TCM 701 1

RESOURCE HOMEWORK

Exercise 10.1
Earned Value

Project 1
• Budget at completion (BAC) = $50,000
• Actual Cost (AC) = $40,000
• Earned Value (EV) = $35,000
• Planned Value (PV) = $37,000

Project 2
• Budget at completion (BAC) = $20,000
• Actual Cost (AC) = $15,000
• Earned Value (EV) = $18,000
• Planned Value (PV) = $16,000

Directions
Complete the earned value calculations for both projects to determine:
• Cost variance (CV)
• Schedule variance (SV)
• Cost performance index (CPI)
• Schedule performance index (SPI)
• Estimate at completion (EAC)

Compose a statement on both project’s status.
• Is the project ahead or behind schedule?
• Is the project over or below budget?
• Is the earned value performance better or worse than planned?

Organize your calculations and statements in one or more tables and consolidate into one PDF
document.

TCM 701 2

Exercise 10.2
Stakeholder Metrics

Background
This exercise continues your student project that will be used for several homework exercises.
The scenario is that you work for the fictitious company: Bear Claw Corporation. You are a
project manager assigned to a new project. You are in the defining and planning phases and
tasked to produce the project planning documents. This exercise determines stakeholder
metrics.

Directions
Based on the material presented in the Project Metric (week 9) and Stakeholder Metrics video
lessons, identify at least three stakeholder metrics. Endeavor to include at least one cost and
one schedule-based metric. For each stakeholder metric provide:
• Metric name
• Input result and performance metrics
• Description of usefulness to parent organization

Organize the stakeholder metric information in one or more tables and consolidate into one
PDF document.

TCM 701 1

PRITCHARD SOAP COMPANY
PART A

Samantha (Sam) Calderon is manager of a project that will completely alter the method of
adding perfume to Pritchard Soap’s “Queen Elizabeth” gift soap line. The new process will
greatly extend the number of available scents and should result in a significant increase in
sales. The project had been proceeding reasonably well, but fell several weeks behind when
the perfume supplier, the Stephen Marcus Parfumissary, was unable to meet its delivery
deadline because of a wildcat strike.

Under normal circumstances this would not have caused problems, but the project had been
subject to a particularly long evaluation study and now was in danger of not being ready for the
holiday season. The major scheduling problem concerned Pritchard’s toxicity lab. Kyle Lee, lab
manager, had been most cooperative in scheduling the Queen Elizabeth perfumes for toxicity
testing. He had gone out of his way to rearrange his own schedule to accommodate Sam’s
project. Because of the strike at Marcus, however, Sam cannot have the perfumes ready for
test as scheduled, and the new test date Lee has given Sam will not allow her to make the new
line available by the holidays. Sam suspects that the project might not have been approved if
senior management had known that they would miss this year’s holiday season.

Discussion Question: Research the term “wildcat strike” before proceeding with your post.
What was the source of change in this project and how will it affect the project’s priority?