Project Management for Apex Area Medical Centre Project

This report evaluates the progress of the Apex Area Medical Centre Project using Earned Value Management (EVM) and analyzes the project's schedule compression. It includes baseline and actual duration, work and earned value, planned value, actual cost of each activity, and more.

Running head: PROJECT MANAGEMENT
Apex Area Medical Centre Project
Name of the Project:
Name of the University:

1PROJECT MANAGEMENT
Table of Contents
Introduction......................................................................................................................................2
1. Project progress report.................................................................................................................3
1.1 Baseline and actual duration, baseline and actual work and earned value, planned value,
actual cost of each activity...........................................................................................................4
1.2 Calculation of project cost...................................................................................................10
1.3 Earned value table and graph...............................................................................................10
1.4 Contractor earned.................................................................................................................12
1.5 Payment authorized to be paid to the contractor.................................................................12
1.6 Earned value analysis based schedule and cost differences................................................15
1.7 Comment on EVM performance measures..........................................................................16
1.8 EVM estimation for total duration of project and total cost of project...............................18
1.9 Evaluate EVM methods.......................................................................................................21
2. Project control: Schedule compression......................................................................................25
2.1 Gantt chart shows activities from status date to end of the project.....................................25
2.2 Table for the compressed activities.....................................................................................35
Conclusion.....................................................................................................................................39
References......................................................................................................................................40

2PROJECT MANAGEMENT
Introduction
The project is based on smart project development management with construction of
Apex Area Medical Centre Project requires to improve its management operations. This project
report is divided in two parts, project progress report and project control: schedule compression.
The project progress is evaluated by use of Earned Value Management (EVM). It is a project
management technique which is used to measure performance of project as well as progress. The
concept of project management is used to estimate the project cost and project schedule so that
the project manager can measure project progress (Kerzner & Kerzner, 2017). It is a project
management method used to measure schedule and cost variances in the project based on
comparison of the work performed along with work planned. EVM is used for controlling cost as
well as schedule and useful to forecast the project.
The purpose of this report is to treat the project work as fixed price contract which is
being executed by the contractor. EVM methods are evaluated to analyze if the project is under
or behind the project estimated time. It is also used to analyze if the project is over budgeted or
under the estimated project cost. It will determine the project progress rate and project success
rate in the market.

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1. Project progress report
The client of the project has approved the original baseline schedule and shelved for the
request for change. The project is depicted by the baseline plan implemented as per suggested
project start date. The estimated project start date is 8th October, 2018. The project controller has
collected data related to the project plan and progress monitoring is provided as that seventy-five
percent of original estimated project duration has being passed.
Baseline
start date
Baseline end
date
Days Description
10/8/2018 8/28/2020 495 days The project start date and its end date is provided
so that the total duration of the project is
estimated.
6/15/2020 435 days 75% of the duration is converted to date
Status
progress:
3/10/20
365.54 days 75% of the working duration is converted to date
Table 1: Status Date
The project team determines that there are total of 495 days between the baseline start
date and baseline end date. The project controller finds the project related information by
assuming that N activities were planned to finish or be in project progress at present. The
activities are being sorted as per minimum early start times based on optimal baseline schedule.
Fraction of the N activities Time percentage difference Cost percentage difference

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First 1/4th +10 +5
Second 1/4th +15 +5
Remaining half +05 +5
N range Count Activities
First 1/4th 15 1 through 15
Second 1/4th 15 16 through 30
Remaining half 29 31 through 60
1.1 Baseline and actual duration, baseline and actual work and earned value,
planned value, actual cost of each activity
The project controller updated the Microsoft Project file with collected data highlighted
pink for first 25%, green for second 25% and orange for remaining of the activities. Finally,
yellow for the activities those are in progress. Following are definitions of the terms which are
used to measure the cost so that the reader can able to understand.
Baseline duration: Baseline is the value and condition against the future measurement
that are being compared. In this project plan, three of the baseline is identified such as schedule
baseline and cost baseline (Larson & Gray, 2015). It is the standard which is used to measure the
project performance.
Actual duration: The actual duration of project is measure of sensitivity of the price and
bond which is used to measure the interest rates. It is measured in terms of working time units
such as hours, days, weeks and months.

5PROJECT MANAGEMENT
Baseline work: The baseline work shows the total planned person hours schedule for the
task, resources as well as assignment units (Fleming & Koppelman, 2016). It is used to analyze
the progress along with performance to date. A project baseline is set for the project to analyze
the baseline work.
Actual work: The actual work is sum of the work as well as actual overtime work. The
actual work is calculated against the planned work by means of actual overtime work.
BCWP: It is a term which is used in earned value management approach to the project
management (Harrison & Lock, 2017). It is termed as budgeted cost for work planned or also
known as earned value (EV). It is contrasted to “actual cost of work performed (ACWP) which
can measure the actual amount of money spent than the budget estimate.
BCWS: It is a term which is used in earned value management approach to the project
management. It is termed as budgeted cost for work scheduled or also known as planned value
(PV). It is sum of the budget items for the work packages and overhead that was being scheduled
for period rather than the cost of work performed.
Actual cost: It is the actual expenditure which is made to acquire an asset plus the cost
for delivering, setting and testing the asset. It is the cost of the asset when it is recorded into the
financial statements as the fixed asset (Marchewka, 2014). It is the cost of product based on the
incurred cost of the materials as well as labor required into the production of goods and services.

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N WBS Task Name
Baseline
Duration
Actual
Duration Baseline Work Actual Work Actual Cost BCWP BCWS
1 1.1.1
Identify mission and
Objectives, Create Project Charter 7 days 7 days 56 hrs 56 hrs $0.00 $0.00 $0.00
2 1.1.2
Create Business Plan and
Issue 5 days 5 days 40 hrs 40 hrs $0.00 $0.00 $0.00
3 1.1.3
Create Project Initiation
Document and Issue 12 days 12 days 96 hrs 96 hrs $0.00 $0.00 $0.00
4 1.1 Soil Investigation 3 days 3 days 14.4 hrs 14.4 hrs $18,370.80 $17,496.00 $17,496.00
5 1.2 Architectural 60 days 60 days 336 hrs 336 hrs $26,686.80 $25,416.00 $25,416.00
6 1.2.3 Structural 15 days 15 days 300 hrs 300 hrs $24,822.00 $23,640.00 $23,640.00
7 1.2.4 Mechanical 10 days 10 days 112 hrs 112 hrs $18,975.60 $18,072.00 $18,072.00
8 1.2.5 Electrical 15 days 15 days 360 hrs 360 hrs $24,822.00 $23,640.00 $23,640.00
9 2.1.1 Survey 5 days 5 days 120 hrs 120 hrs $15,750.00 $15,000.00 $15,000.00
10 2.1.2 Excavation 10 days 10 days 240 hrs 240 hrs $22,260.00 $21,200.00 $21,200.00
11 2.1.3.1 Grading 5 days 5 days 160 hrs 160 hrs $25,578.00 $24,360.00 $24,360.00
12 2.1.3.2 Water Control 29 days 29 days 928 hrs 928 hrs $4,410.00 $4,200.00 $4,200.00
13 2.1.3.3 Erosion control 29 days 29 days 928 hrs 928 hrs $6,300.00 $6,000.00 $6,000.00
14 2.1.3.4 Underground utilities 10 days 10 days 240 hrs 240 hrs $29,400.00 $28,000.00 $28,000.00
15 2.2.1.1 Piles (Precast) 14 days 14 days 672 hrs 672 hrs $3,834,423.60 $3,651,832.00 $3,651,832.00
16
2.2.1.2.
1
Columns (Basement -
Floor 2) 28 days 28 days 1,344 hrs 1,344 hrs $222,801.60 $212,192.00 $212,192.00
17
2.2.1.2.
2 Columns (Floor 3 - 4) 10 days 10 days 960 hrs 960 hrs $166,110.00 $158,200.00 $158,200.00
18
2.2.1.2.
3 Columns (Floor 5 - 6) 20 days 20 days 960 hrs 960 hrs $117,348.00 $111,760.00 $111,760.00
19
2.2.1.2.
4 Columns (Floor 7 - 9) 10 days 10 days 960 hrs 960 hrs $92,967.00 $88,540.00 $88,540.00
20
2.2.1.3.
1
Slab -Beams (Basement -
Floor 2) 12 days 12 days 1,152 hrs 1,152 hrs $150,670.80 $143,496.00 $143,496.00

