a. Draw a work package schedule showing all activities, the critical path and the overall estimated work package duration. b. Fully crash the critical path working from the lowest cost per unit time saved activity to the highest cost per unit time saved activity. Show the fully crashed work package as a schedule and give the revised work package duration. c. Compare and contrast critical path method (CPM) based and programme evaluation and review technique (PERT) based project planning approaches and examine the likely strengths and weak- nesses of each approach in relation to the proiect described in the case study
a. Draw a work package schedule showing all activities, the critical path and the overall estimated work package duration. b. Fully crash the critical path working from the lowest cost per unit time saved activity to the highest cost per unit time saved activity. Show the fully crashed work package as a schedule and give the revised work package duration. c. Compare and contrast critical path method (CPM) based and programme evaluation and review technique (PERT) based project planning approaches and examine the likely strengths and weak- nesses of each approach in relation to the proiect described in the case study
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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Transcribed Image Text:a. Draw a work package schedule showing all activities, the critical path and
the overall estimated work package duration.
b.Fully crash the critical path working from the lowest cost per unit time
saved activity to the highest cost per unit time saved activity. Show the
fully crashed work package as a schedule and give the revised work
package duration.
Compare and contrast critical path method (CPM) based and
programme evaluation and review technique (PERT) based project
planning approaches and examine the likely strengths and weak- nesses
of each approach in relation to the project described in the case study
C.
Transcribed Image Text:Table I: Normal and crash activity duration and estimated cost values
Activity
Normal dura-
Crash cost (£)
Normal cost (£) Crash duration
(weeks)
tion (weeks)
A-B
4
20 000
3
50 000
А-К
19
250 000
14
375 000
В-С
3
35 000
2
70 000
B-D
30 000
30 000
В-Е
3
40 000
75 000
10 000
15 000
C-H
50 000
C-I
15 000
D-I
25 000
25 000
E-F
4
40 000
3
60 000
E-G
2
60 000
2
90 000
F-K
5
50 000
3
85 000
G-K
80 000
80 000
H-J
70 000
70 000
3
30 000
100 000
J-L
2
15 000
45 000
K-L
3
20 000
2
40 000
L-M
4
30 000
3
35 000
M-N
5
100 000
4
T10 000
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