Due Date: Sunday by 11:59pm Total Points: 100 Instructions: You are the project manager of a software development project. The team members will be working on five different components. Each of the components is budgeted to be $2,625, and all components are supposed to be completed in five weeks. Using the status in the following table, find the following values at the end of week four.
Project Planned End Date
Planned Budget
Actual Amount Spent by Week Four
Planned Completion by Week Four
Actual Completion by Week Four
Software Development Project
End of 5th week
$13, 125 for total project or $2,625 for each component
$9,000 Four out of five components
Three out of five components
Acronym Term Formula Answer Interpretation
PV
EV
AC
SV
CV
CPI
SPI
BAC
EAC
ETC
VAC
TCPI
PMG640 – Project Scheduling and Cost Planning
Unit 6 Assignment: EVM
Requirements:
Use this MS Word file to complete your assignment and submit via Blackboard.
Save your files using the following filename convention:
o EVM – FirstName_LastName
Be sure to read the criteria, by which your paper/project will be evaluated, before you write, and again after you write.
Evaluation Rubric for Unit 6: EVM Assignment
CRITERIA Deficient
Needs
Improvement Proficient
Exemplary
0 – 15 Points 16 – 19 Points 20 – 24 Points 25 Points
EMV Reserve justifications have no basis based on estimations but some justifications provided.
Justifications for
reserve fund are
based on clear
estimations using
EMV calculations and
or PERT. Some of the
estimations
incomplete and
justifications are
partially complete.
Justifications for
reserve fund are
based on clear
estimations using
EMV calculations
and or PERT.
Some of the
estimations are
complete and
matches the
justifications.
Justifications for reserve fund are based on clear estimations using EMV calculations and or PERT. The estimations are complete and matches the justifications.
Milestones All activities are Sequenced using the predecessors’ column without a closed network diagram. At least 1-2 of your tasks relationships must be different than Finish to Start.
All activities are Sequenced using the predecessors’ column without a closed network diagram. At least 3 of your tasks relationships must be different than Finish to Start.
All activities are Sequenced using the predecessors’ column with a closed network diagram. At least 3 of your tasks relationships must be different than Finish to Start.
All activities are Sequenced using the predecessors’ column with a closed network diagram. At least 4 of your tasks relationships must be different than Finish to Start.
Cost Baseline Cost baseline do not include at most of activity cost estimates and when added up and does not equals the cost baseline.
Cost baseline include at least 80 percent of activity cost estimates and when added up equals the cost baseline.
Cost baseline include all activity cost estimates and when added up equals the cost baseline.
Cost baseline include all activity cost estimates and when added up equals the cost baseline and contingencies.
Summary Budget Summary budget partially updated to include cost baselines estimates.
Summary budget 50 - 70 %l updated to include cost baselines estimates.
Summary budget 80 %l updated to include cost baselines estimates.
Summary budget fully updated to include cost baselines estimates.
ACF Mock Negotiation Strategy
State of Georgia
In light of Judge Magnuson’s decision regarding the withdrawals of Atlanta, Georgia has
come to the conclusion that an agreement made between the major stakeholders of the
basin is not only preferable, but a necessity. The State of Georgia currently has a
comprehensive water plan which will attempt to address the inefficient uses of
resources in the Atlanta Metro area, and Georgia as a whole. The State also
understands that much of the downstream withdrawals, especially in the Flint basin,
must be managed more efficiently. Part of any comprehensive plan in the ACF basin will
require new growth management and building standards, as well as changes to how
local planning offices deal with easement requests and compatibility with the State’s
Comprehensive Plan.
As part of a comprehensive effort to reduce demand in the ACF basin, Georgia has
proposed or implemented an entire suite of programs and tactics. Georgia is prepared
to begin combining efforts to find a scientifically sound audit of usage and future
demands in the basin. We will begin metering all permitted withdrawals, both public and
private uses. As part of the plan, two-10mgd grey water facilities will be licensed in
Atlanta, and will begin breaking ground within five years of an agreement. Georgia plans
to save approximately 20% of its 2009 demand within ten years of completion of the
water projects. The costs for infrastructure will be partly paid for by Renew America Act
funds, as well as tax revenue from increased brown-field developments.
Withdrawals from Atlanta are only part of the problem. Unrestricted withdrawals, from
the Flint River basin, mainly by agriculture, are a large slice of the water pie in Georgia.
We plan to work much closer with US Dept. of Interior and the Federal Farm Bureau, to
enact new irrigation techniques throughout the basin. The introduction of drought
tolerant strains of plants, as well as growth management policies in the urban areas of
the basin will allow us to significantly reduce demand on water withdrawals, while
simultaneously preserving the economic viability of one of our largest industries. While
we would like to implement a tiered payment system for water, the State feels that
pushing conservation in the Flint basin will garner more support throughout the region.
We do not feel that further burdening our agricultural sector will allow, politically, for us
to sustain this plan.
The state of Georgia recognizes that part of the problem in the Atlanta Metro area
comes from its sprawl and the “edge-cities” which have grown on its periphery. Atlanta’s
place at the crossroads of history is as much a burden as a blessing. There are many
blighted and forgotten buildings and neighborhoods within the region. The development
of what are known as “brown-field” sites will help to reduce sprawl towards cheaper, but
less urban, “green-field” or virgin sites. The State is now willing to push for changes to
the 1989 Georgia Planning Act. We are prepared to propose a tough and binding urban-
services boundary to help stem rampant growth at the area’s periphery. Density
requirements and lax zoning regulations will need to be addressed. Compliance with the
Comprehensive Plan, including changing review from every ten years, to every five
years will help keep a consistency with the goals of the State. The State plans to make
development of these run-down and expensive to rehabilitate areas a priority. Georgia
proposes a buy-in market for both Alabama and Florida, so that growth, and the
inevitable increases in withdrawals, can be managed with the best interests of all parties
in mind.
The bottom line is that Georgia will need some time to implement their comprehensive
strategy for efficient water-use. Georgia needs annual increases in withdrawals from the
ACF basin. A 4% increase for the time it takes to build both grey water facilities in the
Atlanta Metro area will keep the region economically stable, and will allow for the
savings in demand from conservation to show progress. Georgia believes that barring
an un-foreseen drought in the basin, that these minimal increases will yield negligible
damage to the lower basin, and will speed the transition towards full efficiency. As
smarter uses of the water in the basin, especially on the Flint River, become common-
place, the withdrawals from the system can be rolled-back to 1990 volumes, thus
increasing flows to ecologically sensitive regions, and continue the economic viability of
fisheries in the Gulf of Mexico and Apalachicola Bay.

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