7PROJECT MANAGEMENT
21
2.2.1.3.
2 Slab-Beams (Floor 3- 4) 8 days 8 days 768 hrs 768 hrs $111,020.70 $105,734.00 $105,734.00
22
2.2.1.3.
3 Slab-Beams (Floor 5 - 6) 8 days 8 days 768 hrs 768 hrs $79,300.20 $75,524.00 $75,524.00
23
2.2.1.3.
4 Slab-Beams (Floor 7 - 9) 8 days 8 days 768 hrs 768 hrs $63,439.95 $60,419.00 $60,419.00
24
2.2.1.4.
1 Roofing Trusses 5 days 5 days 480 hrs 480 hrs $33,600.00 $32,000.00 $32,000.00
25
2.2.1.4.
2 Roofing Cover 3 days 3 days 288 hrs 288 hrs $5,577.60 $5,312.00 $5,312.00
26 2.3.1.1
Columns (Basement - Floor
2) 5 days 5 days 600 hrs 600 hrs $26,843.25 $25,565.00 $25,565.00
27 2.3.1.2 Columns Floor( 3 - 4) 5 days 5 days 600 hrs 600 hrs $13,713.00 $13,060.00 $13,060.00
28 2.3.1.3 Columns Floor( 5 - 6) 5 days 5 days 600 hrs 600 hrs $13,713.00 $13,060.00 $13,060.00
29 2.3.1.4 Columns Floor( 7 - 9) 5 days 5 days 600 hrs 600 hrs $15,603.00 $14,860.00 $14,860.00
30 2.3.2.1
Slab-Beams (Basement -
Floor 2) 4 days 4 days 128 hrs 128 hrs $19,639.20 $18,704.00 $18,704.00
31 2.3.2.2 Slab-Beams Floor( 3 - 4) 4 days 4 days 128 hrs 128 hrs $30,939.83 $29,466.50 $29,466.50
32 2.3.2.3 Slab-Beams Floor( 5 - 6) 4 days 4 days 128 hrs 128 hrs $14,365.58 $13,681.50 $13,681.50
33 2.3.2.4 Slab-Beams Floor( 7 - 8) 4 days 4 days 128 hrs 128 hrs $25,558.58 $24,341.50 $24,341.50
34 2.3.3.1
Stairway (Basement - Floor
2) 2 days 2 days 240 hrs 240 hrs $12,591.08 $11,991.50 $11,991.50
35 2.3.3.2 Stairway Floor(3 - 4) 2 days 2 days 240 hrs 240 hrs $5,272.58 $5,021.50 $5,021.50
36 2.3.3.3 Stairway Floor( 5 -6) 4 days 4 days 240 hrs 240 hrs $12,591.08 $11,991.50 $11,991.50
37 2.3.3.4 Stairway Floor( 7 - 8) 4 days 4 days 240 hrs 240 hrs $12,591.08 $11,991.50 $11,991.50
38 2.3.4 Patios 1 day 1 day 72 hrs 72 hrs $3,256.05 $3,101.00 $3,101.00
39 2.4.1.1 Internal wall 30 days 30 days 2,160 hrs 2,160 hrs $393,750.00 $375,000.00 $375,000.00
40 2.4.1.2 External wall 45 days 45 days 3,600 hrs 3,600 hrs $446,250.00 $425,000.00 $425,000.00
41 2.4.1.3 Screeding 90 days 90 days 5,040 hrs 5,040 hrs $301,644.00 $287,280.00 $287,280.00
42 2.5..5 Partitions 55 days 55 days 2,200 hrs 2,200 hrs $81,084.15 $77,223.00 $77,223.00

8PROJECT MANAGEMENT
43 2.5.1 Dry wall 45 days 45 days 1,800 hrs 1,800 hrs $89,250.00 $85,000.00 $85,000.00
44 2.5.2.1 Interior doors 20 days 20 days 800 hrs 800 hrs $13,083.00 $12,460.00 $12,460.00
45 2.5.2.2 Windows 30 days 30 days 1,200 hrs 1,200 hrs $18,984.00 $18,080.00 $18,080.00
46 2.5.2.3 Security doors 20 days 12 days 800 hrs 480 hrs $0.00 $7,440.00 $7,440.00
47 2.5.2.4 Tiles 90 days 45 days 2,160 hrs 1,080 hrs $0.00 $38,259.56 $38,259.56
48 2.5.2.5 Glazing works 40 days 32 days 1,600 hrs 1,280 hrs $0.00 $26,176.00 $26,176.00
49 2.5.2.6 Decoration 30 days 0 days 960 hrs 0 hrs $0.00 $0.00 $0.00
50 2.5.4 Carpeting 50 days 0 days 2,400 hrs 0 hrs $0.00 $0.00 $0.00
51 2.6.1.1
Plumbing systems (Main
Line) 15 days 15 days 360 hrs 360 hrs $10,780.00 $9,760.00 $9,760.00
52 2.6.1.2
Plumbing systems (Floor. 1-
2) 10 days 10 days 240 hrs 240 hrs $8,790.00 $7,840.00 $7,840.00
53 2.6.1.3
Plumbing systems (Floor. 3-
4) 10 days 10 days 240 hrs 240 hrs $8.760.00 $7,840.00 $7,840.00
54 2.6.1.4
Plumbing systems (Floor. 4-
6) 10 days 10 days 240 hrs 240 hrs $8.760.00 $7,840.00 $7,840.00
55 2.6.1.5
Plumbing systems (Floor. 7-
9) 10 days 10 days 240 hrs 240 hrs $8,760.00 $7,840.00 $7,840.00
56 2.6.2.1
Electrical Fixtures
(Distribution) 5 days 5 days 200 hrs 200 hrs $25,908.00 $28,000.00 $28,000.00
57 2.6.2.2 Electrical Fixtures (Floor. 1-2) 10 days 10 days 400 hrs 400 hrs $20,890.00 $18,840.00 $18,840.00
58 2.6.2.3 Electrical Fixtures (Floor. 3-4) 10 days 10 days 400 hrs 400 hrs $20,789.00 $18,840.00 $18,840.00
59 2.6.2.4 Electrical Fixtures (Floor. 5-6) 10 days 10 days 400 hrs 400 hrs $19,670.00 $18,840.00 $18,840.00
60 2.6.2.5 Electrical Fixtures (Floor. 7-9) 10 days 10 days 400 hrs 400 hrs $21,970.00 $18,840.00 $18,840.00
61 2.6.3.1 Systems Controls 10 days 0 days 640 hrs 0 hrs $0.00 $0.00 $0.00
62 2.6.3.2 Fire alarms 10 days 0 days 320 hrs 0 hrs $0.00 $0.00 $0.00

