Consider the Work Breakdown Structure of this project. Immediate Activity Duration (days) Predecessor(s) A none 6 B A 13 A 13 B 5 C, D 14 F C, D 15 G E, F 8 At a minimum, how long will this project take (in days)?
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- The following represents a very simple project. The calendar allows for 5 work days (M-F) per week. To keep things simple we won’t separate capital expenses and labour. The cost per activity shown below is total (i.e. not per day). Activity Duration (days) Precedent Cost A 5 None* $500 B 7 None* $1000 C 3 A , B $400 D 4 C** $500 E 6 C** $800 * Except for ‘Start’ ** The project can only be signed off once D and E have been completed. Enter the data into a software tool such as GanttProject, and generate the Gantt chart. Please ensure that: 1.…Which of the following activities is not part of defining a project?a. The project triangleb. The project resourcesc. The work breakdown structured. The critical pathDO 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.
- #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.Y8 You have recently joined an ongoing project. The cost of the project is 350,000 USD, and 150,000 USD has already been spent and 40% of the work is actually completed. However, according to the schedule, 43% of the work should have been completed to date. Determine the EAC.With the use of examples, can you explain the working of the triple constraints of project management
- A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 65% complete. The planners were expecting to be only52% through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,416,000 and it was done for only $1,296,000. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,496,000 but was actually done for $8,996,000. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,496,000. To date, they have spent $4,996,000 on the superstructure. Calculate the schedule variance, schedule performance index, and cost performance index for the project to date. (Round your "performance index" values to 3…A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the first two activities have been totally completed and the third activity is 70% complete. The planners were expecting to be only54% through the third activity at this time. The first activity involves prepping the site for the bridge. It was expected that this would cost $1,419,000 and it was done for only $1,299,000. The second activity was the pouring of concrete for the bridge. This was expected to cost $10,499,000 but was actually done for $8,999,000. The third and final activity is the actual construction of the bridge superstructure. This was expected to cost a total of $8,499,000. To date, they have spent $4,999,000 on the superstructure. Calculate the schedule variance, schedule performance index, and cost performance index for the project to date. (Round your "performance index" values to 3…Explain how to determine the slack for each activity in aproject. Why is it important for managers to know where theslack is in their projects?
- Using the below table calculate critical path for the project. Which tasks are on the critical path? Task Predecessor Duration (Weeks) A - 32 B - 11 C - 12 D B,C 16 E A,B 23 F A 23 G D 22 H D 33The estimated times and immediate predecessors for the activities in a project at Howard Umrah's retinal scanning company are given in the following table. Assume that the activity times are independent. Time (weeks) Immediate Time (weeks) Immediate Activity a m b Predecessor(s) Activity a m b Predecessor(s) A 8 10 12 — C 7 10 11 A B 6 12 18 — D 6 10 12 B The expected completion time of the critical path = weeks (round your response to two decimal places).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:…