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Draw a project network. B. What are the critical activities and what is the expected project completion time? C. 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 projec

Draw a project network. B. What are the critical activities and what is the expected project completion time? C. 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 projec

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
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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:

 

A. Draw a project network.

B. What are the critical activities and what is the expected project completion time?

C. 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?

This table outlines a project management scenario, listing various activities with their respective immediate predecessors and time estimates. The time estimates are categorized into three types: Optimistic, Most Probable, and Pessimistic. | Activity | Immediate Predecessor | Optimistic (weeks) | Most Probable (weeks) | Pessimistic (weeks) | |----------|-----------------------|--------------------|----------------------|--------------------| | A | -- | 1.5 | 2.0 | 2.5 | | B | A | 2.0 | 2.5 | 6.0 | | C | -- | 1.0 | 2.0 | 3.0 | | D | C | 1.5 | 2.0 | 2.5 | | E | B, D | 0.5 | 1.0 | 1.5 | | F | E | 1.0 | 2.0 | 3.0 | | G | B, D | 3.0 | 3.5 | 7.0 | | H | G | 3.0 | 4.0 | 5.0 | | I | F, H | 1.5 | 2.0 | 2.5 | **Explanation:** - **Activity**: Identifies each task in the project. - **Immediate Predecessor**: The tasks that must be completed before starting the current activity. - **Optimistic Time**: The shortest possible time to complete the activity (if everything goes better than expected). - **Most Probable Time**: The most likely time to complete the activity. - **Pessimistic Time**: The longest time to complete the activity, assuming the worst-case scenario. This table is an essential tool for project managers to plan and execute projects efficiently, providing insights into potential timelines and dependencies.
Transcribed Image Text:This table outlines a project management scenario, listing various activities with their respective immediate predecessors and time estimates. The time estimates are categorized into three types: Optimistic, Most Probable, and Pessimistic. | Activity | Immediate Predecessor | Optimistic (weeks) | Most Probable (weeks) | Pessimistic (weeks) | |----------|-----------------------|--------------------|----------------------|--------------------| | A | -- | 1.5 | 2.0 | 2.5 | | B | A | 2.0 | 2.5 | 6.0 | | C | -- | 1.0 | 2.0 | 3.0 | | D | C | 1.5 | 2.0 | 2.5 | | E | B, D | 0.5 | 1.0 | 1.5 | | F | E | 1.0 | 2.0 | 3.0 | | G | B, D | 3.0 | 3.5 | 7.0 | | H | G | 3.0 | 4.0 | 5.0 | | I | F, H | 1.5 | 2.0 | 2.5 | **Explanation:** - **Activity**: Identifies each task in the project. - **Immediate Predecessor**: The tasks that must be completed before starting the current activity. - **Optimistic Time**: The shortest possible time to complete the activity (if everything goes better than expected). - **Most Probable Time**: The most likely time to complete the activity. - **Pessimistic Time**: The longest time to complete the activity, assuming the worst-case scenario. This table is an essential tool for project managers to plan and execute projects efficiently, providing insights into potential timelines and dependencies.
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