Notes Project Management.docx Finish-to-start is a logical relationship in which ï‚·a successor activity cannot start until a predecessor has finished. finish-to-finish relationship is a logical relationship where
...
Notes Project Management.docx Finish-to-start is a logical relationship in which a successor activity cannot start until a predecessor has finished. finish-to-finish relationship is a logical relationship where the successor task cannot be completed until the first task is completed. start-to-start relationship, you cannot start the successor activity until the predecessor activity has started. start-to-finish relationship is where you cannot end the first task until the second task has started. Gantt chartPERT Chart Calculating Earned Value Analysis Planned value (PV), earned value (EV), actual cost (AC), and budget at completion (BAC) A negative value for SV or CV indicates that the project is behind in that measure of variance. A positive value indicates that the project is ahead in that measure of variance. Cost variance (CV) to determine if the project is meeting its budget expectations. CV = EV − AC Schedule Variance (SV) to determine if the project is meeting its schedule expectations or if there is a variance. SV = EV − PV Cost Performance Index (CPI) uses the same inputs as the CV measure but combines them using a ratio that creates a measure of cost efficiency. CPI = EV/AC oCPI values greater than 1 or 100% mean that the project team is completing more work with less cost than expected. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
[Show More]