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Assignment for chapter 11 Project Control: Full Name: Phạm Thị Khánh Linh ID: BABAWE13276

This document contains information about calculating critical ratios for activities in a project and analyzing project performance. It provides the critical ratio calculations for 5 activities (A, B, C, D, E) and explains the reasons for ratios being above or below 1. It also calculates the schedule performance index (SPI), cost performance index (CPI), and critical ratio (CR) for the overall project up to week 6 and determines that the project is behind schedule and over budget based on the SPI and CPI being less than 1.

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Thi Khanh Linh Pham
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27 views

Assignment for chapter 11 Project Control: Full Name: Phạm Thị Khánh Linh ID: BABAWE13276

This document contains information about calculating critical ratios for activities in a project and analyzing project performance. It provides the critical ratio calculations for 5 activities (A, B, C, D, E) and explains the reasons for ratios being above or below 1. It also calculates the schedule performance index (SPI), cost performance index (CPI), and critical ratio (CR) for the overall project up to week 6 and determines that the project is behind schedule and over budget based on the SPI and CPI being less than 1.

Uploaded by

Thi Khanh Linh Pham
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Full Name : Phạm Thị Khánh Linh

ID: BABAWE13276

Assignment for chapter 11 Project Control

P11.1

Critical Ratio (CR) = 0.5288 (as calculated above)

Activity 1 is on target, both in terms of cost and schedule

Activity 2 and 3 both are over budget and behind schedule.

Activity 4 is both ahead of schedule and under budget.


CPI and SPI both are less than 1 indicating that the overall project is overbudget as well as behind
schedule. Critical Ratio is a composite indicator of both cost performance and schedule performance.

P11.2

The critical ratio formula = (actual progress/scheduled progress)*(budgeted cost/actual cost)

So, the critical ratio for each activity will be:

4 60 3
A: = * = = 1.5
4 40 2
3 50 3
B: * = = 1.5
2 50 2
2 30
C: * = 1
3 20
1 20 2
D: * = = 0.67
1 30 3
2 25 1
E: * = = 0.5
4 25 2
The more the critical ratio is away from 1, the more the activity is away from the targe

Hence, for A, the reason for high critical ratio is that the budgeted cost is considerably higher than the
actual cost.

For B, the actual progress is higher than the scheduled progress.

For C, ratio being 1, we needn't investigate it.

For D, budgeted cost is less than the actual incurred cost, the reasin behind the critical ratio less than 1.

For E, the Actual Progress in terms of number of days is quite less than the scheduled progress.

P11.9

Schedule Performance Index, SPI = Earned Value / Planned Value = 886 / 1430 = 0.62

Cost Performance Index, CPI = Earned Value / Actual Cost = 886 / 1380 = 0.64

So,
Critical ratio, CR = SPI * CPI = 0.62 * 0.64 = 0.397

Since CR is less than 1, the project performance is not under control as it seems from the data up to
week-6. The reason investigated reveals that both SPI and CPI are less than zero. It means that the
project is not only delayed but also running overbudget.

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