For the project in the table below: a) Draw the networkdiagram showing ES, EF, LS, LF, and the critical path.Then show the effect of crashing each activity on thenetwork by crossing out values and writing the new onesimmediately above or below it. B) Calculate the normal,least-cost, and crash duration for the project. Thencalculate the cost associated with each duration. Indirectcost (overhead) is $200 per day. C) Draw the graph of thetotal cost corresponding to the crashing exercise:Activity IPACost $Crash Normal Crash14421546324ABCDEFGHАс|JKAAABB,CDEFF,GH,I,JDurationNormal17633787535$800 $800$1,000 $1,600$300$500$400$800$100$200$500$800$1,200 $1,400$350$600$700$850$500$1,000$450$800

Find the Given details below: Activity Predecessor Normal Time (NT) (Days) Normal cost (NC) Crash…

Answered: For the project in the table below: 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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Use the Program Evaluation and Review Technique to represent the project in an activity network. In conjunction with the Critical Path Method, use the activity network to find the shortest time possible to complete the project, to identify the critical jobs in the project, and to determine the earliest and latest that each activity can start and finish without making the project completion longer.a=1, b=1, c=6, d=5, e=2, f=5; andab=1x1=1, bc=1x6=6, cd=6x5=30, de=5x2=10, ef=2x5=10, af=1x5=5.
13.42 Activity A is worth $100, is complete, and actually cost $150 Activity B is worth $500, is 75% complete, and has actually cost $400 so far Activity C is worth $500, is 25% complete, and has actually cost $200 so far. What is the estimated cost to completion for the project?
Your hospital has applied for certification as a level 1 stroke center. It is critical that the following project is completed in 18 weeks, before the next Joint Commission survey. Project activity times are listed in the table that is attached as an image. a) Draw the network diagram.b) Identify all project paths. Which path is the critical path and why?c) What is the project completion time and total project costs if only normal times are used? Activity
Suppose that the project team has arrived at the following time estimates for activity B (Select site and survey) of the St. John’s Hospital project: a = 7 weeks, m = 8 weeks, and b = 15 weeks a. Calculate the expected time and variance for activity B. b. Calculate the expected time and variance for the other activities in the project.
The following table provides the information necessary to construct a project network diagram and project crash data: Crash the project until no more crash can be performed How much it would cost The new critical path(s) Activity Immediate predecessor Activity Time (weeks) Activity Cost ($) Normal Crash Normal Crash A -- 16 8 2000 4400 B -- 14 9 1000 1800 C A 8 6 500 700 D A 5 4 600 1300 E B 4 2 1500 3000 F B 6 4 800 1600 G C 10 7 3000 4500 H D, E 15 10 5000 8000 End F, G, H
Dave Fletcher was able to determine the activity times for constructing his laser scanning machine. Fletcher would like to determine ES, EF, LS, LF, and slack for each activity. The total project completion time and the critical path should also be determined. Here are the activity times: Dave's earliest start (ES) and earliest finish (EF) are: Activity Time (weeks) Immediate Predecessor(s) Activity Time (weeks) Immediate Predecessor(s) A B C D 7 6 3 2 A A Activity A ES EFGH EF 7 3 6 11 6 B B C, E D, F
The project information for the custom order project of the Air Control Company is presented here. Compute the early and late activity times and slack times. Identify the critical path. How many days will the project take? ID Activity A Order review B Order standard parts с Produce standard parts D Design custom parts E Software development F Manufacture custom hardware G Assemble H Test The project will take The critical activities are The late start on Activity C is The slack on Activity C is The slack on Activity D is The early start on Activity E is Predecessor None A A A A C, D B, F E, G Time 6 1 13 11 27 11 15 7 days. days. days. days. days.
For the following simple seven‐activity project, develop a precedence network, calculate all relevant characteristics of each activity (ES, EF, LS, LF, TF), and calculate the project duration. Then draw a time‐scaled network and under it a labor resource histogram for the ES. Do the same for the LS. In both cases, use the maximum allowable number of workers. Make adjustments to the noncritical activities, within the constraints of the ES and LF and the maximum and minimum workers allowed to provide what you feel is the best labor distribution. Lastly, Explain in detail what do you feel is the biggest problem with the ES and LS configurations, and how has this been alleviated with your solution?
Dave Fletcher was able to determine the activity times for constructing his laser scanning machine. Fletcher would like to determine ES, EF, LS, LF, and slack for each activity. The total project completion time and the critical path should also be determined. Here are the activity times: Dave's earliest start (ES) and earliest finish (EF) are: Activity Time (weeks) Immediate Predecessor(s) Activity Time (weeks) Immediate Predecessor(s) A B C D 7 2 A Activity A F G H ES | FF 5 6 9 7 B B C. E D, F

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