Consider the following data for a project to install a new server at the Northland Pines High School:ActivityActivity Time (days)Immediate Predecessor(s)1a. Choose the correct network diagram below.O A.C.S506S(D3)G3ודFFHW3DQNBGF5FINH6QABCDEFGHINLO56AAA3B1B9B, C3230J8OB.D, ELLFLLFG, H, ID.and the project duration isdays. (Enter your response as a whole number.)b. Calculate the critical path for this project.The critical path is3BEGF5HS296S3B5

Answered: Consider the following data for a…

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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Purpose: Learn how to construct a Fishbone diagram Scenario: Late Pizza Deliveries 1. Brainstorm why pizza deliveries are late sometimes 2. Organize your brainstormed ideas into the following categories: a. Machinery/Equipment/Plant b. People/Employees c. Methods/Policies/Procedures d. Materials/Supplies e. You may use "Other" category if necessary 3. Construct Fishbone Diagram utilizing the template (you may use Word, Excel, or Power Point): Policies cause Plant Procedures People Effect (Y)
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Activity Preceded By ABCDEFG А ww ww A B,C D E BC F. G Expected Time Regular Crash 6 days 2 day 12 6 4 10 8 C 18 6 2 6 6 2 8 4 Direct Cost Regular Crash $2000 $3800 2000 10000 4000 4600 3900 5000 7600 16000 19600 2000 4000 1000 3400 2800 Requested: (a) Construct a network including the Early and Late Start and Finish times. (b) Identify the normal Critical Path(s) and the normal expected completion time (c) Can the project be crashed to last 18 days? Which activities should be crashed and at what additional cost?
Ross Hopkins, president of Hopkins Hospitality, has developed the tasks, durations, and predecessor relationships in the following table for building new motels. Draw the AON net- work and answer the questions that follow. Time Estimates (in weeks) Immediate Activity Predecessor(s) Optimistic (a) Most Likely (m) Pessimistic (b) 4 8. 10 A 8 24 C A 8 12 16 4 6 10 B 2 4 5 F E, C 6 8 20 G E, C 2 3 4 F F 6 6 D, G, H 4 12 K I, J 3 A. (5 points) Draw AON diagram of the project, including activity durations. B. (4 points) Based on the calculation of estimated times, what is the critical path? C. (4 points) What is the estimated time of the critical path? D. (7 points) What is the activity variance along the critical path? What is the probability of completion of the project before week 38?
Question 9
Time Immediate Time Immediate Activity (weeks) Predecessor(s) Activity (weeks) Predecessor(s) A 7 4 7 B 3 11 C, E 1 7 D.F Dave's earliest start (ES) and earliest finish (EF) are: Activity ES EF 7 B 10 7 E 11 G 22 20 Dave's latest start (LS) and latest finish (LF) are: Activity LS LF H 15 G 11 F 9 E 7 D 14 A The slack times are: Activity Slack A D E F G H The activities on the critical path are The total project completion time for Dave = weeks.
00:53:53 C k TB Problem Qu. 5-114 (Algo) Mccabe Corporation uses the weighted-average... for September. Mccabe Corporation uses the weighted-average method in its process costing. The following data pertain to its Assembly Department Mc Graw Hill control Work in process, September 1 Units started into production during September Units completed during September and transferred to the next department Work in process, September 30 Equivalent units of production Q A 2 Required: the weighted-average method. Compute the equivalent units of production for both materials and conversion costs for the Assembly Department for September using Z option W S # 3 X F3 Materials E H command D $ 4 DOD DOO F4 Conversion R C do 5 % F U * 8 N DII F8 Units 800 8,200 7,300 1,700 ( 9 F9 K M 0 Materials 55% F10 Percent Complete 75% L H P F11 > Help command Conversion 10% 25% + 11 Save & Exit 2 F12 option 2 Sub dele
1. Using Microsoft Excel TM prepare a Gantt Chart for the following project. Activity Predecessor(s) Duration (Days) 1. Forming the problem statement 2. Identifying functional requirements 3. Identifying constraints and limitations 4. Defining a schedule 5. Defining the design parameters 6. Identifying alternatives 7. Evaluating and analyzing alternatives 8. Select a solution 9. Gather supplies 10. Construct prototype 11. Test performance 12. 1 1 1 1 1 2,3 1 2 1 2 7 1 8 4 10 1 Redesign 13. 11 2 Demonstrate solution to 12 1 class 5 CO

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