II. PERT/CPM Shown below are the data for a project scheduled to be done 7 days a week. The three time estimates, in weeks, for each activity are given in the following table. a. Determine the expected activity completion times, te. b. Identify the critical path c. What's the significance of identifying the critical path? d. Determine the expected project completion time. e. Which activities are critical? f. What's the significance of identifying the critical activities? g. Which activities can be delayed? h. If activity B were delayed by 2 days, how long can activity G be delayed without delaying the whole project? Activity to Immediate Predecessor/s A B C D A E A F A G 10 B H 11 C, D, E, F Note: There's no typo error in this problem. 11512183 54524294 9759632

II. PERT/CPM Shown below are the data for a project scheduled to be done 7 days a week. The three time estimates, in weeks, for each activity are given in the following table. a. Determine the expected activity completion times, te. b. Identify the critical path c. What's the significance of identifying the critical path? d. Determine the expected project completion time. e. Which activities are critical? f. What's the significance of identifying the critical activities? g. Which activities can be delayed? h. If activity B were delayed by 2 days, how long can activity G be delayed without delaying the whole project? Activity to Immediate Predecessor/s A B C D A E A F A G 10 B H 11 C, D, E, F Note: There's no typo error in this problem. 11512183 54524294 9759632

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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