Þroject, Activity, Predecessor, DurationBelow is a project listed in a table with:• activity,• predecessor, and• duration.ActivityPredecessorDuration (weeks)3.7.noneBD.B128.EB.D. EF. G10H.Draw a precedence diagram in the space provided and then find each path and theduration.Hint: You can use the Shape tool to draw the graph, or you can draw the graph by hand,then photograph or scan your graph to submit it.1. Post your precedence diagram in the space provided below.2. Find each path and the duration by filling in the chart below.PathDurationTotal Duration

Given- Activity Predecessor Duration (Weeks) A None 3 B A 7 C A 5 D B 12 E B 8 F C 5…

Answered: Þroject, Activity, Predecessor,…

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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#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.
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 ? ?
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
Your company has just received an order from a good customer for a specially designed electric motor. The contract states that, starting on the 13th day from now, your firm will experience a penalty of $100 per day until the job is completed. Indirect project costs amount to $200 per day. The data on direct costs and activity precedence relationships are given in Table. Electric Motor Project Data Activity Normal Time(days) Normal Cost ($) Crash Time (days) Crash Cost ($) ImmediatePredecessor(s) A B C D E F G H 4 7 5 6 3 11 4 3 1000 1400 2000 1200 900 2500 800 300 3 4 4 5 2 6 3 1 1300 1200 2700 1400 1100 3750 1450 500 None None None A B C D,E F,G a. Draw the project network diagram.b. What completion date would you recommend?
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
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 track
Please Answer the following questions:- How does earned value give a clearer picture of project schedule and cost status than a simple plan versus actual system?- Schedule variance (SV) is in dollars and does not directly represent time. Why is it still useful?- In month 9 the following project information is available: actual cost is $2,000, earned value is $2,100, and planned cost is $2,400. Compute the SV and CV for the project.- On day 51 a project has an earned value of $600, an actual cost of $650, and a planned cost of $560. Compute the SV, CV, and CPI for the project. What is your assessment of the project on day 51?
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
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 B B 6 − F 5 B C 4 A G 10 C, E D 2 A H 8 D , F Part 2 Dave's earliest start (ES) and earliest finish (EF) are: Part 3 Part 4 Part 5 Part 6 Part 7 Part 8 Part 9 Part 10 Dave's latest start (LS) and latest finish (LF) are:…
Develop a CPM diagram for the activities/relationships listed below (assumedurations are in months). For each activity calculate the Early Start, Late Start, EarlyFinish, Late Finish, Total Float, and Free Float. Clearly identify the critical path forthe project (hint: a highlighter would be a good tool to use) How do you solve this? I don't understand how it's done.
DO 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.
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 5 B B 8 − F 6 B C 4 A G 11 C, E D 3 A H 7 D , F Part 2 Dave's earliest start (ES) and earliest finish (EF) are: Part 3 Part 4 Part 5 Part 6 Part 7 Part 8 Part 9 Part 10 Dave's latest start (LS) and latest finish (LF) are:…

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$A c t i v i t y$	$P r e d e c e s s o r$	$D u r a t i o n (W e e k s)$
$A$	$N o n e$	$3$
$B$	$A$	$7$
$C$	$A$	$5$
$D$	$B$	$12$
$E$	$B$	$8$
$F$	$C$	$5$
$G$	$D, E$	$10$
$H$	$F, G$	$8$