A project's activities must be completed in the sequence indicated below. Activity Duration Predecessors A 10 B 6. A D 8. 4 D,C 10
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- Construct an activity network diagram using Table 3a. Activity A B C D E F G Predecessors - - A A,B D C,E E Expected Time(WKS) 7 9 12 8 9 6 5 Table 3a Activity Durations and relationship Conduct a forward and backwards pass for the activity network diagram that you have constructed and identify the critical path and its duration. Calculate the slack on all of the activities, and proceed to analyze how knowing the slacks can help to manage schedule risk the a project 3b. Assuming that there is the risk of exceeding the project schedule baseline for 7 weeks, critically evaluates the options available that could be used to bring the project on trackA project has these activities, precedence relationships, and activity durations: Activity Immediate Predecessor Activity Activity Duration (Week)a * 3b * 4c * 3d c 12e b 5f a 7g e,f 3 a. Draw a CPM network for the project. b. Provide an overview for the project by computing the duration for each path. c. What is the critical path? What is the project's estimated duration?The following represents a project with known activity times. All times are in weeks.Activity ImmediatePredecessor TimeA - 4B - 3C - 1D B 2E A 3F C, E 5G D 3H F 2I G, H 3J I 6K I 4L J 21) Create a CPM Network. 2) What is the total project time? 3) What activities are on the critical path?4) Compute the slack time for all non-critical activities. 5) What is the latest possible start time for activity D? Please show all work in excel and how you did it, Thank you!
- #3) Consider the following project, all durations are in days. Construct a precedence diagram, find the critical path and which tasks have slack and how much each has. Which tasks would you recommend crashing to reduce the project duration by six days assuming that it costs the same to crash each task and no task by be crashed to more than half its original duration and tasks A and N cannot be crashed at all? Task Predecessors Most Likely Duration A - 8 B A 12 C A 6 D A 12 E B 10 F E 7 G C 18 H C 13 I G 10 J H 13 K D 10 L K 11 M L 7 N F, I, J, M 4 Note:- Do not provide handwritten solution. Maintain accuracy and quality in your answer. Take care of plagiarism. Answer completely. You will get up vote for sure.A public accounting firm requires the following activities a. Draw a network for this project.b. Make a forward pass and a backward pass to determine ES, LS, EF, and LF.c. What are the critical path and the project completion time?d. If the project completion must be reduced by twodays, which activities might be affected?Draw a network representation of the project (nodes = activities, arrows = precedence constraints). Provide early start/early finish as well as late start/late finish times for all activities. What is the duration of the project, and which tasks are on the critical path? Task Description Duration Predecessors A Project Planning 16 days - B Evaluation Existing Apps 20 days - C Define Value Proposition 12 days B D Define User Interface 18 days B E Define Technology Requirements 22 days C and D F Document Requirements 14 days E G Develop Architecture 35 days A and F H Creation Code Design 18 days G I Roadmap Feature Development 12 days G J User Interface Development 74 days H and I K Code Development 92 days H and I L Release Testing 32 days J and K M Get User Feedback 22 days L N Bug Fixing 28 days L O Marketing Plan 54 days E P Release Product 5 days M, N and O
- 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 14. How long can activity C be delayed without delaying the whole project? 5. What is the purpose of PERT/CPM? How is it used in the industry?Q: (a) How value engineering can reduce overall project duration? Can you give any practical example? (b) What will be the difference in duration of dummy activity for simple and complex arrow networks? (c) Draw arrow network for the following given project. Picture of table is attached at the end.
- 2) Following is a table listing the project activities, sequencing requirements and other relevant information: Expected Time Direct Cost Activity Preceded By Regular Crash Regular Crash A -- 6 days 2 day $2000 $3800 B -- 12 6 2000 10000 C A 4 2 1000 4000 D B, C 10 6 3400 4600 E D 8 6 2800 3900 F E 6 2 5000 7600 G B, C 18 8 16000 19600 H F, G 6 4 2000 4000 (a) Construct a network including the Early and Late Start and Finish times. (b) Identify the normal Critical Path(s) and the normal expected completion time (c) Can the project be crashed to last 18 days? Which activities should be crashed and at what additional cost?Given the following table, construct a network diagram, either AOA or AON. Times are in days.a. Determine the expected duration of the project.b. Compute the probability that the project will take at least 18 days.Path Activity Time EstimatesA 4-5-6Top B 7-8-10C 3-5-9D 7-8-11Bottom E 2-3-4F 1-4-6DO IT MANUALLY, NO EXCEL (PERT-CPM) A small project consisting of eight activities has the following characteristics Draw the PERT network for the project. Prepare the activity schedule for the project showing (Project duration, ES, EF, LS, LF, FLOAT/SLACK). Determine the critical path.