9PROJECT MANAGEMENT
66 2.6.4.1
Mechanical Fixtures (Elevators
etc) 15 days 0 days 840 hrs 0 hrs $0.00 $0.00 $0.00
64 2.6.4.2
Mechanical Fixtures (Floor 1-
4) 30 days 0 days 1,680 hrs 0 hrs $0.00 $0.00 $0.00
65 2.6.4.3
Mechanical Fixtures (Floor 5-
9) 30 days 0 days 1,680 hrs 0 hrs $0.00 $0.00 $0.00
66 3.1 Access roads 14 days 0 days 336 hrs 0 hrs $0.00 $0.00 $0.00
67 3.2 Signages 5 days 0 days 80 hrs 0 hrs $0.00 $0.00 $0.00
68 3.3 Parking lot 14 days 0 days 336 hrs 0 hrs $0.00 $0.00 $0.00
69 4.1 Testing 1 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
70 4.1 Testing 2 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
71 4.1 Testing 3 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
72 4.1 Testing 4 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
73 4.1 Testing 5 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
74 4.1 Testing 6 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
75 4.1 Testing 7 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
76 4.1 Testing 8 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
77 4.1 Testing 9 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
78 4.1 Testing 10 2 days 0 days 48 hrs 0 hrs $0.00 $0.00 $0.00
79 4.2 Inspections 1 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
80 4.2 Inspections 2 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
81 4.2 Inspections 3 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
82 4.2 Inspections 4 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
83 4.2 Inspections 5 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
8485 4.2 Inspections 6 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
86 4.2 Inspections 7 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
87 4.2 Inspections 8 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
88 4.2 Inspections 9 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00
89 4.2 Inspections 10 1 day 0 days 2.4 hrs 0 hrs $0.00 $0.00 $0.00

10PROJECT MANAGEMENT
1.2 Calculation of project cost
The project manager determines the project cost by determination of the in-progress activities which is shown in below table such as:
WBS ID Task name Baseline
duration
Actual
duration
Baseline work Actual
work
Earned
value
Planned
value
Actual
cost
Remaining
cost
Remaining
work
Remaining
duration
2.5.2.3
Security doors 20 days 12 days 800 hours 480 hour $7,440.00 $7,440.00 $0.00 $0.00 320 hours 8 days
2.5.2.4
Tiles 90 days 32 days 2,160 hours 1,080 hour $38,259.56 $38,259.56 $0.00 $0.00 1,080
hours
45 days
2.5.2.5 Glazing doors 40 days 32 days 1,600 hours 1,080 hours $26,176.00 $26,176.00 $0.00 $0.00 320 hours 8 days
1.3 Earned value table and graph

11PROJECT MANAGEMENT
'18 '18 '18 '18 '19 '19 '19 '19 '19 '19 '19 '19 '19 '19 '19 '19 '19 '20 '20 '20 '20 '20 '20 '20 '20 '20
$0.00
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
$7,000,000.00
$8,000,000.00
ACWP BCWP BCWS

12PROJECT MANAGEMENT
Figure 1: Earned value over time
(Source: Created by author)
Data
Year Quarter Earned Value Planned Value AC
2018 Q4 143340.1887 143340.067 150409.1503
2018
Total
143340.1887 143340.067 150409.1503
2019 Q1 4403696.412 4420087 4640923.37
Q2 5831218 5831218 6122778.92
Q3 6135142.833 6135142.833 6442960
Q4 6468044.056 6468044.056 6719349.96
2019
Total 6468044.056 6468044.056 6719349.96
Grand
Total
6468044.056 6468044.056 6719349.96
The EVM graph shows the total earned value (BCWP), total planned value (BCWS) and
actual cost of the work performed (ACWP). BCWP is on the status date is $6468044.056, BCWS
is $6468044.056. ACWP on the status date is $6719349.96. The project is consisted of negative
schedule while positive spending variance.

13PROJECT MANAGEMENT
1.4 Contractor earned
In order to calculate the earned value of the contractor, the project manager calculated the
baseline project budget using the calculation such as:
Percentage of the baseline complete = EV/BAC
Where, EV= 6468044.056
BAC= 9,079,198.50
Therefore, the percentage of the baseline completion = 71.24%
1.5 Payment authorized to be paid to the contractor
Based on the fixed price contract, there are no such adjustments which are to be made to
the contractor for measuring the project related cost. The project team members are making
payment to contractor at completion of the work packages and there are no such payments for the
activities which are not being completed. Below table shows the baseline cost and actual cost for
100% completed project activities. The contractor has to pay a baseline cost of $6,280,628.50.
WBS Task Name Baseline Cost Actual Cost % complete
1.1.1
Identify mission and
Objectives, Create Project
Charter $0.00 $0.00 100%
1.1.2
Create Business Plan
and Issue $0.00 $0.00 100%
1.1.3
Create Project
Initiation Document and
Issue $0.00 $0.00 100%
1.1 Soil Investigation $17,496.00 $18,370.80 100%
1.2 Architectural $25,416.00 $26,686.80 100%
1.2.3 Structural $23,640.00 $24,822.00 100%
1.2.4 Mechanical $18,072.00 $18,975.60 100%
1.2.5 Electrical $23,640.00 $24,822.00 100%

14PROJECT MANAGEMENT
2.1.1 Survey $15,000.00 $15,750.00 100%
2.1.2 Excavation $21,200.00 $22,260.00 100%
2.1.3.1 Grading $24,360.00 $25,578.00 100%
2.1.3.2 Water Control $4,200.00 $4,410.00 100%
2.1.3.3 Erosion control $6,000.00 $6,300.00 100%
2.1.3.4
Underground
utilities $28,000.00 $29,400.00 100%
2.2.1.1 Piles (Precast) $3,651,832.00 $3,834,423.60 100%
2.2.1.2.1
Columns
(Basement - Floor 2) $212,192.00 $222,801.60 100%
2.2.1.2.2
Columns (Floor 3
- 4) $158,200.00 $166,110.00 100%
2.2.1.2.3
Columns (Floor 5
- 6) $111,760.00 $117,348.00 100%
2.2.1.2.4
Columns (Floor 7
- 9) $88,540.00 $92,967.00 100%
2.2.1.3.1
Slab -Beams
(Basement - Floor 2) $143,496.00 $150,670.80 100%
2.2.1.3.2
Slab-Beams (Floor
3- 4) $105,734.00 $111,020.70 100%
2.2.1.3.3
Slab-Beams (Floor
5 - 6) $75,524.00 $79,300.20 100%
2.2.1.3.4
Slab-Beams (Floor
7 - 9) $60,419.00 $63,439.95 100%
2.2.1.4.1 Roofing Trusses $32,000.00 $33,600.00 100%
2.2.1.4.2 Roofing Cover $5,312.00 $5,577.60 100%
2.3.1.1
Columns (Basement
- Floor 2) $25,565.00 $26,843.25 100%
2.3.1.2
Columns Floor( 3 -
4) $13,060.00 $13,713.00 100%
2.3.1.3
Columns Floor( 5 -
6) $13,060.00 $13,713.00 100%
2.3.1.4
Columns Floor( 7 -
9) $14,860.00 $15,603.00 100%
2.3.2.1
Slab-Beams
(Basement - Floor 2) $18,704.00 $19,639.20 100%
2.3.2.2
Slab-Beams Floor( 3
- 4) $29,466.50 $30,939.83 100%
2.3.2.3
Slab-Beams Floor( 5
- 6) $13,681.50 $14,365.58 100%
2.3.2.4
Slab-Beams Floor( 7
- 8) $24,341.50 $25,558.58 100%
2.3.3.1
Stairway (Basement -
Floor 2) $11,991.50 $12,591.08 100%

