Operations Management: Processes and Supply Chains, Student Value Edition Plus MyLab Operations Management with Pearson eText -- Access Card Package (12th Edition)
12th Edition
ISBN: 9780134855424
Author: Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Publisher: PEARSON
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Chapter 7, Problem 4C
Summary Introduction
Interpretation: The project report of each activity is to be prepared and the projected cost and weekly project cost is to be determined.
Concept Introduction: Process strategy guides the pattern of decisions. In this strategy, the managing processes will achieve their competitive priorities.
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To create a project schedule, one must understand the Project Schedule Management processes; in particular, one needs to know the project work or tasks to be performed (i.e., the project scope) and their duration, as well as their dependencies and required resources.
How is the knowledge of Develop Schedule process, as well as the inputs, tools & techniques, and outputs can help you in creating a project schedule for (Deliverables -These incorporate the outcomes the venture supervisory crew needs to create to meet the business goals. Project expectations can be simply the item or administration that the task will convey, guidelines and establishment manuals, promoting materials, publicizing efforts, official statements, and so on)?
Your project to obtain charitable donations is now 30 days into a planned 40-dayproject. The project is divided into 3 activities. The i rst activity is designed to solicitindividual donations. It is scheduled to run the i rst 25 days of the project and to bring in $25,000. Even though we are 30 days into the project, we still see that we have only 90 percent of this activity complete. The second activity relates to company donations and is scheduled to run for 30 days starting on day 5 and extending through day 35. We estimate that, even though we should have 83 percent (25y30) of this activity complete, it is actually only 50 percent complete. This part of the project was scheduled to bring in $150,000 in donations. The i nal activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $50,000. So far $175,000 has actually been brought in on the project. Calculate the schedule…
Your project to obtain charitable donations is now 41 days into a planned 51-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 34 days of the project and to bring in $25,700. Even though we are 41 days into the project, we still see that we have only 90% of this activity complete. The second activity relates to company donations and is scheduled to run for 41 days starting on day 7 and extending through day 48. We estimate that, even though we should have (34/41) 82.93% of this activity complete, it is actually only 54% complete. This part of the project was scheduled to bring in $150,700 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $51,400. So far $178,000 has actually been brought in on the project.
Calculate the schedule variance, schedule…
Chapter 7 Solutions
Operations Management: Processes and Supply Chains, Student Value Edition Plus MyLab Operations Management with Pearson eText -- Access Card Package (12th Edition)
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 - Consider the following information for a project...Ch. 7 - Consider the following data for a project to...
Ch. 7 - Paul Silver, owner of Sculptures International,...Ch. 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 - Table 7.8 contains data for the installation of...Ch. 7 - The diagram in Figure 7.12 was developed for the...Ch. 7 - Prob. 17PCh. 7 - Prob. 18PCh. 7 - You are the project manager of the software...Ch. 7 - Jordanne King, the project manager for Webjets...Ch. 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
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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
- Assume the network and data that follow. Compute the total direct cost for each project duration. If the indirect costs for each project duration are $400 (19-time units), $350 (18), $300 (17), and $250 (16), compute the total project cost for each duration. Plot the total direct, indirect, and project costs for each of these durations on a cost-time graph. What is the optimum cost-time schedule for the project? What does this cost?arrow_forwardWhen using a project triangle to illustrate conflicting priorities, Microsoft suggests that if the problem is in the fixed leg, work on the other two legs. For example, if the project must not exceed the budget and is starting to run over, adjust the schedule, the scope or both. However, if the problem is not related to a fixed leg, the adjustment might have to be in the remaining leg. So, when faced with an inflexible budget (fixed leg) and the schedule is slipping (problem leg), the project scope (remaining leg) might have to be adjusted. Why is explaining this situation to management sometimes a very difficult task for the systems analyst?arrow_forwardAssume that the activities in Problem 3.11 have the following costs to shorten: A, $300/week; B, $100/week; C, $200/ week; E, $100/week; and F, $400/week. Assume also that you can crash an activity down to 0 weeks in duration and that every week you can shorten the project is worth $250 to you. What activities would you crash? What is the total crashing cost? Note: The attached photos is the activities in problem 3.11.arrow_forward
