Concept explainers
Three recent college graduates have formed a
a. Draw the precedence diagram.
b. What is the probability that the project can be completed in 24 days or less? In 21 days or less?
c. Suppose it is now the end of the seventh day and that activities A and B have been completed while activity D is 50 percent completed. Time estimates for the completion of activity D are 5, 6, and 7. Activities C and H are ready to begin. Determine the probability of finishing the project by day 24 and the probability of finishing by day 21.
d. The partners have decided that shortening the project by two days would be beneficial, as long as it doesn’t cost more than about $20,000. They have estimated the daily crashing costs for each activity in thousands, as shown in the following table. Which activities should be crashed, and what further analysis would they probably want to do?
Want to see the full answer?
Check out a sample textbook solutionChapter 17 Solutions
OPERATIONS MANAGEMENT LOOSELEAF W/ CONN
- Ans c. The earliest starting time for activity H is 15 days Ans d. The latest start time for activity J is 25 days. Ans e. The critical path is A-B-H-I-L-M with the minimum duration of the project as 28 days This is a follow up question please do f and garrow_forwardThe following represents a project that should be scheduled using CPM a. Complete the table b. Draw the Network Diagram c. What is the critical path? d. What is the expected project completion time?' e. What is the probability of completing this project within 16 days?arrow_forwardThree recent college graduates have formed a partnership and have opened an advertising firm. Their first project consists of activities listed in the following table. Use Table B. ΤΙME IN DAYS Immediate Activity Predecessor Optimistic Most Likely Pessimistic A 7 B 8 8 11 C A 6 8 11 9. 12 15 E 6 F D 7 G F 2 3 7 H B 4 4 I H 7 8 End E, G, I Click here for the Excel Data File a. What is the probability that the project can be completed in 24 days or less? In 21 days or less? (Round your te and z values to 2 decimal places and "Standard deviation" to 3 decimal places. Round your final answers to 4 decimal places.) Days Probability 24 days or less 21 days or lessarrow_forward
- The following eight activities constitute an overall bar chart portrayal of a 4-month project. Two months after the start of the project. Activities A, C, D are completed, E is 50% complete and B is 25% complete. The total cost that has been spent is $10,500. For this project, using earned value concepts, determine the schedule and cost variance. Is the project ahead or behind schedule? Over or under budget? Activity A B VAHE с D F Cost $2,000 $8,000 $2,000 $5,000 $1,000 $15,000 Month 1 Month 2 Month 3 Month 4arrow_forwardRecently, 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?arrow_forward1. 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?arrow_forward
- Key: A is optimist time, M is the most likely time and B is the pessimistic time. i). Calculate the expected time for each activity ii. Draw a Gantt Chart from the same information above iii. State the critical path and the maximum number of weeks the project will take to be completed. iv. Discuss the pros and cons of using the Gantt chart as a planning and scheduling tool?arrow_forwardAfter the first month of a project, the Actual Cost was $400 and the planned cost for the first month was $500. Currently, only 50% of the work have been completed. Based on this information, calculate the following: a.Earned Value b.Cost Variance c.Schedule Variancearrow_forwardThree activities are candidates for crashing on a project network for a large computer installation (all are, of course, critical) Activity details are in the following table: a) Activity that should be orashed first to reduce the project duration by 1 day is b) Activity that should be crashed next to reduce the project duration by one additional day is c) Total cost of crashing the project by 2 days = S (Enter your response as an integer) Normal Activity Time (days) A B C 7 4 11 Crash Normal Time (days) Cost $8,000 $1,200 $4,200 6 2 9 Total Cost with Crashing Immediate Predecessor(s) $6,500 $3,000 $6.200 A Barrow_forward
- PROJECT PLANNING & SCHEDULING WITH GANNT CHART Given the activities of a project, their time estimates, and their immediatepredecessors shown below:a. Draw the Gannt chart for this project.b. What’s the earliest expected time to finish the project?c. Which activities should not be delayed?d. Which activities can be delayed?e. What’s the maximum amount of time that each of the activities can be delayed without delaying the whole project? Activities Activity Times,months ImmediatePredecessors Maximum Slack,months A 2 - B 3 - C 2 A D 4 B E 4 C F 3 C G 5 D, E H 2 F, Garrow_forwardThe project manager of Good Public Relations gathered the data shown in Table 7.15 for a new advertising campaign.a. How long is the project likely to take?b. What is the probability that the project will take more than 38 weeks?c. Consider the path A–E–G–H–J. What is the probability that this path will exceed 38 weeks?arrow_forwardActivities, preceding activities, normal and crashed completion times of each of the activities and crashed costs of activities per week of a project are given in the following table. Activity Preceding Activity Crashed Completion time (week) Normal Crashed Cost Completion Time (week) 7 per week A 7 6. 5 $500 $700 $600 $800 $400 C A 4 3 A, C В, D D, E D 9 E 10 9. F 9 II. Find the slack time of each of the activities and the critical activities. Find the minimum possible completion time of the project by considering the crashed completion times and the minimal total cost of crashing the project. iv.arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill EducationOperations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage LearningProduction and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.