15PROJECT MANAGEMENT
2.3.3.2 Stairway Floor(3 - 4) $5,021.50 $5,272.58 100%
2.3.3.3 Stairway Floor( 5 -6) $11,991.50 $12,591.08 100%
2.3.3.4 Stairway Floor( 7 - 8) $11,991.50 $12,591.08 100%
2.3.4 Patios $3,101.00 $3,256.05 100%
2.4.1.1 Internal wall $375,000.00 $393,750.00 100%
2.4.1.2 External wall $425,000.00 $446,250.00 100%
2.4.1.3 Screeding $287,280.00 $301,644.00 100%
2.6.1.1
Plumbing systems
(Main Line) $9,760.00 $0.00 100%
2.6.1.2
Plumbing systems
(Floor. 1-2) $7,840.00 $0.00 100%
2.6.1.3
Plumbing systems
(Floor. 3-4) $7,840.00 $0.00 100%
2.6.1.4
Plumbing systems
(Floor. 4-6) $7,840.00 $0.00 100%
2.6.1.5
Plumbing systems
(Floor. 7-9) $7,840.00 $0.00 100%
2.6.2.1
Electrical Fixtures
(Distribution) $28,000.00 $0.00 100%
2.6.2.2
Electrical Fixtures
(Floor. 1-2) $18,840.00 $0.00 100%
2.6.2.3
Electrical Fixtures
(Floor. 3-4) $18,840.00 $0.00 100%
2.6.2.4
Electrical Fixtures
(Floor. 5-6) $18,840.00 $0.00 100%
2.6.2.5
Electrical Fixtures
(Floor. 7-9) $18,840.00 $0.00 100%
Total: $6,280,628.50 $6,442,955.96

16PROJECT MANAGEMENT
1.6 Earned value analysis based schedule and cost differences
Figure 2:
Cost and
schedule variance
(Source: Created by author)
From the above figure, it is analyzed that the earned value schedule variance (SV) and
earned value cost variance (CV) shows that the total schedule variance (SV) is ($77,223.00)
which is calculated by subtracting the planned value (PV) from the earned value (EV).
Planned value (PV) = $6,545,267.06
Earned value (EV) = $6,468,044.0
It shows that the project is behind the schedule.
The total cost variance (CV) is ($96,084.90) which is calculated by difference between actual
cost and budget cost amount.
Actual cost (AC) = $6,564,128.96
'18
'18
'18
'19
'19
'19
'19
'19
'19
'19
'19
'19
'19
'19
'20
'20
'20
'20
'20
'20
-$350,000.00
-$300,000.00
-$250,000.00
-$200,000.00
-$150,000.00
-$100,000.00
-$50,000.00
$0.00
CV SV

17PROJECT MANAGEMENT
Budget cost (BC) = $6,660,213.86
It shows the project is under the budget.
1.7 Comment on EVM performance measures
Schedule performance index (SPI) is represented close to the actual work which is being
completed as compared to the schedule. It is calculated by earned value / planned value. It is
used for measuring how effectively the project is used the time on project.
SPI = EV / PV, where Planned value (PV) = $6,545,267.06 and Earned value (EV) =
$6,468,044.0
= 0.99
It is concluded that SPI is 0.99, then the contractor completed less work as per planned
and is behind the schedule.
Cost performance index (CPI) is used to measure the cost efficiently for the completed
work. It is calculated by dividing the earned value by the actual cost.
CPI = Earned value (EV) / actual cost (AC), where EV = $6,545,267.06 and AC =
$6,564,128.96
= 0.99
It is concluded that CPI is 0.99, and then the project team is earning less as compared to
total amount spent. The project is not under the project budget.

18PROJECT MANAGEMENT
Figure
3: Earned value schedule and cost, schedule performance index
(Source: Created by author)
Data
Year Quart
er
Earned
Value
Planne
d
Value
AC Actual
Cost
Budget
Cost
SV CV SPI CPI
2018 Q4 143340
.2
143340
.1
150409
.2
34921.
6
150409.1
5
0.1217
24
115487
.6
1.0000
01
0.9530
02
2018 Total 143340
.2
143340
.1
150409
.2
34921.
6
150409.1
5
0.1217
24
115487
.6
1.0000
01
0.9530
02
2019 Q1 440369
6
442008
7
464092
3
137028
.8
4490514.
22
-
16390.
6
435348
5
0.9962
92
0.9488
84
Q2 583121
8
583121
8
612277
9
221488 1481855.
55
0 126036
8
1 0.9523
81
Q3 613514
3
613514
3
642342
0
88544 300641.0
9
0 212097
.1
1 0.9551
21
Q4 646804
4
646804
4
656412
9
155984 140852.9
9
0 -15131 1 0.9853
62
2019 Total 646804
4
646804
4
656412
9
603044
.8
6413863.
85
0 581081
9
1 0.9853
62
'18
'18
'18
'18
'19
'19
'19
'19
'19
'19
'19
'19
'19
'19
'19
'19
'19
'20
'20
'20
'20
'20
'20
'20
'20
0
0.2
0.4
0.6
0.8
1
1.2
SPI CPI

19PROJECT MANAGEMENT
2020 Q1 - - - 15360 0
Q2 - - - 10240 0
Q3 - - - 0 0
1.8 EVM estimation for total duration of project and total cost of project
The estimate at completion (EAC) is showed that the expected cost of the project is based
on performance of status date. It provides with forecasted value of the project when it is finished.
With the data, it is used to forecast how much time is spending to complete the project work. It is
the amount of money required for the project to complete. EAC of the project is calculated as:
EAC = Budget at completion / cost performance index
In this case, it is assumed that the project will continue to conduct till the end as it was
performing now. It is measured by dividing the budget at completion by cost performance index.
Here, Budget at completion (BAC) = $9,079,198.50
Cost performance index (CPI) = 0.99
EAC = $ 9170907.57
EAC ACWP BCWP
$ 9170907.57 $6,564,128.96 $6,468,044.06
Following table shows the calculation of the earned value management method with all
the data of the main activities and sub-activities of the project work:

20PROJECT MANAGEMENT
WB
S
Task Name %
complet
e
Baselin
e
duratio
n
Actual
duratio
n
Baseline
cost
Actual cost BCWP BCWS Remainin
g cost
Remainin
g work
Remainin
g
duration
CV SV CP
I
SPI ACWP
0 Project Apex
Area
Medical
Centre
Project
73% 495
days
362.56
days
$9,079,198.
50
$6,564,128.
96
$6,468,044.
06
$6,545,267.
06
$144.00 9,408 hrs 132.44
days
($96,084.90
)
($77,223.0
0)
0.9
9
0.9
9
$6,564,128.
96
1
Preliminaries
99% 85 days 85 days $108,264.00 $113,677.20 $108,264.00 $108,264.00 $0.00 0 hrs 0 days ($5,413.20) $0.00 0.9
5
1 $113,677.20
1.1 Planning 99% 25 days 25 days $0.00 $0.00 $0.00 $0.00 $0.00 0 hrs 0 days $0.00 $0.00 0 0 $0.00
1.2 Design 100% 73 days 73 days $108,264.00 $113,677.20 $108,264.00 $108,264.00 $0.00 0 hrs 0 days ($5,413.20) $0.00 0.9
5
1 $113,677.20
2 Basement
and Floors 1 -
9
75% 440
days
371.5
days
$7,137,142.
50
$6,450,451.
76
$6,359,780.
06
$6,437,003.
06
$144.00 8,152 hrs 123.5
days
($90,671.70
)
($77,223.0
0)
0.9
9
0.9
9
$6,450,451.
76
2.1
Earthworks
100% 44 days 44 days $98,760.00 $103,698.00 $98,760.00 $98,760.00 $0.00 0 hrs 0 days ($4,938.00) $0.00 0.9
5
1 $103,698.00
2.2 Structures 100% 136
days
136
days
$4,645,009.
00
$4,877,259.
45
$4,645,009.
00
$4,645,009.
00
$0.00 0 hrs 0 days ($232,250.4
5)
$0.00 0.9
5
1 $4,877,259.
45
2.2.1
Reinforcemen
ts
100% 136
days
136
days
$4,645,009.
00
$4,877,259.
45
$4,645,009.
00
$4,645,009.
00
$0.00 0 hrs 0 days ($232,250.4
5)
$0.00 0.9
5
1 $4,877,259.
45
2.3 Concrete 100% 36 days 36 days $152,738.50 $160,375.44 $152,738.50 $152,738.50 $0.00 0 hrs 0 days ($7,636.94) $0.00 0.9
5
1 $160,375.44
2.3.1
Columns
100% 28 days 28 days $66,545.00 $69,872.25 $66,545.00 $66,545.00 $0.00 0 hrs 0 days ($3,327.25) $0.00 0.9
5
1 $69,872.25
2.3.2 Slab-
Beams
100% 26 days 26 days $86,193.50 $90,503.19 $86,193.50 $86,193.50 $0.00 0 hrs 0 days ($4,309.69) $0.00 0.9
5
1 $90,503.19

21PROJECT MANAGEMENT
2.3.3 Stairway 100% 8 days 8 days $40,996.00 $43,045.82 $40,996.00 $40,996.00 $0.00 0 hrs 0 days ($2,049.82) $0.00 0.9
5
1 $43,045.82
2.3.4 Patios 100% 1 day 1 day $3,101.00 $3,256.05 $3,101.00 $3,101.00 $0.00 0 hrs 0 days ($155.05) $0.00 0.9
5
1 $3,256.05
2.3.4
Blockwall-
Masonry
100% 120
days
120
days
$1,087,280.
00
$1,141,644.
00
$1,087,280.
00
$1,087,280.
00
$0.00 0 hrs 0 days ($54,364.00
)
$0.00 0.9
5
1 $1,141,644.
00
2.5 Interior -
Finishes
59% 220
days
241.63
days
$657,088.00 $121,173.00 $187,415.56 $264,638.56 $144.00 2,992 hrs 168.37
days
$66,242.56 ($77,223.0
0)
1.5
5
0.7
1
$121,173.00
2.6 MEP
systems
100% 55 days 55 days $41,120.00 $0.00 $41,120.00 $41,120.00 $0.00 0 hrs 0 days $41,120.00 $0.00 0 1 $0.00
2.6.2 Electrical 100% 45 days 45 days $103,360.00 $0.00 $103,360.00 $103,360.00 $0.00 0 hrs 0 days $103,360.00 $0.00 0 1 $0.00
2.6.3 Sprinkler 0% 40 days 0 days $35,740.00 $0.00 $0.00 $0.00 $0.00 960 hrs 40 days $0.00 $0.00 0 0 $0.00
2.6.4
Mechanical
Systems
0% 75 days 0 days $271,950.00 $0.00 $0.00 $0.00 $0.00 4,200 hrs 75 days $0.00 $0.00 0 0 $0.00
3 External
Works
0% 28 days 0 days $1,707,232.
00
$0.00 $0.00 $0.00 $0.00 752 hrs 28 days $0.00 $0.00 0 0 $0.00
4 Quality
Assessment
0% 20 days 0 days $126,560.00 $0.00 $0.00 $0.00 $0.00 504 hrs 20 days $0.00 $0.00 0 0 $0.00
4.1 Testing 0% 20 days 0 days $55,920.00 $0.00 $0.00 $0.00 $0.00 480 hrs 20 days $0.00 $0.00 0 0 $0.00
4.2
Inspections
0% 8 days 0 days $70,640.00 $0.00 $0.00 $0.00 $0.00 24 hrs 8 days $0.00 $0.00 0 0 $0.00

22PROJECT MANAGEMENT
1.9 Evaluate EVM methods
Earned value management is a technique used in project management for analyzing the
project performance and helps in project progress. This technique has the capability to combine
the measurements of project management triangle that includes scope, costs and time. The
concept of EVM was became a fundamental approach for project management in the year 1966.
The basic requirement of EVM remained same over years (Walker, 2015). The main objective of
earned value management is that it ensures relation with time phased budgets and specifies the
contract tasks. With the use of EVM the work progress assessment against the baseline can also
be analyzed (Heagney, 2016). This also helps in measure schedule, technical and cost
performance. The essential features offered by EVM implementation includes:
 Defining a project plan that will help to identify the work that are needed to be
accomplished.
 Planned value is done to plan the work or budgeting the work schedule.
 The implementation also includes pre defining the earning rules that helps to quantify the
accomplished work and this is known as eared value.
After the earned value management is implemented in the system for performing the projects
there are some significant benefits that are received by the contractors and to the customers. The
benefits received by the contractor include increase in visibility, gaining quick control over the
system and responding to the issues faced by the customers proactively (Fuller et al., 2017). This
helps the contractors to finish the project within the scheduled time and within the budget. The
benefits obtained from the customers end include gaining confidence over the contractors. They
trust the contractors that the project will be completed within the time. Apart from these with the