- What makes cost estimating such a crucial part of project planning? Discuss how it relates to the project timeline and the Work Breakdown Structure.arrow_forwardIf the indirect costs for each duration are $300 for 27 days, $240 for 26 days, $180 for 25 days, $120 for 24 days, $60 for 23 days, and $50 for 22 days, compute the direct, indirect, and total costs for each duration. What is the optimum cost-time schedule? The customer offers you $10 for every day you shorten the project from your original network. Would you take it? If so for how many days? Activity Predecessor Normal Duration Crash Duration Normal Cost of Activity Additional Cost/Day to Crash A 10 2 40 80 B 8 3 10 30 C 5 1 89 40 D A 11 2 50 50 E C 15 4 100 100 F B,D,E 6 1 20 30arrow_forwardYour project to obtain charitable donations is now 39 days into a planned 49-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 33 days of the project and to bring in $25,400. Even though we are 39 days into the project, we still see that we have only 91% of this activity complete. The second activity relates to company donations and is scheduled to run for 39 days starting on day 6 and extending through day 45. We estimate that, even though we should have (33/39) 84.62% of this activity complete, it is actually only 51% complete. This part of the project was scheduled to bring in $150,400 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $50,800. So far $176,000 has actually been brought in on the project.arrow_forward
- Your project to obtain charitable donations is now 30 days into a planned 40-day project. The project is divided into three activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 25 days of the project and to bring in $25,000. Even though we are 30 days into the project, we still see that we have only 90 percent of this activity complete. The second activity relates to company donations and is scheduled to run for 30 days starting on day 5 and extending through day 35. We estimate that, even though we should have 83 percent (25/30) of this activity complete, it is actually only 50 percent complete. This part of the project was scheduled to bring in $150,000 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $50,000. So far, $175,000 has actually been brought in on the project. Calculate the Schedule…arrow_forwardDiscuss the necessity of project scheduling as well as the obstacles that come with it. As requested, discuss, describe, and define.arrow_forwardWhich activities or tasks are crucial to the project-that is, which activities will cause the entire project to be delayed if they are delayed?arrow_forward
- In the space provided below create the network diagram that shows the relationship (logic) of project activities shown below and then number each event. 1. In a given project activities "A, B and C are initial activities that may begin at the same time 2. -----"D" cannot begin until "A" is complete. 3. ----- "B" must be complete before E can begin. 4. ----- "F" cannot start until "C" is finished. 5. ----- "G" cannot begin until "B" is finished. 6. ----- "G" and "D" must be done before "H" can begin. 7. ----- "I" cannot begin until "B" is finished. 8. ----- "J" can begin only after "F" and "I" are complete. 9. ----- Once "E" is complete, "K" can begin. 10. ---- The project will be finished when "H" "J" and "K" are complete.arrow_forwardConsider again the project with the activity network shown in Figure 19.14.Activity A1 takes 4 days; A2, 2 days; A3, 10 days; A4, 4 days; A5, 2 days; A6, 3 days; A7,5 days; and A8, 2 days. Compute the earliest completion time of the project.Answer: 26 days.We start the project with A1 because it has no predecessor activity. A1 will take 4 days, sothe ECT for A1 is 4. Once A1 is complete, we can start on A2. A2 thus has an EST of 4. A2takes 2 days and hence has an ECT of 6.Following the completion of A2, we can initiate A3, A4, and A5. These activities thus canall have an EST of 6. We continue this process as shown in Table 19.13 and find that theearliest completion time is 26 days.arrow_forwardExplain why cost estimation is an important component of project planning and discuss how it links with the work breakdown structure and the project schedule.arrow_forward
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