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Doug Casey is in charge of planning and coordinating next spring's sales management training program for his company. Doug listed the following activity information for this project: Activity A B C с D E F G H I Description Plan topic Obtain speakers List meeting locations Select location Finalize speaker travel plans Make final check with speakers Prepare and mail brochure Take reservations. Handle last-minute details Immediate Predecessor(s) A с B, D E B, D G F, H Optimistic 1 2 1.5 2 0.5 1.5 4 2 1.5 Time (weeks) Most Probable 1.5 2.5 2 2 1 2 4.5 4 3 Pesssimistic 2 9 2.5 2 1.5 2.5 8 6 4.5

Doug Casey is in charge of planning and coordinating next spring's sales management training program for his company. Doug listed the following activity information for this project: Activity A B C с D E F G H I Description Plan topic Obtain speakers List meeting locations Select location Finalize speaker travel plans Make final check with speakers Prepare and mail brochure Take reservations. Handle last-minute details Immediate Predecessor(s) A с B, D E B, D G F, H Optimistic 1 2 1.5 2 0.5 1.5 4 2 1.5 Time (weeks) Most Probable 1.5 2.5 2 2 1 2 4.5 4 3 Pesssimistic 2 9 2.5 2 1.5 2.5 8 6 4.5

Practical Management Science
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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Doug Casey is in charge of planning and coordinating next spring’s sales management training program for his company. Doug listed the following activity information for this project:

 

**Activity Planning for Sales Management Training Program** Doug Casey is in charge of planning and coordinating next spring's sales management training program for his company. Below is the activity information for the project: **Activity Details:** | Activity | Description | Immediate Predecessor(s) | Time (weeks) | Optimistic | Most Probable | Pessimistic | |----------|-------------------------------|--------------------------|------------------------|----------------|----------------|-------------------| | A | Plan topic | | 1 | 1.5 | 2 | | B | Obtain speakers | A | 2 | 2.5 | 9 | | C | List meeting locations | | 1.5 | 2 | 2.5 | | D | Select location | C | 2 | 2 | 2 | | E | Finalize speaker travel plans | B, D | 0.5 | 1 | 1.5 | | F | Make final check with speakers| E | 1.5 | 2 | 2.5 | | G | Prepare and mail brochure | B, D | 4 | 4.5 | 8 | | H | Take reservations | G | 2 | 4 | 6 | | I | Handle last-minute details | F, H | 1.5 | 3 | 4.5 | **Project Network Diagrams:** Four diagrams are shown representing potential network paths for activities A to I. These diagrams illustrate different sequences of tasks from the start to the finish of the project, each with the activities positioned along nodes and arrows indicating dependencies. 1. Diagram (i) 2. Diagram (ii) 3. Diagram (iii) 4. Diagram (iv) **Questions:** a. **Which project network is correct?** - The task here is to identify the correct sequence of activities based on their dependencies. b. **Prepare an activity schedule.** - Calculate the expected time and variance for each activity using the provided optimistic, most probable, and pessimistic times. _Insert calculations for "Expected Time" and "Variance" in the table below:_ | Activity | Expected Time | Variance | |----------|
Transcribed Image Text:**Activity Planning for Sales Management Training Program** Doug Casey is in charge of planning and coordinating next spring's sales management training program for his company. Below is the activity information for the project: **Activity Details:** | Activity | Description | Immediate Predecessor(s) | Time (weeks) | Optimistic | Most Probable | Pessimistic | |----------|-------------------------------|--------------------------|------------------------|----------------|----------------|-------------------| | A | Plan topic | | 1 | 1.5 | 2 | | B | Obtain speakers | A | 2 | 2.5 | 9 | | C | List meeting locations | | 1.5 | 2 | 2.5 | | D | Select location | C | 2 | 2 | 2 | | E | Finalize speaker travel plans | B, D | 0.5 | 1 | 1.5 | | F | Make final check with speakers| E | 1.5 | 2 | 2.5 | | G | Prepare and mail brochure | B, D | 4 | 4.5 | 8 | | H | Take reservations | G | 2 | 4 | 6 | | I | Handle last-minute details | F, H | 1.5 | 3 | 4.5 | **Project Network Diagrams:** Four diagrams are shown representing potential network paths for activities A to I. These diagrams illustrate different sequences of tasks from the start to the finish of the project, each with the activities positioned along nodes and arrows indicating dependencies. 1. Diagram (i) 2. Diagram (ii) 3. Diagram (iii) 4. Diagram (iv) **Questions:** a. **Which project network is correct?** - The task here is to identify the correct sequence of activities based on their dependencies. b. **Prepare an activity schedule.** - Calculate the expected time and variance for each activity using the provided optimistic, most probable, and pessimistic times. _Insert calculations for "Expected Time" and "Variance" in the table below:_ | Activity | Expected Time | Variance | |----------|
The image appears to be a form related to project management, specifically focusing on activity scheduling and critical path method analysis. Here's a detailed transcription: --- **Activity Analysis Table:** 1. **Activity Information:** - **Columns:** - Activity - Expected Time - Variance - **Rows:** - Activities labeled from A to I 2. **Timeline Data:** - **Columns:** - Earliest Start - Latest Start - Earliest Finish - Latest Finish - Slack - Critical Activity (dropdown for selecting) - **Rows:** - Corresponding activities from A to I **Critical Path Analysis:** c. **Question:** What are the critical activities and what is the expected project completion time? - Drop-down menu for selecting critical activities - Field for entering the expected project completion time in weeks - Note: Round your answer to one decimal place if required. - **Expected project completion time =** [Textbox for input] **weeks.** d. **Probabilistic Analysis:** - **Question:** If Doug wants a 0.99 probability of completing the project on time, how far ahead of the scheduled meeting date should he begin working on the project? - Instruction: Base your calculation solely on the critical path. - Note: Use Appendix B to identify the standard score. - **T =** [Textbox for input] **weeks.** - Note: Round your answer to one decimal place if required. --- This table and its associated questions are designed for planning and managing project timelines, helping determine critical activities that affect the project completion date.
Transcribed Image Text:The image appears to be a form related to project management, specifically focusing on activity scheduling and critical path method analysis. Here's a detailed transcription: --- **Activity Analysis Table:** 1. **Activity Information:** - **Columns:** - Activity - Expected Time - Variance - **Rows:** - Activities labeled from A to I 2. **Timeline Data:** - **Columns:** - Earliest Start - Latest Start - Earliest Finish - Latest Finish - Slack - Critical Activity (dropdown for selecting) - **Rows:** - Corresponding activities from A to I **Critical Path Analysis:** c. **Question:** What are the critical activities and what is the expected project completion time? - Drop-down menu for selecting critical activities - Field for entering the expected project completion time in weeks - Note: Round your answer to one decimal place if required. - **Expected project completion time =** [Textbox for input] **weeks.** d. **Probabilistic Analysis:** - **Question:** If Doug wants a 0.99 probability of completing the project on time, how far ahead of the scheduled meeting date should he begin working on the project? - Instruction: Base your calculation solely on the critical path. - Note: Use Appendix B to identify the standard score. - **T =** [Textbox for input] **weeks.** - Note: Round your answer to one decimal place if required. --- This table and its associated questions are designed for planning and managing project timelines, helping determine critical activities that affect the project completion date.
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