23PROJECT MANAGEMENT
help of earned value management few new concepts are also introduced that will help to
determine the internal system (Verzuh, 2015). This include implementing budget cost for work
schedule, determining the earned value , determining the actual cost of work performed ,
analyzing the budget at completion. There are total 32 guidelines that are divided into five
sections for EVM. This includes organization, planning, scheduling and budgeting, accounting
considerations, analysis of EVM and EVMS management report and last includes revision and
data maintenance.
The major benefits of implementing EVM include better planning process, provide a clear
definition of the work scope, improves project visibility and accountability, enhances the ability
to asses and integrate technical schedule and also helps in assessing the risk factors. Apart from
these the consistent and clear communication is provided towards the management levels of
every project (Meredith et al., 2016). There are several indicators that are used to determine the
cost performance. This includes schedule variance (SV), cost variance (CV), schedule
performance index (SPI), cost performance index (CPI). There are three ways of implementing
earned value management in projects. This includes of:
Engage phase exit criteria: this includes focusing on program that are identified by business
office. The role of EV has assigned the concept phase and plan phase exit dates that have been
already established. Deliver phase exit criteria: in this phase a project structure is defined and
interlocked by the management and SPM (Larson & Gray, 2015). The project component
includes subproject lead, subproject name, and reporting the earned value report. The essential
features that are needed while implementation of EVM includes a proper project plan that can be
used to accomplish the work, budgeted cost of work schedule that helps in valuation of planned

24PROJECT MANAGEMENT
work within the project and the predefined earning rules that are used to quantify the
accomplishment of work.
Earned value calculation is done by following ways:
Planned value (PV) = the budgeted amount that is done within current reporting period
Actual cots (AC) = actual costs related to date
Earned value (EV) = the total project budget that multiplied with the 5 of project completed.
There are several formulas that are used for earned value management. This are as follows:
Cost performance index:
CPI=EV/AC [EV= earned value, AC= actual cost]
Schedule variance (SV)
SV=EV-PV [EV= earned value, PV= planned value]
Cost variance (CV):
CV= EV – AC [EV= earned value, CV= cost Variance]
With the help of earned value formula the project manager can learn about the schedule
variance and can learn about project execution phase. This is calculated by using the formula:
schedule variance (SV) = earned value (EV) - planned value (PV).
Apart from these earned value methodology aims at providing support to items that are
important for earned value management these includes key issues, key detractors, extended

25PROJECT MANAGEMENT
metrics, risk plan, status of the resources used, major dependences, financial status, project plan
score card, earned value, extended metrics, project plan quality assurance toolset.
Apart from these the major weakness of earned value management is its reliance on a key
assumption that ensures future performance is predictable and is determined based on the past
performance. With the help of calculated performance, the project manager has the capability to
predict and estimate associate with cost completion or overall duration. However no one
guarantees that the assumptions made with EVM can be true (Fleming & Koppelman, 2016). The
result may vary in future and will get simply deviated from past performance. However the aim
of predicting the future is to take preventive measures that will help in analyzing and evaluating
proper results (Walker, 2015). Apart from all these, there are some risks that are likely to be
faced due to lack of management process.
Earned value management is achieved by calculating the indices of performance with a
wide range of formulae that are used for calculating estimate at completion. With the use of
EVM and risk management the decision taken by the project manager can be improved
(Meredith et al., 2016). Both the techniques are used to focus on project performance and have
the purpose of developing an effective action that will help to maximize the chances of achieving
project objectives. Earned value management archives this goal by looking back at past
performance and using it as an indicator to improve the future performance. Whereas risk
management looks ahead at the possible changes that will help to influence the project outcomes
(Kerzner & Kerzner, 2017). This it can be stated that implementing both this technology together
will help in providing a better project based on the real time. EVM method determines the team
performance by monitoring which allows the project team to track the project triple constraints.
SV and CV are used to calculate the performance of entire project work.

26PROJECT MANAGEMENT
2. Project control: Schedule compression
The project team member is targeted for the schedule compression by minimization of
the impact of cost on the project work (Marchewka, 2014). The project team is used of Microsoft
Project to determine the reduction of the project schedule.
Figure 4: Project statistics
(Source: Created by author)
2.1 Gantt chart shows activities from status date to end of the project
Following table shows the project activities those are in progress and not completed yet.
WBS Task
Name
Durati
on
Start Finis
h
Remaini
ng Cost
Remaini
ng
Work
Remaini
ng
Duratio
n
Critic
al
Statu
s
2.5.2.
3
Security
doors
20 days Mon
11/18/
19
Fri
3/20/2
0
$0.00 320 hours 8 days No In
progre
ss
2.5.2.
4
Tiles 90 days Mon
11/18/
19
Fri
1/10/2
0
$0.00 1,080
hours
45 days No In
progre
ss
2.5.2.
5
Glazing
doors
40 days Mon
1/13/2
0
Fri
2/21/2
0
$0.00 320 hours 8 days No In
progre
ss

27PROJECT MANAGEMENT
2.6.3
.1
Syste
ms
Controls
10 days Mon
3/23/2
0
Fri
4/3/2
0
$0.00 640 hrs 10 days No Not
starte
d
2.6.3
.2
Fire
alarms
10 days Mon
5/4/20
Fri
5/15/
20
$0.00 320 hrs 10 days Yes Not
starte
d
2.6.4
.1
Mech
anical
Fixtures
(Elevator
s etc)
15 days Mon
5/18/2
0
Fri
6/5/2
0
$0.00 840 hrs 15 days Yes Not
starte
d
2.6.4
.2
Mech
anical
Fixtures
(Floor 1-
4)
30 days Mon
6/8/20
Fri
7/17/
20
$0.00 1,680 hrs 30 days Yes Not
starte
d
2.6.4
.3
Mech
anical
Fixtures
(Floor 5-
9)
30 days Mon
7/20/2
0
Fri
8/28/
20
$0.00 1,680 hrs 30 days Yes Not
starte
d
3.1 Access
roads
14 days Mon
5/18/2
0
Thu
6/4/2
0
$0.00 336 hrs 14 days No Not
starte
d
3.2 Signag
es
5 days Fri
6/5/20
Thu
6/11/
20
$0.00 80 hrs 5 days No Not
starte
d
3.3 Parkin
g lot
14 days Fri
6/5/20
Wed
6/24/
20
$0.00 336 hrs 14 days No Not
starte
d
4.1 Testi
ng 1
2 days Thu
6/25/2
0
Fri
6/26/
20
$0.00 48 hrs 2 days No Not
starte
d
4.1 Testi
ng 2
2 days Mon
6/29/2
0
Tue
6/30/
20
$0.00 48 hrs 2 days No Not
starte
d
4.1 Testi
ng 3
2 days Wed
7/1/20
Thu
7/2/2
0
$0.00 48 hrs 2 days No Not
starte
d
4.1 Testi
ng 4
2 days Fri
7/3/20
Mon
7/6/2
0
$0.00 48 hrs 2 days No Not
starte
d
4.1 Testi
ng 5
2 days Tue
7/7/20
Wed
7/8/2
0
$0.00 48 hrs 2 days No Not
starte
d
4.1 Testi 3 days Thu Mon $0.00 48 hrs 3 days No Not

