EBK PRINCIPLES OF OPERATIONS MANAGEMENT
11th Edition
ISBN: 9780135175859
Author: Munson
Publisher: VST
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Chapter 3, Problem 24P
a)
Summary Introduction
To determine: The expected completion time for the project.
b)
Summary Introduction
To determine: The variance values that must be used to determine the probabilities of completing by a certain time.
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Students have asked these similar questions
The following information has been computed from a project:
Expected total project time = T = 62 weeks
Project variance = 81
1- What is the probability that the project will be completed 18 weeks before its expected
completion date?
2- Draw Normal Curve & Analysis your solution with conclusion
A solved PERT problem is detailed in the table below. The expected time and variance values and the critical activities are given in the table below. Answer the following questions by filling the blanks (WRITE YOUR ANSWERS TO 2 DECIMAL PLACES. DO NOT ROUND UP OR DOWN):
a. The expected project completion time for this problem is and the standard deviation is .
b. There is a 0.95 probability that the project will be completed by weeks.
Activity
Expected time
Variance
Critical?
A
10
0.36
Yes
B
7
0.11
No
C
7
0.25
No
D
3
0.48
Yes
E
5
1.60
Yes
F
7
0.69
No
G
2
3.69
Yes
8 EARNED VALUE ANALYSIS
The following project is reported to be at the end of its 8 week. Find the cost and schedule variances.
Also find the CPI, SPI, CSI, ETC and EAC for the project. Find the condition of the project at the this reporting period.
PV
AC
Budget
($)
Duration
Actual Cost
%
D-8
Activity Predecessor (s)
(week)
($)
Complete
300
400
A
3
100
A3
В
4
200
180
100
B:4
C
7
250
300
90
A
8
600
400
50
400
200
В
40
150
180
F
В
4
100
G
C
4
100
200
40
500
H
D, E
2
300
F, G
3
J
H, I
1
100
ㅇ
CO
프
(-)
Chapter 3 Solutions
EBK PRINCIPLES OF OPERATIONS MANAGEMENT
Ch. 3 - Ethical Dilemma Two examples of massively...Ch. 3 - Give an example of a situation in which project...Ch. 3 - Explain the purpose of project organization.Ch. 3 - What are the three phases involved in the...Ch. 3 - What are some of the questions that can be...Ch. 3 - Define work breakdown structure. How is it used?Ch. 3 - What is the use of Gantt charts in project...Ch. 3 - What is the difference between an...Ch. 3 - What is the significance of the critical path?Ch. 3 - what would a project manager have to do to crash...
Ch. 3 - Prob. 10DQCh. 3 - Define earliest start, earliest finish, latest...Ch. 3 - Students are sometimes confused by the concept of...Ch. 3 - Prob. 13DQCh. 3 - Prob. 14DQCh. 3 - Would a project manager ever consider crashing a...Ch. 3 - How is the variance of the total project computed...Ch. 3 - Describe the meaning of slack, and discuss how it...Ch. 3 - How can we determine the probability that a...Ch. 3 - Name some of the widely used project management...Ch. 3 - What is the difference between the waterfall...Ch. 3 - The work breakdown structure (WBS) for building a...Ch. 3 - James Lawson has decided to run for a seat as...Ch. 3 - Prob. 3PCh. 3 - Refer to the table in Problem 3.3. a) Draw the AON...Ch. 3 - Draw the activity-on-node (AON) project network...Ch. 3 - Given the activities whose sequence is described...Ch. 3 - Prob. 7PCh. 3 - Roger Ginde is developing a program in supply...Ch. 3 - Prob. 9PCh. 3 - The activities described by the following table...Ch. 3 - Prob. 11PCh. 3 - The activities needed to build a prototype laser...Ch. 3 - Prob. 13PCh. 3 - Dave Fletcher (sec Problem 3.12) was able to...Ch. 3 - Ross Hopkins, president of Hopkins Hospitality,...Ch. 3 - A renovation of the gift shop at Orlando Amway...Ch. 3 - Kelle Carpet and Trim installs carpet in...Ch. 3 - The estimated times and immediate predecessors for...Ch. 3 - Prob. 21PCh. 3 - Four Squares Productions, a firm hired to...Ch. 3 - Prob. 23PCh. 3 - Prob. 24PCh. 3 - Prob. 25PCh. 3 - Prob. 28PCh. 3 - Prob. 29PCh. 3 - Prob. 30PCh. 3 - Development of Version 2.0 of a particular...Ch. 3 - Prob. 32PCh. 3 - Prob. 33PCh. 3 - Prob. 1.1VCCh. 3 - Prob. 1.2VCCh. 3 - Project Management at Arnold Palmer Hospital The...Ch. 3 - Prob. 1.4VCCh. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...
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- The Peabody Coal Corporation recently completed the final feasibility report for a new general ledger accounting system. It has hired a consulting firm to program and install the new system. The consulting firm is charging $350,000 for the remaining tasks to be performed. These tasks are to be performed over the next 10 months as detailed in the Gantt chart in the diagram. The consulting firm is extremely concerned with the project staying on schedule because it is receiving a flat fee. The release of the final payment is contingent upon the system performing as stated in the contract and upon Peabody receiving appropriate documentation of the system.Requireda. Prepare a PERT diagram and indicate the critical path.b. What happens to the time frame of the implementation of the project if the manufacturer is 4 weeks late shipping the hardware?c. What happens if the data conversion does not go smoothly and takes an additional 3 weeks? d. Who should conduct the postimplementation review?…arrow_forwardPERT-CPMYu and Mi Company is planning to computerize its accounting system. Its IT consultant has determined thefollowing activities required to complete this project together with the time estimates and precedence relationships. a. Determine the expected project completion time and the variance.b. What is the project’s critical path?c. Determine the probability that the project will be completed in 40 weeks or less.arrow_forwardExample: Undertaking by a contractor to implement a contracting for excavation works according to the scheme below, undertaking to complete the work within a period of 36 weeks with a probability of 99% between in light of the contractor's probability. The actual time period for the completion of the project within the PERT technology? Act. a b te u C.P 1-2 7 8. 6.33 1 1 *1,2 2-3 6. 9 6.33 0.66 0.443 *2 2-4 3 7 8. 6.5 0.83 .693 *1 2-5 4 6. 0.33 3-6 9. 10 8.66 0.66 0.443 *2 4-7 6. 8 11 8.166 0.83 .693 *1 5-7 4 7 5.83 0.5 6-8 7 10 7.16 0.83 .693 *2 7-8 4 8 7.5 0.83 .693 *1 8-9 4 7 9 6.83 0.83 .693 *1,2arrow_forward
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