Question 2In Project B, there are nine (9) activities as shown in Table 2 below. (duration in months):Table 2: Work Breakdown Schedule for Project BActivity(a)(b)ABсDEFGHIOptimistictime (t.)414478221Mostlikelytime (1m)6245109233Pessimistic Expectedtime (t₂)time (1₂)834616102711Standarddeviation(0₂)Variance(0₂)²Calculate the expected activity duration (te), standard deviation (σ₂) and variance (0)²for each activity.Assuming that the critical Path is B-E-F = 18 months(refer to Appendix A1 and A2 - Areas under the standard normal curve)i. What is the probability of completing the project in 19 months?(nearest estimated number)ii. What is the probability of completing the project in 17 months?(nearest estimated number)

A network diagram shows the link of each task with the duration taken by each activity with respect…

Answered: (a) Calculate the expected activity…

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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There are five activities on a project's critical path and they have standard deviations of 1, 1, 3, 5, 5 days. The standard deviation (in days) of the critical path is: OA. 8.8 OB.9.8 OC.7.8 OD.4.6 O.E. 10.2 OF, 10.6 W F2 A Moving to another question will save this response. #3 20 E F3 D $ 4 DOD 000 F4 R F % 5 F5 T G MacBook Air ^ 6 .... F6 Y & 7 H ◄◄ F7 U * ► 11 8 J F8 1 9 K F9 O ) 0 F10 « Question 30 of 42 > >> 4) F11 + 11 F12 delete DEB
Project Duration= Planning on spending per month Project Budget (BAC) Percent complete per month Performance Analysis % Complete Planned Value (PV) Actual Cost (AC) Earned Value (EV) Schedule Variance (SV) Schedule Performance Index (SPI) Cost Variance (CV) Cost Performance Index (CPI) Estimate at Completion (EAC) Estimate to Complete (ETC) Variance at Completion (VAC) 5 months $300,000.00 $1,500,000.00 Month 1 20% 20% of work completed 15% of work completed Spent additional $110,000 Month 2 Instructions: Utilizing the EVM cheat sheet provided by the instructor, complete the calculations i formulas and functions to attain your answers. Please do not simply plug in numbers. This exerci ability to use Excel. Finally, answer the questions below to explain your answers. Question 1: What do your SV numbers tell you about the project schedule and how? Answer 1: Question 2: What do your SPI numbers tell you about the project schedule and how? Answer 2:
DAYS IMMEDIATE ACTIVITY m PREDECESSORS A 10 12 B 6. 9 3 4 D 10 20 30 A E 6. 7 8 F 10 11 B, D, E G 6. 7 10 B, D, E 14 15 16 F 10 11 13 F 8 G, H K I,J L. 4 G, H 2. 639
A project has three critical paths: A-B-C-D-E, A-G-H-E, and A-F-I-E. Crashing costs (in thousands, per week) for each activity is listed below: Activity Crashing Crashing Crashing 1st time 2nd time 3rd time 37 1 27 4. C 26 2 8 39 4. F 28 29 2 G 27 25 H. 8. 3 What is the total cost of reducing this project by two weeks? а. 44 b. 76 C. 48 d. 50 e. 34 2] 4, O'O
Given an activity's optimistic, most likely, and pessimistic time estimates of 4, 22, and 28 days respectively, compute the PERT expected activity time for this activity. 7 22 20 none of these 18
If the company wants to complete the project in 40 weeks,which activities should be crashed? Calculate the additional costincurred to complete the project in 40 weeks.
Consider the following PERT time estimates: a. Draw a network for this project and determine the critical path based on the most likely times by inspection.b. Assuming that the critical path is the one you identified in part (a), what is the probability that the project will be completed before 28weeks? Before 32 weeks?c. Assuming that the critical path is the one you identified in part (a), how many weeks are required to complete the project with probability .95?
The following table shows estimates of activity times (in weeks) for a project: Optimistic Time 5 Activity A B с D EFG 1 4 5 6 2.5 7.5 Most Probable Time 5.5 3 5 5.5 7 b. What is the probability that the project will be completed within 31 weeks? 3 8.5 Suppose that the critical path is A-C-D-E-G. Use Appendix A to answer the questions. Do not round intermediate calculations. Round your answers to three decimal places. a. What is the probability that the project will be completed within 34 weeks? d. What is the probability that the project will be completed in 33 weeks? C. What is the probability that the project will be completed in more than 32 weeks? Pessimistic Time 9 5 6 9 8 3.5 12.5
Answer all parts.
Three activities are candidates for crashing on a project network for a large computer installation (all are, of course, critical). Activity details are in the following table: Normal Activity Time (days) A B с 7 4 11 Crash Time (days) 6 2 9 Normal Cost $5,000 $1,400 $4,200 Total Cost with Crashing Immediate Predecessor(s) $5,500 $3,100 $6,200 A
. Assume that a project has an expected total duration of 25 days, but several optimistic employees feel that it can be completed in as little as 18 days, while others expect it to take nearly 40 days. Using program evaluation and review technique calculations, what is the project duration to be used in project Gantt charts and other tracking tools?2. If a critical path method calculation of project duration was 25 days, how does the program evaluation and review technique calculation in Question 1 compare?
Find the activity duration (t), latest start (LS) and latest finish (LF) times for activity A. t=? 5 LS=? A 2 16 LF=? O t=11 weeks, LS-5 weeks, LF-16 weeks O t=21 weeks, LS-7 weeks, LF-18 weeks O t=11 weeks, LS=7 weeks, LF=18 weeks O t=11 weeks, LS=18 weeks, LF=7 weeks O t=11 weeks, LS-3 weeks, LF-14 weeks

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