Q3: Draw the AOA diagram for Task 1 using the following table: Activity No. Initial Node Final Node Estimated Duration T1a 1 2 2 days T1b 1 3 1 day T1c 2 3 5 hours T1d 3 4 2 hours T1e 4 5 1 day Q4: Calculate the critical path for the previous AOA diagram. (Show the steps) Q5: If the fan, ducting, and switch cost 150$ instead of 50$ and the project manager (Dad) agrees to purchase them because their quality is high. How much will be the budget for the entire project? Q6: Which process of the project integration management processes demonstrates the situation in Q5?

Q3: Draw the AOA diagram for Task 1 using the following table: Activity No. Initial Node Final Node Estimated Duration T1a 1 2 2 days T1b 1 3 1 day T1c 2 3 5 hours T1d 3 4 2 hours T1e 4 5 1 day Q4: Calculate the critical path for the previous AOA diagram. (Show the steps) Q5: If the fan, ducting, and switch cost 150$ instead of 50$ and the project manager (Dad) agrees to purchase them because their quality is high. How much will be the budget for the entire project? Q6: Which process of the project integration management processes demonstrates the situation in Q5?

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...

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Recently, you were assigned to manage a project to remodelthe seminar room for your company. You have constructed anetwork diagram depicting the various activities in the project(Figure 7.13). In addition, you have asked your team to estimatethe amount of time that they would expect each of the activitiesto take. Their responses are shown in the following table: a. What is the expected completion time of the project?b. What is the probability of completing the project in 21 days?c. What is the probability of completing the project in 17 days?
Jordanne King, the project manager for Webjets International, Inc., compiled a table showing time estimates for each of the activities of a project to upgrade the company’s Web page, including optimistic, most likely, and pessimistic.a. Calculate the expected time, te, for each activity.b. Calculate the variance, s2, for each activity.Activity Optimistic (days) Most Likely (days) Pessimistic (days)A 3 8 19B 12 15 18C 2 6 16D 4 9 20E 1 4 7
To be able to meet delivery dates, a project consultant intimates that a project should be analyzed with activities as follows: ACTIVITY IMMEDIATE PREDECESSOR EXPECT DURATION (WEEKS) A. Initial discussion none 3 B. product design none 5 C. Market survey B 3 D. market evaluation A,C 4 E. product costing D 8 F. sales plan C 2 G. product pricing F 4 H. prototype F 2 I. master inform B 5 J.prototype testing HEG 3 (i) Draw a network to represent the various activities of the project.(ii) Draw up a table showing for each activity, the earliest and latest start and finish times and total float/slack.(iii) Determine the critical path and project duration.(iv) As a management science student, advise the management about the effect on the project completion time If the start time of activity A is delayed by 3weeks, activity G is delayed by 8 weeks
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 1-4-6
Using the below table calculate critical path for the project. Which tasks are on the critical path? Task Predecessor Duration (Weeks) A - 32 B - 11 C - 12 D B,C 16 E A,B 23 F A 23 G D 22 H D 33
Using the information in Table-1, assuming that the project team will work a standard working week (5 working days in 1 week) and that all tasks will start as soon as possible: Task Description Duration (WorkingDays) Predecessor/s A Requirement Analysis 5 B Systems Design 15 A C Programming 25 B D telecoms 15 B E Hardware Installation 30 B F Integration 10 C, D G System Testing 10 E, F H Training/Support 5 G I Handover and Go-Live 5 H (i) Determine the critical path of the project (ii) Calculate the planned duration of the project in weeks (iii) Identify any non-critical tasks and the float (free slack) on each.
Week 6 Status Report When reporting on the progress and status of a project, your Stakeholders want to know what potential pitfalls or obstacles you have identified, and what your plan is for dealing with them. Toward that end, this week, you are to add an additional section to your Status report. The new section should look as follows: Open Risk Probability Impact Response Type Response Plan Identify at least two "risks" that could impact your ability to complete this week's assignments, and complete the table. These are NOT risks pertaining to the Running Case - they should be things which might impact YOU this week and cause your work to be late. (You can make some up if you honestly don't have any...) 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.
As the pandemic waned, an educational institution was faced with the imperative of refurbishingand retrofitting its premises to facilitate reopening for blended modality in learning. Essential tasksincluded expanding certain spaces, fitting canteen tables with partitions and acquiring andinstalling equipment. A project manager was engaged to ensure readiness in three weeks.Information compiled on the project scope, such as activity times and relationships, is presentedbelow: Activity Immediate Predecessor Time (Days) A - 2 B A 5 C A 2 D A 6 E B 6 F C, D 3 G D…
1. Define what a PERT diagram is relative to project planning, and explain the importance of a PERT diagram in a project plan.
M2: prepare and update a project management plan, using standard systems of time and resource tracking. can the answer for above question include a Gantt chart of a construction project please?
. Assume that a project has an expected total duration of 25 days, but several optimistic employees feel that it can be completed in as little as 18 days, while others expect it to take nearly 40 days. Using program evaluation and review technique calculations, what is the project duration to be used in project Gantt charts and other tracking tools?2. If a critical path method calculation of project duration was 25 days, how does the program evaluation and review technique calculation in Question 1 compare?
please help, project management 1) Given the following information for a one-year project, answer the following questions. Recall that PV is the planned value, EV is the earned value, AC is the actual cost, and BAC is the budget at completion. PV=$22,000 EV=$20,000 AC=$25,000 BAC=$120,000 a) What is the cost variance, schedule variance, cost performance index (CPI), and schedule performance index (SPI) for the project? Show your calculations. b) How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget or over budget? Explain. c) Use the CPI to calculate the estimate at completion (EAC) for this project. Is the project performing better or worse than planned? Explain. d) Use the SPI to estimate how long it will take to finish this project. e) Sketch the earned value chart for this project. 2) Write a one-page summary explaining how is project cost management different when using an Agile approach?