OPERATIONS MANAGEMENT LL PACKAGE
11th Edition
ISBN: 9781323592632
Author: KRAJEWSKI
Publisher: Pearson Custom Publishing
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 7, Problem 3AME
Summary Introduction
Interpretation: The number of week’s activity ‘A’ can be delayed, until it becomes an activity in the critical path and the consequences of activity ‘A’ becoming critical are to be determined.
Concept Introduction: The longest time period that a particular activity in a project could be delayed without making an impact on its completion date is known as activity slack. This, in other words mean that activities in the critical path cannot have slack as they cannot be delayed. Slack details of activities are useful as they can be used to identify activities that require close attention.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solutionStudents have asked these similar questions
a. Activity 'K' is a critical activity
b. Activity 'K' is not a critical activity
Mohammed is planning to renovate his house garden; he is wondering how long it may take him to achieve this project so he asked his friends who went through the same project. Ahmed told him it will take 7 days, Faisal told him it will take 10 days and Salem told him it will take 15 days.
How long it will take Mohammed to renovate his garden following the Beta distribution?
Evaluate the below statement according to the estimation of activity duration tools, write the number of the correct statement inside the box.
Chapter 7 Solutions
OPERATIONS MANAGEMENT LL PACKAGE
Ch. 7 - One of your colleagues comments that software is...Ch. 7 - Explain how to determine the slack for each...Ch. 7 - Define risk as it applies to projects. What are...Ch. 7 - Consider the following data for a project to...Ch. 7 - The following information is known about a project...Ch. 7 - A project for improving a billing process has the...Ch. 7 - Prob. 4PCh. 7 - Prob. 5PCh. 7 - Prob. 6PCh. 7 - Prob. 7P
Ch. 7 - Prob. 8PCh. 7 - Prob. 9PCh. 7 - The following information concerns a project to...Ch. 7 - Consider a project to produce custom door moldings...Ch. 7 - Table 7.5 contains information about au...Ch. 7 - The Advanced Tech Company has a project to design...Ch. 7 - Prob. 14PCh. 7 - Prob. 15PCh. 7 - Prob. 16PCh. 7 - Prob. 17PCh. 7 - Prob. 18PCh. 7 - Prob. 19PCh. 7 - Prob. 20PCh. 7 - Recently, you were assigned to manage a project to...Ch. 7 - In Solved Problem 2, estimate the probability that...Ch. 7 - The director of continuing education at Bluebird...Ch. 7 - Gabrielle Kramer, owner of Pet Paradise, is...Ch. 7 - The project manager of Good Public Relations...Ch. 7 - Consider the office renovation project data in...Ch. 7 - Activity B and activity K are critical activities....Ch. 7 - Prob. 2AMECh. 7 - Prob. 3AMECh. 7 - Prob. 4AMECh. 7 - Prob. 5AMECh. 7 - Assess the four categories of a risk-management...Ch. 7 - Prob. 2VCCh. 7 - Assume you are Denise Tower and have...Ch. 7 - Prob. 1CCh. 7 - Prob. 2CCh. 7 - Prob. 3CCh. 7 - Prob. 4C
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- The activity times are 3, 4, 2, 5, 7, 2, 2, and 3 days for activities A1 through A8,respectively. What is the critical path?a. A1, A2, A3, A4, A8b. A1, A2, A3, A6, A7, A8c. A1, A2, A5, A7, A8d. None of these options is the critical path.arrow_forwardIf Activity C has an expected time estimate of 8 days, which of the following statements is TRUE? * The activity time estimates for Activity C are: 1, 7, and 19 days Activity C can be delayed for a maximum of 5 days Activity C should not be delayed The activity time estimates for Activity C are: 2, 4, and 9 daysarrow_forwardAssuming no other paths become critical, which activity should be the next activity crashed to cut a second day from the project's duration; how much is added to project cost? Assuming no other paths become critical, how much can this project be shortened at what total added cost?arrow_forward
- Describe CPM with Three Activity Time Estimates?arrow_forwardConsider the following activity description with associated cost data shown in Table 1. The cost data represents the total cost and should be considered linear with time. Table 1: Crash Cost Table Activity Immediate Predecessor Normal Duration (days) Normal Cost ($) Crash Duration (days) Crash Cost ($) A --- 5 50 3 150 B --- 4 40 2 200 C B 7 70 5 250 D A, C 2 20 1 50 E A, C 5 125 1 525 F B 10 80 7 290 G D 7 50 3 250 H E, F 6 60 3 180 Reduce the project duration to minimum duration and calculate the cost. 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.arrow_forwardA project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project in 50 days? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $21,000 B A 12 $20,000 9 $30,000 C A 15 $24,000 10 $60,000 D B 3 $10,000 2 $15,000 E C 9 $17,000 6 $34,000 F E 7 $5,000 6 $6,000 G D 8 $14,000 6 $20,000 H A 12 $22,000 10 $30,000 I H 6 $50,000 5 $55,000 J F, G, I 11 $33,000 9 $50,000arrow_forward
- The following table lists the activities for a small part of a project with various durations and dependencies. Fill in the PERT Average duration column.arrow_forwardWhat is the Ealiest and Latest start for Activity I and Latest finish for Activity G?arrow_forwardIn a traditional project, the project manager saves the project schedule as a baseline plan in project management software. During the course of the project, the variance reports are created to show the difference between planned and actual activities. Project monitoring and control is different in agile projects than traditional projects. In an agile project, different tools and techniques are used to monitor and control project schedules. How does it help a project manager to monitor cost and schedule in a traditional project? There are different techniques for monitoring schedule performance in a traditional project. One method is a schedule variance report. How is a schedule variance report different from schedule variance in earned value? Does the role of the project manager change when monitoring and controlling agile projects?arrow_forward
- A renovation of the gift shop at Orlando Amway Center has six activities (in hours). In the following table, the estimates of a, m, and b times for each of the activities are listed: Activity a m b A 11 16 18 B 28 32 41 C 18 18 18 D 8 13 18 E 17 18 19 F 16 19 22 Part 2 Based on the activity time estimates, the expected times for each of the activities are (round your responses to two decimal places): Activity Expected Time A enter your response herearrow_forwardThe following represents a project with known activity times. All times are in weeks. Activity Immediate Predecessor Time A -- 4 B -- 3 C A 2 D B 7 E C, D 4 F B 5 G E,F 4 What is the minimum possible time required for completing the project?arrow_forwardAn activity originally estimated to cost $100,000 and require 30 weeks to complete. Now the activity is on week 10 and $35,000 were spent and is 40% completed. What is the Earned Value for this activity?arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
- 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.
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Operations Management
Operations Management
ISBN:9781259667473
Author:William J Stevenson
Publisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...
Operations Management
ISBN:9781259666100
Author:F. Robert Jacobs, Richard B Chase
Publisher:McGraw-Hill Education
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...
Operations Management
ISBN:9781478623069
Author:Steven Nahmias, Tava Lennon Olsen
Publisher:Waveland Press, Inc.
Inventory Management | Concepts, Examples and Solved Problems; Author: Dr. Bharatendra Rai;https://www.youtube.com/watch?v=2n9NLZTIlz8;License: Standard YouTube License, CC-BY