Problem 4-5 (Algo) Your project to obtain charitable donations is now 39 days into a planned 49-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 33 days of the project and to bring in $25,400. Even though we are 39 days into the project, we still see that we have only 91% of this activity complete. The second activity relates to company donations and is scheduled to run for 39 days starting on day 6 and extending through day 45. We estimate that, even though we should have (33/39) 84.62% of this activity complete, it is actually only 51% complete. This part of the project was scheduled to bring in $150,400 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $50,800. So far $176,000 has actually been brought in on the project. Calculate the schedule variance, schedule performance index, cost (actually value in this case) variance, and cost performance index. (Negative values should be indicated by a minus sign. Do not round your intermediate calculations or "variance" values. Round your "performance index" values to 3 decimal places.) Schedule variance Schedule performance index Cost variance Cost performance index
Problem 4-5 (Algo) Your project to obtain charitable donations is now 39 days into a planned 49-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 33 days of the project and to bring in $25,400. Even though we are 39 days into the project, we still see that we have only 91% of this activity complete. The second activity relates to company donations and is scheduled to run for 39 days starting on day 6 and extending through day 45. We estimate that, even though we should have (33/39) 84.62% of this activity complete, it is actually only 51% complete. This part of the project was scheduled to bring in $150,400 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $50,800. So far $176,000 has actually been brought in on the project. Calculate the schedule variance, schedule performance index, cost (actually value in this case) variance, and cost performance index. (Negative values should be indicated by a minus sign. Do not round your intermediate calculations or "variance" values. Round your "performance index" values to 3 decimal places.) Schedule variance Schedule performance index Cost variance Cost performance index
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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Transcribed Image Text:Problem 4-5 (Algo)
Your project to obtain charitable donations is now 39 days into a planned 49-day project. The project is divided into 3 activities. The
first activity is designed to solicit individual donations. It is scheduled to run the first 33 days of the project and to bring in $25,400.
Even though we are 39 days into the project, we still see that we have only 91% of this activity complete. The second activity relates to
company donations and is scheduled to run for 39 days starting on day 6 and extending through day 45. We estimate that, even
though we should have (33/39) 84.62% of this activity complete, it is actually only 51% complete. This part of the project was scheduled
to bring in $150,400 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project
and has not started. It is scheduled to bring in an additional $50,800. So far $176,000 has actually been brought in on the project.
Calculate the schedule variance, schedule performance index, cost (actually value in this case) variance, and cost performance index.
(Negative values should be indicated by a minus sign. Do not round your intermediate calculations or "variance" values. Round
your "performance index" values to 3 decimal places.)
Schedule variance
Schedule performance index
Cost variance
Cost performance index
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