Your project to obtain charitable donations is now 42 days into a planned 52-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 37 days of the project and to bring in $25,800. Even though we are 42 days into the project, we still see that we have only 90% of this activity complete. The second activity relates to company donations and is scheduled to run for 42 days starting on day 5 and extending through day 47. We estimate that even though we should have (37/42) 88% of this activity complete, it is actually only 55% complete. This part of the project was scheduled to bring in $150,800 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $51,600. So far $179,000 has actually been brought in on the project.

Calculate the schedule variance, schedule performance index, cost variance and cost (actually value in this case) performance index. (Negative values should be indicated by a minus sign. Do not round intermediate calculations. Round your dollar amounts to the nearest whole number. Round your "performance index" values to 3 decimal places.)

Find the following:

Schedule Variance ($) =

Scheudle Performance Index =

Cost Variance ($) =

Coster Performance Index =