28PROJECT MANAGEMENT
ng 6 7/9/20 7/13/
20
starte
d
4.1 Testi
ng 7
4 days Fri
7/10/2
0
Wed
7/15/
20
$0.00 48 hrs 4 days No Not
starte
d
4.1 Testi
ng 8
4 days Wed
7/15/2
0
Mon
7/20/
20
$0.00 48 hrs 4 days No Not
starte
d
4.1 Testi
ng 9
3 days Tue
7/14/2
0
Mon
7/20/
20
$0.00 48 hrs 3 days No Not
starte
d
4.1 Testi
ng 10
4 days Fri
7/17/2
0
Wed
7/22/
20
$0.00 48 hrs 4 days No Not
starte
d
4.2 Inspe
ctions 1
1 day Wed
7/1/20
Wed
7/1/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 2
1 day Fri
7/3/20
Fri
7/3/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 3
1 day Tue
7/7/20
Tue
7/7/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 4
1 day Thu
7/2/20
Thu
7/2/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 5
1 day Mon
7/6/20
Mon
7/6/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 6
1 day Wed
7/8/20
Wed
7/8/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 7
1 day Fri
7/3/20
Fri
7/3/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 8
1 day Tue
7/7/20
Tue
7/7/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 9
1 day Thu
7/9/20
Thu
7/9/2
0
$0.00 2.4 hrs 1 day No Not
starte
d
4.2 Inspe
ctions 10
1 day Fri
7/10/2
0
Fri
7/10/
20
$0.00 2.4 hrs 1 day No Not
starte
d

29PROJECT MANAGEMENT
Below figure shows the activities which are completed after the status date. It is analyzed
that there are two activities which are in progress and 3 critical path and others are non-critical
path. The schedule compression is a technique which is used in the project management for
shorten the developed schedule of the project work. It is mainly done to update the delivery date
of the project plan or schedule delay (Fuller et al., 2017). In order to perform the schedule
compression, crashing is used. In this method, crashing is used to assign of more resources to the
activity for decreasing the entire time to complete the project work. In this project, a delay is
occurred due to reasons such as unrealistic schedule; unforeseen incidents occurred as well as
lack of resources for the project.
In the crashing, there is review of the critical path as well as review the activities those
are completed by addition of resources. The activity is found that can reduce most by addition to
least amount of cost to the schedule activity used for crashing (Larson & Gray, 2015). While
crashing, it will keep the path as it is possible that duration of other path could equal or become
greater than the duration of the critical path.

30PROJECT MANAGEMENT

31PROJECT MANAGEMENT
Figure 5: Gantt chart
(Source: Created by author)
In order to identify the project activities for schedule compression, the project team is
selected resource critical path. The project team member selected increasing the project
resources for particular activity so that they can reduce the duration of the project work.
Therefore, it is involved to increase resources on the schedule activities. It will decrease the time
it takes to perform the activities by increasing the number of resources working for particular
activities.
WBS Task
name
Start Finish Duration Remaining
duration
Remai
ning
cost
Resource names
2.5.2.3
Security
doors
Mon
12/16/19
Fri
1/10/20
20 days 8 days $0.00 Doorassembler[200%]
,Doorinstaller[200%],
2.5.2.4 Tiles Mon
11/18/19
Fri
3/20/20
90 days 45 days $0.00 Grout & Tile
technician, Tile setter,
Tile cutting machine
operator
2.5.2.5
Glazing
doors
Mon
11/18/19
Fri
1/10/20
40 days 8 days $0.00 Glass/Glazing
installer[200%],painte
r glazing
technician[200%],Proj
ect Manager Glazing

32PROJECT MANAGEMENT
The above schedule activity is selected for crashing and therefore additional resources are
added to the activity so that the schedule will decrease. After additional of resources, the table
shows the reduction of time:
WB
S
Task
name
Start Finish Dur
atio
n
Remainin
g duration
Remai
ning
cost
Resource names
2.5.2.
3
Security
doors
Mon
12/16/19
Fri
1/10/20
20
days
12 days $120,89
6.00
Door assembler[200%],Door
installer[200%],Door finisher,Brick
leveller,Commissioning
engineer,Concrete mixer
driver,Concrete technicians,Crew
members for asphalt paving,Dry wall
installer
2.5.2
.4
Tiles Mon
11/18/19
Fri
3/20/20
90
days
45 days $46,080
,00
Grout & Tile technician,Tile setter,Tile
cutting machine
operator,Commissioning specialist -
electrical,Concrete form setter,Concrete
mixertechnicians,Construction
inspector,Curtain wall installer,Door
assembler
2.5.2.
4
Glazing
works
Mon
11/18/19
Fri
1/10/20
40
days
32 days $13,578 Glass/Glazing installer[200%],painter
glazing technician[200%],Project
Manager Glazing

33PROJECT MANAGEMENT
Task Name Work Duration Start Finish Cost Remaining
Cost
Assignment
Units
Windows 1,200
hrs 30 days Mon
11/18/19
Fri
12/27/19 $18,984.00 $0.00
Window installer 480 hrs Mon
11/18/19
Fri
12/27/19 $7,680.00 $0.00 200%
Assistant
installer 480 hrs Mon
11/18/19
Fri
12/27/19 $6,720.00 $0.00 200%
Installer helper 240 hrs Mon
11/18/19
Fri
12/27/19 $2,400.00 $0.00 100%
Security doors 920
hrs 17 days Mon
12/16/19
Tue
1/7/20 $73,880.00 $75,112.00
Concrete
technicians 40 hrs Wed
1/1/20
Tue
1/7/20 $760.00 $760.00 100%
Concrete mixer
driver 40 hrs Wed
1/1/20
Tue
1/7/20 $720.00 $720.00 100%
Crew members
for asphalt paving 40 hrs Wed
1/1/20
Tue
1/7/20 $72,000.00 $72,000.00 100%
Brick leveller 40 hrs Wed
1/1/20
Tue
1/7/20 $560.00 $560.00 100%
Dry wall
installer 40 hrs Wed
1/1/20
Tue
1/7/20 $520.00 $520.00 100%
Door assembler 272 hrs Mon
12/16/19
Tue
1/7/20 $3,808.00 $1,120.00 200%
Door installer 272 hrs Mon
12/16/19
Tue
1/7/20 $3,808.00 $1,120.00 200%
Door finisher 136 hrs Mon
12/16/19
Tue
1/7/20 $1,904.00 $560.00 100%

34PROJECT MANAGEMENT
Commissioning
engineer 40 hrs Wed
1/1/20
Tue
1/7/20 $1,000.00 $1,000.00 100%
Tiles 3,528
hrs 79 days Mon
11/18/19
Thu
3/5/20 $30,856.00 $33,124.00
Concrete form
setter 272 hrs Mon
1/20/20
Thu
3/5/20 $4,624.00 $4,624.00 100%
Construction
inspector 272 hrs Mon
1/20/20
Thu
3/5/20 $8,160.00 $8,160.00 100%
Curtain wall
installer 272 hrs Mon
1/20/20
Thu
3/5/20 $5,984.00 $5,984.00 100%
Door assembler 272 hrs Mon
1/20/20
Thu
3/5/20 $3,808.00 $3,808.00 100%
Grout & Tile
technician 632 hrs Mon
11/18/19
Thu
3/5/20 $13,904.00 $5,984.00 100%
Tile setter 632 hrs Mon
11/18/19
Thu
3/5/20 $14,536.00 $6,256.00 100%
Commissioning
specialist -
electrical
272 hrs Mon
1/20/20
Thu
3/5/20 $12,240.00 $12,240.00 100%
Concrete
mixertechnicians 272 hrs Mon
1/20/20
Thu
3/5/20 $0.00 $0.00 100%
Tile cutting
machine operator 632 hrs Mon
11/18/19
Thu
3/5/20 $0.00 $0.00 100%
Table 2: Activity resource effort

