Given the project within the table below, Calculate the following:a. The minimum project durationb. The amount of slack for each activityc. The total cost for completion of the projectImmediate Duration Regular Crash DurationPredecssor (hours) Cost/HourCrashActivity(hours)Cost/Hour$ 20.00$ 15.00$ 30.00$ 10.00$ 15.00$ 15.00$ 35.00$ 25.00ANone1412ВNone7None3NANADB,C$ 15.00A,DNANA2.NANAG$ 30.004$ 40.00Notes:The costs are given per hour and not as totals.NA means not applicable

D(duration)=given in the question as normal time ES (Early start)= The first activity from where the…

Answered: a. The minimum project duration b. The…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

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

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There are four critical paths in a network. A-B-C-D-E, A-F-G-E, A-H-J-K-L-E and A-S-T-E. Each activity in this network can be crashed by 100 hours. The maximum possible reduction in the project duration will be: a. Insufficient information b. 1300 hours c. 500 hours d. 400 hours e. 600 hour
You have collected the data for a Time-Cost CPM Scheduling model analysis. The time is in days and the project "direct costs" are given below. Immediate Normal Crash Normal Crash Activity Predecessor Time Time Cost (Direct) Cost (Direct) A None 3 2 $300 $408 B A 3 3 $100 $100 C A 1 1 $200 $200 D B and C 3 2 $400 $550 E D 2 1 $500 $900 F E 3 3 $200 $200 G F 2 2 $200 $200 The indirect costs for the project are determined on a daily duration basis. If the project lasts 16 days the total indirect costs are $408, 15 days they will be $350, 14 days they will be $200, and 13 days they will be $100. If you crash this project by one day what is the total (i.e., direct and indirect) project cost?
Your project to obtain charitable donations is now 30 days into a planned 40-dayproject. The project is divided into 3 activities. The i rst activity is designed to solicitindividual donations. It is scheduled to run the i rst 25 days of the project and to bring in $25,000. Even though we are 30 days into the project, we still see that we have only 90 percent of this activity complete. The second activity relates to company donations and is scheduled to run for 30 days starting on day 5 and extending through day 35. We estimate that, even though we should have 83 percent (25y30) of this activity complete, it is actually only 50 percent complete. This part of the project was scheduled to bring in $150,000 in donations. The i nal 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 $50,000. So far $175,000 has actually been brought in on the project. Calculate the schedule…
Consider again the project with the activity network shown in Figure 19.14.Activity A1 takes 4 days; A2, 2 days; A3, 10 days; A4, 4 days; A5, 2 days; A6, 3 days; A7,5 days; and A8, 2 days. Compute the earliest completion time of the project.Answer: 26 days.We start the project with A1 because it has no predecessor activity. A1 will take 4 days, sothe ECT for A1 is 4. Once A1 is complete, we can start on A2. A2 thus has an EST of 4. A2takes 2 days and hence has an ECT of 6.Following the completion of A2, we can initiate A3, A4, and A5. These activities thus canall have an EST of 6. We continue this process as shown in Table 19.13 and find that theearliest completion time is 26 days.
PERT analysis computes the variance of the total projectcompletion time as:a) the sum of the variances of all activities in the project.b) the sum of the variances of all activities on the criticalpath.c) the sum of the variances of all activities not on the criti-cal path.d) the variance of the final activity of the project.
In the space provided below create the network diagram that shows the relationship (logic) of project activities shown below and then number each event. 1. In a given project activities "A, B and C are initial activities that may begin at the same time 2. -----"D" cannot begin until "A" is complete. 3. ----- "B" must be complete before E can begin. 4. ----- "F" cannot start until "C" is finished. 5. ----- "G" cannot begin until "B" is finished. 6. ----- "G" and "D" must be done before "H" can begin. 7. ----- "I" cannot begin until "B" is finished. 8. ----- "J" can begin only after "F" and "I" are complete. 9. ----- Once "E" is complete, "K" can begin. 10. ---- The project will be finished when "H" "J" and "K" are complete.
PERT analysis computes the variance of the total projectcompletion Lime as:a) the sum of the variances of all activities in the project.b) the sum of the variances of all activities on the critical path.c) the sum of the variances of all activities not on the criticalpath.d) the variance of the final activity of the project.
Project Scope Management includes the processes required to ensure that the project includes all the work required, andonly the work required, to complete the project successfully (Project Management Institute, 2017:129).By referring to the project scope management process, discuss how the case study project scope could have been definedmore efficiently by specifically referring to plan scope management.
Assume the network and data that follow. Compute the total direct cost for each project duration. If the indirect costs for each project duration are $400 (19-time units), $350 (18), $300 (17), and $250 (16), compute the total project cost for each duration. Plot the total direct, indirect, and project costs for each of these durations on a cost-time graph. What is the optimum cost-time schedule for the project? What does this cost?
the project lifecycle 1) List and explain the phases that mark the life of a project. 2) For each project phase identified in 1(a) above, describe at least four (4) projectactivities/processes performed in the phase. 3) With the use of a diagram, show (illustrate) the typical levels of uncertainty or projectrisks associated with each phase and throughout a project. 4) With the use of a diagram, show (illustrate) the typical levels of project staffingrelated to each phase and throughout a project. 5) For each project phase identified in 1(a) above, identify and describe at least one (1)major deliverable (output) of the phase.
The project manager must make trade-offs between project progress and process. Conceptually, this involves trade-offs between the __________ functions. a. schedule and cost b. technical and managerial c. cost and performance d. performance and schedule
Construct the DATA SHEETS with ES, EF, LS, LF, TF, FF, AND INDF. What is the duration of the project? Identify the critical path. How many days can ACTIVITY C be delayed without extending the duration of the whole project?

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a. The minimum project duration b. The amount of slack for each activity c. The total cost for completion of the project