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Ede4ka [16]
3 years ago
8

A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be run

ning very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 70% complete. The planners were expecting to be only57% through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,427,000 and it was done for only $1,307,000. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,507,000 but was actually done for $9,007,000. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,507,000. To date, they have spent $5,007,000 on the superstructure. Calculate the schedule variance, schedule performance index, and cost performance index for the project to dat
Business
1 answer:
Xelga [282]3 years ago
7 0

Answer:

Schedule variance = $1,105,910

Schedule performance index = 1.066

Cost performance index = 1.168

Explanation:

Note: The requirement of the question is not complete. The complete requirement is therefore provided before answering the question.

Calculate the schedule variance, schedule performance index, and cost performance index for the project to date. (Round your "performance index" values to 3 decimal places.)

The explanation of the answers is now provided as follows:

Budgeted cost of work schedule = Expected cost of first activity + Expected cost of second activity + (Expected cost third activity * Expected percentage of completion) = $1,427,000 + $10,507,000 + ($8,507,000 * 57%) = $16,782,990

Budgeted cost of work performed = Expected cost of first activity + Expected cost of second activity + (Expected cost third activity * Actual percentage completed) = $1,427,000 + $10,507,000 + ($8,507,000 * 70%) = $17,888,900

Actual cost to date = Actual cost of first activity + Actual cost of second activity + Actual amount spent on third activity to date = $1,307,000 + $9,007,000 + $5,007,000 = $15,321,000

Therefore, we have:

Schedule variance = Budgeted cost of work performed - Budgeted cost of work schedule = $17,888,900 - $16,782,990 = $1,105,910

Schedule performance index = Budgeted cost of work performed / Budgeted cost of work schedule = $17,888,900 / $16,782,990 = 1.066

Cost performance index = Budgeted cost of work performed / Actual cost to date = 1.168

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The double-entry principle in the balance-of-payments
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Miguel buys the good in the U.S. and then sends it so this falls under the current account alone.

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3 years ago
What is a student for a company ?
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2 years ago
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What are requirements managers responsible for providing?
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Requirements managers are responsible for documenting and analyzing and prioritizing requirements for projects and ensuring the products or services conform to the agreed upon capabiities of these. For example, in a mine a drill contractor may be required to drill a hole of only a certain diameter and complete holes say up to 300m long and have a drill that fits inside a safety canopy provided by the client. 
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Manson Industries incurs unit costs of $8 ($5 variable and $3 fixed) in making an assembly part for its finished product. A supp
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Answer:

Manson will incur a loss of $10,300 by buying the part.

Explanation:

Purchases = 10,300 * $6 = $61,800

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<u>Details               Make ($)           Buy ($)         Net ($) </u>

Purchase                  0                  61,800          61,800

Variable              51,500                   0              51,500

Fixed                  30,900              30,900        <u>     0    </u>

Loss                                                                  <u> 10,300   </u>

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6 0
3 years ago
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Answer:

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a. Inventory, Beginning               4,000             $ 20      80,000

b. Purchase, March 5                  10,000              21        210,000

c. Purchase, September 19          6,000             23        138,000

d. Sale, April 15                             4,500            65         292500

e. Sale, October 31                        9,000            68        612000

f. Operating expenses  $615,000

Ending Inventory Units 6,500

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The number of units in ending inventory = Beginning + Purchases - Sales

                                                     =4000+ 10,000+ 6000- 4,500- 9,000

                                                     = 6500

FIFO  cost of ending inventory $ 148500

6,000 units at $ 23 =$138,000

500 units at $ 21= $ 10500

FIFO  cost of goods sold = Sales - FIFO Ending Inventory

                                      = $ 904500- $ 148500= $ 756000

LIFO  cost of ending inventory $ 132500

4,000 units at $ 20 =$80,000

2500 units at $ 21= $ 52500

LIFO  cost of goods sold = Sales - LIFO Ending Inventory

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Weighted  cost of ending inventory = ($428,000/20,000)*6500= $ 139100

Weighted cost of goods sold = Sales - Weighted  Ending Inventory

                                              =$ 904500-$ 139100= $765400

Scoresby Inc. tracks

Income Statement

                                       FIFO                  LIFO            Weighted Method

Sales                      $ 904500            $ 904500         $ 904500

Cost OF Good       $756000            $ 772000            $765400

Sold

Gross Profit           $ 148500             $ 132500             $ 139100

Less

<u>Operating expenses  $615,000         $615,000              $615,000 </u>

Net Loss                   (466,500)            (482,500)            (475,900)

4.LIFO minimizes taxes as it gives the lowest gross profit assigning the oldest values to ending inventory.

4 0
3 years ago
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