Problem Solving: Project crashingGiven the following activity information:NORMAL CRASHCRASHING CRITICALCOST / dayTIMETIMENORMALCRASHACTIVITY PREDECESSORS(days)(days)COST ($) COST ($)РАТНA43125250В8.6150650C3300600DA4400500E4200300FB,D,E32250450a) Draw the network diagram. What is the project completion time? What is the criticalpath?b) Crash activity B by one day. What is the new project completion time?c) Crash the project by 4 days. What is the crashing cost?d) What is the project total cost after crashing?

The network diagram is a graphical representation of the project and is made up of a series of…

Answered: a) Draw the network diagram. What is…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

See similar textbooks

Similar questions

A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project in 50 days? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $21,000 B A 12 $20,000 9 $30,000 C A 15 $24,000 10 $60,000 D B 3 $10,000 2 $15,000 E C 9 $17,000 6 $34,000 F E 7 $5,000 6 $6,000 G D 8 $14,000 6 $20,000 H A 12 $22,000 10 $30,000 I H 6 $50,000 5 $55,000 J F, G, I 11 $33,000 9 $50,000
Dave Fletcher was able to determine the activity times for constructing his laser scanning machine. Fletcher would like to determine ES, EF, LS, LF, and slack for each activity. The total project completion time and the critical path should also be determined. Here are the activity times: Activity Time (weeks) Immediate Predecessor(s) Activity Time (weeks) Immediate Predecessor(s)A 6 - E 5 BB 8 - F 6 BC 2 A G 9 C, ED 3 A H 7 D , F Dave's earilest start (ES) and earliest finish (EF) are: Activity ES EF A 0 6 B 0 ? C D E F G H
You are creating a customer database for the Hillsboro Hops minor league baseball team. Draw a project network given the information in the table that follows. Complete the forward and backward pass, compute activity slack, and identify the critical path. How long will this project take? How sensitive is the network schedule? Calcu-late the free slack and total slack for all noncritical activities.ID Description Predecessor Time (days)A Systems design None 2 B Subsystem A design A 1C Subsystem B design A 1D Subsystem C design A 1E Program A B 2F Program B C 2G Program C D 2H Subsystem A test E 1I Subsystem B test F 1J Subsystem C test G 1K Integration H, I, J 3L Integration test K 1
Dave Fletcher was able to determine the activity times for constructing his laser scanning machine. Fletcher would like to determine ES, EF, LS, LF, and slack for each activity. The total project completion time and the critical path should also be determined. Here are the activity times: Activity Time (weeks) Immediate Predecessor(s) Activity Time (weeks) Immediate Predecessor(s)A 7 - E 4 BB 8 - F 7 BC 4 A G 11 C, ED 1 A H 6 D , F Dave's earliest start (ES) and earliest finish (EF) are: Activity ES EF A 0 7 B 0 8 C 7 11 D 7 88 E 8 12 Part 7 F ? ? G ? ? H ? ?
Given the following project: Activity Predecessor Normal Time (day) Normal Cost ($) Crash Time (day) Crash Cost ($) A - 4 800 2 1300 B - 10 1200 7 2400 C A 6 1100 4 1700 D A,B 7 1000 4 1600 E C 10 2000 8 3000 F C,D 5 900 - - (a) Draw the network and find the critical path duration of the project, total cost of project using normal times. (b) Calculate the maximum time reduction and crash cost-per-day (all activities may be partially crashed) for each activity. Then fill the table below. (Note: Activity “F” cannot be crashed) Activity Maximum Time Reduction (day) Cost to Crash per Period ($/day) A B C D E F (c) Find the optimal way of getting a 20-day delivery time. What is the project cost? (d) Find the optimal way of getting a 18-day delivery time. What is the project cost?
Using the information provided in the table, the network diagram and the project completion time = 25 weeks, reduce the completion time of the project by 3 weeks in the most economical way. Activity NormalTime(weeks) NormalCost ($) CrashTime(weeks) CrashCost ($) MaximumweeksReduced CrashCost perWeek ($) A 3 500 2 900 1 400 B 4 600 3 700 1 100 C 6 800 3 1,286 3 162.00 D 6 1,500 4 2,150 2 325 E 6 1,750 4 2,250 2 250 F 5 1,200 5 1,200 0 0 G 7 1,500 5 1,794 2 147 H 3 500 3 500 0 0 Reduce G by select a number of (1-4) week(s), C by select a number (1-4) of week(s), at a cost of $ __________ enter a dollar amount .
Office Automation, has developed a proposal for introducing a new computerized office system that will improve word processing and interoffice communications for a particular company. Contained in the proposal is a list of activities that must be ac- accomplished to complete the new office-system project. Information about the activities is shown below where times are in weeks and costs are in thousands of dollars. NOTE: The crashing cost given in the last (seventh) column of the table below is the total cost to finish an activity by its minimum time given in the fifth column.
The project described in the following table is scheduled to be completed in 11 weeks. Constructa network diagram using AOA or AON (see Example 5 for either type). Then answer the following questions:a. If you were the manager of this project, would you be concerned? Explain.b. If there is a penalty of $5,000 a week for each week the project is late, what is the probabilityof incurring a penalty of at least $5,000?Path ActivityEstimated Time(weeks)StandardDeviation (wks.)A C 4 0.70D 6 0.90B E 3 0.62F 9 1.90
The table below show a set of activities of an IS project,its expected completion time (ET) and preceding activities. Activity Preceding Activity Expected Time (ET) A - 7 B A 9 C A,B 5 D C 17 E C 12 F C 7 G D,E,F 10 H D,G 7 Draw a network diagram for the IS project shown above.,and calculate its earliest completion time (TE), latest completion time (TL) and slack time (ST). If the activity E took 16weeks instead of 12weeks to complete ,what impact will it have on the project duration?
The table below show a set of activities of an IS project,its expected completion time (ET) and preceding activities. Activity Preceding Activity Expected Time (ET) A - 7 B A 9 C A,B 5 D C 17 E C 12 F C 7 G D,E,F 10 H D,G 7 Construct a network diagram ,and calculate its earliest completion time (TE), latest completion time (TL) and slack time (ST). If the activity E took 16weeks instead of 12weeks to complete ,what impact will it have on the project duration?
A solved PERT problem is detailed in the table below. The expected time and variance values and the critical activities are given in the table below. Answer the following questions by filling the blanks (WRITE YOUR ANSWERS TO 2 DECIMAL PLACES. DO NOT ROUND UP OR DOWN): a. The expected project completion time for this problem is and the standard deviation is . b. There is a 0.95 probability that the project will be completed by weeks. Activity Expected time Variance Critical? A 10 0.36 Yes B 7 0.11 No C 7 0.25 No D 3 0.48 Yes E 5 1.60 Yes F 7 0.69 No G 2 3.69 Yes
Please, I need help because I have no idea how to do any of these. 11. Building a backyard swimming pool consists of nine major activities. The activities and their immediate predecessors are shown. Develop the project network. For question number 12, you need to refer to question number 11. Also the first picture is for #11 and second picture(image) is for #12 12. Assume that the activity time estimates (in days) for the swimming pool construction project in Problem 11 are as follows: a. What are the critical activities? b. What is the expected time to complete the project? c. Based only on the critical path, what is the estimated probability that the project can be completed in 25 or fewer days?

