Place| Helping Poor and Homeless Women in Boston with Food and Opportunities. http://www.rosiesplace.org/ Accessed January 31, 2019.
2. B.A. Perazim Inc. in Dedham, MA – (508) 292-4786 – Company Profile. http://www.buzzfile.com/business/B.A.-Perazim-Inc.-508-292-4786. Accessed February 10, 2019.
3. Belack, Carl. Lecture 3: Cost and Schedule Presentation. MET AD 644 Project Risk and Cost Management. Boston University. 2019.
4. Estimate at Completion (EAC)-A Project Forecasting Tool. PM Study Circle: A PMP Exam Preparation Blog. https://pmstudycircle.com/2012/05/estimate-at-completion-eac- a-project-forecasting-tool/ February 8, 2019.
4
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Running Head: F-Construction Project
Appendix B
5
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