Your project to obtain charitable donations is now 30 days into a planned 40-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 25 days of the project and to bring in $25,000. Even though we are 30 days into the project, we still see that we have only 90 percent of this activity complete. The second activity relates to company donations and is scheduled to run for 30 days starting on day 5 and extending through day 35. We estimate that even though we should have approximately 83 percent (or more precisely 25/30) of this activity complete, it is actually only 50 percent complete. This part of the project was scheduled to bring in $150,000 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 $50,000. So far $175,000 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

Schedule variance, Cost variance, Cost performance index, Schedule performance index are -52500, -77500, 0.56, 0.65

Planned value of project = Budget revenue of A + Budget revenue of B + Budget revenue of C

Planned value of project = [($25,000)(100%)] + [($150,000)(83.33%)] + [(50,000)(0%)]

Planned value of project = $150,000

Budget earned value of project = Actual revenue of A + Actual  revenue of B + Actual  revenue of C

Budget earned value of project = [($25,000)(90%)] + [($150,000)(50%)] + [(50,000)(0%)]

Budget earned value of project = $97,500

Schedule variance = Budget earned value of project - Planned value of project

Schedule variance = $97500 - 150,000

Schedule variance = -52500

Cost variance = Budget earned value of project - Actual revenue

Cost variance = $97,500 - $175,000

Cost variance = -$77500

Cost performance index = Budget earned value of project / Actual revenue

Cost performance index = $97,500 / $175,000

Cost performance index = 0.5571

Cost performance index = 0.56 (Approx.)

Schedule performance index = Budget earned value of project / Planned value of project

Schedule performance index = 97500 /150,000

Schedule performance index = 0.65

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Solution:

The discretionary revenues of the work week must be estimated first before the 30th day of each operation

= Budgeted revenues * plan completion till the date

=25,000 *100%

=$ 25000

= Budgeted revenues * plan completion till the date

=150,000 *83.33%

=$ 125000

= Budgeted revenues * plan completion till the date

=50,000 *0%

=$ 0

BRWs of the project

=25000+12500+0

=150,000

The budgetary revenue from the work carried out is measured now before the 30th day of every operation.

BRWPA = Budgeted revenues * Actual completion till the date

=25,000 *90%

=$ 22500

BRWPB = Budgeted revenues * Actual completion till the date

=150,000 *50%

=$ 75000

BRWPC = Budgeted revenues * Actual completion till the date

=50,000 *0%

=$ 0

BRWP of the project

=22500+7500  

=97500

Now we need to calculate the schedule variance as under  

= BRWP-BRWS

=97500-150,000

=-52500

The deviation is so pessimistic here so that we can assume that the project's success is way behind the cost efficiency index estimate.

Calculation of the scot's expense efficiency index

=Budgeted Revenue of the work Performed / Actual revenue

=97500 /175,000

=0.56

Here, the performance level is lower than 1 (0.56) so the results are higher than expected Estimation of the performance index of the schedule

=Budgeted Revenue of the work Performed / budgeted revenue of the work scheduled

=97500 /150,000

=0.65

Here it is less than 1 (0.65) so it is behind the schedule

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