35PROJECT MANAGEMENT
Resource Name Type Initials Max. Units Std. Rate Accrue At Base Calendar
Concrete
technicians
Work C 500% $19.00/hr Prorated Standard
Construction
materials firled
testing technician
Work C 100% $22.00/hr Prorated Standard
Construction
inspector
Work C 100% $30.00/hr Prorated Standard
Concrete finishers Work C 200% $14.00/hr Prorated Standard
Grout & Tile
technician
Work G 100% $22.00/hr Prorated Standard
Tile setter Work T 100% $23.00/hr Prorated Standard
Controls system
specialist
Work C 100% $28.00/hr Prorated Standard
Tile cutting
machine operator
Work T 100% $0.00/hr Prorated Standard
Table 3: Activity rate

36PROJECT MANAGEMENT
2.2 Table for the compressed activities
The project team member made the decision to compress the activity tiles by increasing
the number of resources. The following tables shows the data such as DWBS number of activity,
activity description, original duration (baseline duration), original effort (baseline work),
increase in effort (work) and increase in cost.
Task Name Wo
rk
Durati
on Start Finis
h Cost
Remain
ing
Cost
Assignm
ent
Units
Baseli
ne
Start
Baseli
ne
Finis
h
Baseli
ne
Work
Baseline
Cost
Windows
1,20
0
hrs
30
days
Mon
11/18/
19
Fri
12/27/
19
$18,984
.00 $0.00
Mon
11/18/
19
Fri
12/27/
19
1,200
hrs
$18,080.
00
Window
installer
480
hrs
Mon
11/18/
19
Fri
12/27/
19
$7,680.
00 $0.00 200%
Mon
11/18/
19
Fri
12/27/
19
480
hrs
$7,680.0
0
Assistant
installer
480
hrs
Mon
11/18/
19
Fri
12/27/
19
$6,720.
00 $0.00 200%
Mon
11/18/
19
Fri
12/27/
19
480
hrs
$6,720.0
0
Installer
helper
240
hrs
Mon
11/18/
19
Fri
12/27/
19
$2,400.
00 $0.00 100%
Mon
11/18/
19
Fri
12/27/
19
240
hrs
$2,400.0
0
Security
doors
920
hrs
17
days
Mon
12/16/
19
Tue
1/7/20
$73,880
.00
$75,112.
00
Mon
12/16/
19
Fri
1/10/2
0
800
hrs
$12,400.
00
Concrete
technicians
40
hrs
Wed
1/1/20
Tue
1/7/20 $760.00 $760.00 100% NA NA 0 hrs $0.00
Concrete
mixer driver
40
hrs
Wed
1/1/20
Tue
1/7/20 $720.00 $720.00 100% NA NA 0 hrs $0.00

37PROJECT MANAGEMENT
Crew
members for
asphalt
paving
40
hrs
Wed
1/1/20
Tue
1/7/20
$72,000
.00
$72,000.
00 100% NA NA 0 hrs $0.00
Brick
leveller
40
hrs
Wed
1/1/20
Tue
1/7/20 $560.00 $560.00 100% NA NA 0 hrs $0.00
Dry wall
installer
40
hrs
Wed
1/1/20
Tue
1/7/20 $520.00 $520.00 100% NA NA 0 hrs $0.00
Door
assembler
272
hrs
Mon
12/16/
19
Tue
1/7/20
$3,808.
00
$1,120.0
0 200%
Mon
12/16/
19
Fri
1/10/2
0
320
hrs
$4,480.0
0
Door
installer
272
hrs
Mon
12/16/
19
Tue
1/7/20
$3,808.
00
$1,120.0
0 200%
Mon
12/16/
19
Fri
1/10/2
0
320
hrs
$4,480.0
0
Door
finisher
136
hrs
Mon
12/16/
19
Tue
1/7/20
$1,904.
00 $560.00 100%
Mon
12/16/
19
Fri
1/10/2
0
160
hrs
$2,240.0
0
Commission
ing engineer
40
hrs
Wed
1/1/20
Tue
1/7/20
$1,000.
00
$1,000.0
0 100% NA NA 0 hrs $0.00
Tiles
3,52
8
hrs
79
days
Mon
11/18/
19
Thu
3/5/20
$30,856
.00
$33,124.
00
Mon
11/18/
19
Fri
3/20/2
0
2,160
hrs
$107,605
.00
Concrete
form setter
272
hrs
Mon
1/20/2
0
Thu
3/5/20
$4,624.
00
$4,624.0
0 100% NA NA 0 hrs $0.00
Constructio
n inspector
272
hrs
Mon
1/20/2
0
Thu
3/5/20
$8,160.
00
$8,160.0
0 100% NA NA 0 hrs $0.00
Curtain
wall
installer
272
hrs
Mon
1/20/2
0
Thu
3/5/20
$5,984.
00
$5,984.0
0 100% NA NA 0 hrs $0.00

38PROJECT MANAGEMENT
Door
assembler
272
hrs
Mon
1/20/2
0
Thu
3/5/20
$3,808.
00
$3,808.0
0 100% NA NA 0 hrs $0.00
Grout &
Tile
technician
632
hrs
Mon
11/18/
19
Thu
3/5/20
$13,904
.00
$5,984.0
0 100%
Mon
11/18/
19
Fri
3/20/2
0
720
hrs
$15,840.
00
Tile setter 632
hrs
Mon
11/18/
19
Thu
3/5/20
$14,536
.00
$6,256.0
0 100%
Mon
11/18/
19
Fri
3/20/2
0
720
hrs
$16,560.
00
Commission
ing
specialist -
electrical
272
hrs
Mon
1/20/2
0
Thu
3/5/20
$12,240
.00
$12,240.
00 100% NA NA 0 hrs $0.00
Concrete
mixertechni
cians
272
hrs
Mon
1/20/2
0
Thu
3/5/20 $0.00 $0.00 100% NA NA 0 hrs $0.00
Tile
cutting
machine
operator
632
hrs
Mon
11/18/
19
Thu
3/5/20 $0.00 $0.00 100%
Mon
11/18/
19
Fri
3/20/2
0
720
hrs $0.00

39PROJECT MANAGEMENT

40PROJECT MANAGEMENT
Figure 6: Gantt chart and critical path
(Source: Created by author)
Conclusion
It is concluded from the first part is that the project performance of the project is
calculated to analyze the schedule and cost. Earned value performance management is the project
management method which is used to measure the performance of project along with progress in
objective matter. It is the value of work completed to the date. The planned value is value that
has being earned as per the project schedule and actual cost is amount of time spent on the
project to the date. Earned at completion is done to analyze and provide with forecasted value of
the project when it is finished. It is the amount of money required for the project to complete. It
is analyzed that objective of earned value management is to make sure about the relation with
time phased budgets. It is concluded that SPI is 0.99, then the contractor completed less work as
per planned and is behind the schedule and CPI is 0.99, and then the project team is earning less
as compared to total amount spent. The project is not under the project budget. It is discussed
that the earned value management is achieved the project goal by looking back at past
performance.
It is concluded from the second part is that the project team has created the project
schedule by use of the activities to be crashed so that they can reduce the entire duration of the
project by reduction of some of the activities. The project team has decided to take three of the
activities as compressed activities such as windows, tiles and grazing works. The project
manager has reduced the project duration and therefore the project gets on track.

41PROJECT MANAGEMENT
References
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2017). Information Systems Project
Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide. Project Management Institute.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
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practice. Wiley Global Education.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.
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