Ron Satterfield's excavation company uses both Ganit scheduling charts and Gantt load charts. Today,which is the end of day 7, Ron is reviewing the Gantt chart depicting these schedules:Job #151 was scheduled to begin on day 3 and to take 5 days. It got started on time and is 1 day ahead ofschedule.Job #177 was scheduled to begin on day 1 and take 4 days. It is currently on time.Job #179 was scheduled to start on day 6 and take 2 days. It actually got started on day 5 and isprogressing according to plan.Job #211 was scheduled to begin on day 5, but missing equipment delayed it until day 6. It is progressingas expected and should take 3 days.Job #215 was scheduled to begin on day 5 and take 5 days. It got started on time but has since fallenbehind 1 day.This exercise contains only part aa) Add the actual progress to the Gantt schedule shown on the right (on which the planned timings havebeen already plotted as blue lines).Using the line drawing tool, plot the actual progress showing the actual start and the expected finish on topof (overlapping) the maroon dashed line provided just above the job number for each of the tasks.$ODelete Clear+ +↑Selected: none?X→>Job 1 2 3 4 5 6 7 8 9 10 11151177179211215Day17+744Nowo

Here, for each Job, I would construct the duration bar on the Gantt chart, this Gantt chart would…

Answered: a) Add the actual progress to the Gantt…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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Hello, thanks greatly but why did you use maximum time duration and not shortest time rule in finding the time to make one ball? ( D5 - A14 = 120 SEC )
(Note: Task N is a dummy task. It must be included in the relationships, but its duration is 0. Be sure its duration is set to 0) Please see attached charts and diagram. Assign the following resources to the tasks. All resources will be full time. (Set the leveling to manual first). Task Resource Cost / Day A R1 200 B R2 300 C R3 300 D R4 300 E R2 300 F R4 300 G R1 200 H R5 200 I R6 400 J R5 200 K R1 200 L R3 300 M R2 300 N - - 1. Check for over-allocation. Which resources are over allocated? 2. Level if necessary. Then determine the new critical path and duration. 3. What is the total cost of the project (Fixed + Resource cost)? How much does the project need in the first, second, and third weeks?
Please walk me through each step and the reasoning behind the step I don’t understand
Required Please give explanation for each of question a. Prepare a work breakdown structure showing tasks, durations, and predecessor tasks. b. Construct a PERT/CAPM chart and determine the critical path. c. How long does it take to finish this orientation process?
Job times which includes processing and set up times are shown below: Job Job Time (bs) Due Date (bs) 15 24 20 8 6 A > B C D 12 6 14 3 7 B Using FCFS, determine the average flowtime
Processing times and weights for five jobs are shown in the table below. Assume the jobs need to be processed on a single resource and are sequenced with the WSPT rule. Job A B C Processing time (mins) 1 4 2 D3 D Weight 1.5 1 1.25 0.5 E52 E 8. Which job would be processed second? 9. What is the average flow rate of the jobs? (Round your answer to 4 decimal places.) 10. What is the average flow time of the jobs? (Round your answer to 1 decimal place.) 11. What is the average inventory of the jobs? (Round your answer to 1 decimal place.) jobs per minute minutes jobs
(Note: Task N is a dummy task. It must be included in the relationships, but its duration is 0. Be sure its duration is set to 0) Please see attached charts and diagram. Assign the following resources to the tasks. All resources will be full time. (Set the leveling to manual first). Task Resource Cost / Day A R1 200 B R2 300 C R3 300 D R4 300 E R2 300 F R4 300 G R1 200 H R5 200 I R6 400 J R5 200 K R1 200 L R3 300 M R2 300 N - - 2. Level if necessary. Then determine the new critical path and duration. 3. What is the total cost of the project (Fixed + Resource cost)? How much does the project need in the first, second, and third weeks?
Consider the network below, representing times taken for various activities in a large project. A. 20 B, 15. C, 25 D. 10 E, 25- G, 35 F, 51 K, 20 NH, 15 l J, 10 L, 40 M, 30 (a) It turns out that activity G also has activity B as an immediate predecessor. Insert a dummy activity in the appropriate place on the diagram. (b) Perform a forward scan to determine the earliest completion time for this project. (c) State the critical path for the project.
Answer choiche A. 10 B. 20 C. 30 D. 40 E. 50 F. 60
17.22. Updike Upholstery cuts and sews fabric for custom ordered chairs, ottomans, and sofas. Often, the more complicated patterns are for the smaller pieces, where cutting is more time-consuming than sewing. Thus, cutting and sewing times vary. Today's list of jobs, shown below, are for an important customer who needs them shipped out (in one shipment) as soon as possible. Determine the sequence of jobs that will complete the customer's order as quickly as possible, and notify the customer when the order is expected to ship. Jobs Cutting Sewing А 4 2 6. 3 1 3 4 3 1 E
You want to work a five day work week. How many ways can you schedule your five-day work week if you want to avoid working 5 days in a row? NOTE: take a single week into consideration (don't roll into the next week or look at the week before).
Discuss the suggestion of preparing short-interval schedules 1 week prior to discussing them at a project meeting in order for all personnel to have ample time to review the information.

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