SEE MORE QUESTIONS

Recommended textbooks for you

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

Operations Management

ISBN:

9781259667473

Author:

William J Stevenson

Publisher:

McGraw-Hill Education

Operations and Supply Chain Management (Mcgraw-hi…

Operations Management

ISBN:

9781259666100

Author:

F. Robert Jacobs, Richard B Chase

Publisher:

McGraw-Hill Education

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

Operations Management

ISBN:

9781259667473

Author:

William J Stevenson

Publisher:

McGraw-Hill Education

Operations and Supply Chain Management (Mcgraw-hi…

Operations Management

ISBN:

9781259666100

Author:

F. Robert Jacobs, Richard B Chase

Publisher:

McGraw-Hill Education

Business in Action

Operations Management

ISBN:

9780135198100

Author:

BOVEE

Publisher:

PEARSON CO

Purchasing and Supply Chain Management

Operations Management

ISBN:

9781285869681

Author:

Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:

Cengage Learning

Production and Operations Analysis, Seventh Editi…

Operations Management

ISBN:

9781478623069

Author:

Steven Nahmias, Tava Lennon Olsen

Publisher:

Waveland Press, Inc.

SEE MORE TEXTBOOKS

a) Draw the network diagram. What is the project completion time? What is the critical path? b) Crash activity B by one day. What is the new project completion time?