Pearson eText Principles of Operations Management: Sustainability and Supply Chain Management -- Instant Access (Pearson+)
11th Edition
ISBN: 9780135639221
Author: Jay Heizer, Barry Render
Publisher: PEARSON+
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Chapter 3, Problem 14DQ
Summary Introduction
To determine: The three time estimates used with PERT.
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Describe the limitations and disadvantages of CPM/PERT.
What are some of the questions that can be answered with PERT and CPM?
Discuss the examples of PERT and CPM.
Chapter 3 Solutions
Pearson eText Principles of Operations Management: Sustainability and Supply Chain Management -- Instant Access (Pearson+)
Ch. 3 - Ethical Dilemma Two examples of massively...Ch. 3 - Give an example of a situation in which project...Ch. 3 - Explain the purpose of project organization.Ch. 3 - What are the three phases involved in the...Ch. 3 - What are some of the questions that can be...Ch. 3 - Define work breakdown structure. How is it used?Ch. 3 - What is the use of Gantt charts in project...Ch. 3 - What is the difference between an...Ch. 3 - What is the significance of the critical path?Ch. 3 - what would a project manager have to do to crash...
Ch. 3 - Prob. 10DQCh. 3 - Define earliest start, earliest finish, latest...Ch. 3 - Students are sometimes confused by the concept of...Ch. 3 - Prob. 13DQCh. 3 - Prob. 14DQCh. 3 - Would a project manager ever consider crashing a...Ch. 3 - How is the variance of the total project computed...Ch. 3 - Describe the meaning of slack, and discuss how it...Ch. 3 - How can we determine the probability that a...Ch. 3 - Name some of the widely used project management...Ch. 3 - What is the difference between the waterfall...Ch. 3 - The work breakdown structure (WBS) for building a...Ch. 3 - James Lawson has decided to run for a seat as...Ch. 3 - Prob. 3PCh. 3 - Refer to the table in Problem 3.3. a) Draw the AON...Ch. 3 - Draw the activity-on-node (AON) project network...Ch. 3 - Given the activities whose sequence is described...Ch. 3 - Prob. 7PCh. 3 - Roger Ginde is developing a program in supply...Ch. 3 - Prob. 9PCh. 3 - The activities described by the following table...Ch. 3 - Prob. 11PCh. 3 - The activities needed to build a prototype laser...Ch. 3 - Prob. 13PCh. 3 - Dave Fletcher (sec Problem 3.12) was able to...Ch. 3 - Ross Hopkins, president of Hopkins Hospitality,...Ch. 3 - A renovation of the gift shop at Orlando Amway...Ch. 3 - Kelle Carpet and Trim installs carpet in...Ch. 3 - The estimated times and immediate predecessors for...Ch. 3 - Prob. 21PCh. 3 - Four Squares Productions, a firm hired to...Ch. 3 - Prob. 23PCh. 3 - Prob. 24PCh. 3 - Prob. 25PCh. 3 - Prob. 28PCh. 3 - Prob. 29PCh. 3 - Prob. 30PCh. 3 - Development of Version 2.0 of a particular...Ch. 3 - Prob. 32PCh. 3 - Prob. 33PCh. 3 - Prob. 1.1VCCh. 3 - Prob. 1.2VCCh. 3 - Project Management at Arnold Palmer Hospital The...Ch. 3 - Prob. 1.4VCCh. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...
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Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- How are the mean activity times and activity variancescomputed in probabilistic CPM/PERT analysis?arrow_forwardWhy is it necessary to conduct monitoring activities to projects?arrow_forwardSolve the following project by hand and submit your notes: Activity Normal Time (weeks) Crash Time (weeks) Normal Cost Crash Cost Immediate Predecessor A 4 3 $2,000 $2,100 - B 2 1 $2,200 $2,800 - C 3 3 $500 $500 - D 8 6 $2,300 $2,600 A E 6 3 $900 $1,200 B F 3 2 $3,000 $4,200 C G 4 2 $1,400 $2,000 E, F How long will the project take? What is the total cost to complete the project in normal time? If the project is to be shortened by 1-week, which activity will be reduced and how much will the cost be increased? What is the maximum time that the project can be crashed? How much will the cost increase if it is crashed the maximum?arrow_forward
- Find the activity duration (t), latest start (LS) and latest finish (LF) times for activity A. t=? 5 LS=? A 2 16 LF=? O t=11 weeks, LS-5 weeks, LF-16 weeks O t=21 weeks, LS-7 weeks, LF-18 weeks O t=11 weeks, LS=7 weeks, LF=18 weeks O t=11 weeks, LS=18 weeks, LF=7 weeks O t=11 weeks, LS-3 weeks, LF-14 weeksarrow_forwardExplain the limitations of the PERT network as a planning tool.arrow_forwardList the main advantages of PERT. List the main limitations.arrow_forward
- Explain how do PERT and CPM techniques coordinate a project various activities?arrow_forwardExplain the limitations and cons of CPM/PERT?arrow_forwardTable 3 gives time estimates in weeks for each activity (Durations are Time Expected obtained using PERT) Activity Preceded 1 Order review 2 Order vendor parts 3 Produce standard parts 4 Design custom parts Software development 5 6 Manufacture custom parts 7 Assemble 8 Test Duration 5 15 20 13 18 10 10 5 1 1 1 4 2,3,6 2,5 Resources Ryan Carly Ryan Lauren Connor Ryan Dawn Test Assuming that you have been engaged to programme the project activities indicated in Table 3 and Figure A8.1B (Air Control Project: Time Plan without Resources), USE CCPM (Critical Chain Project Management) to ESTIMATE the project duration by showing each and every stage of your programming process (indicate technical dependency with resources imposed).arrow_forward
- Use this table as inputs to answer the questions below: Activity Duration (months) Predecessors Total Budgeted Cost ($) % Complete after 3 months A 2 12,000 100 B 3 15,000 75 с 8,000 80 D A 6,000 50 E B 10,000 0 F E 7,500 G 2 A 4,000 0 If data from timesheets and other accounting records indicate that the actual amount of money spent on the project so far (i.e. at the end of 3 months) is $31,000, determine the following for the entire project: A. Cost variance B. Schedule variance 2 3 2 4 0arrow_forwardPlease answer all parts Activity Preceding activity Activity duration A - 6 B - 3 C - 1 D A, B 2 E A, C 5 F D, E 2 G D, F 6 Draw an AON diagram based on the activities and their relationships given in the table. Find the earliest start time (ES), earliest finish time (EF), latest start time (LS), latest finish time (LF), and Slack time for each activity of the project. Determine the slack time for each path. Find the critical activities and critical path. Determine the length of the project.arrow_forwardThe project manager of XWZ, glass Inc. gathered the data as shown in Table 1 for a new advertising campaign. Table 1: Activity Data for Advertising Project Time Estimates (Weeks) Activity Optimistic Most Likely Pessimistic Immediate Predecessor(s) A 7 10 13 Start B 4 8 16 Start C 7 8 9 Start D 1 2 4 B E 7 10 11 A, C F 4 6 7 D, E G 1 3 6 D, E H 1 5 7 F, G I 1 4 6 G J 3 5 9 H K 3 3 3 H a) Draw AON diagram showing ES EF, LS and LF; then find how long is the project to take? b) What is the probability that the project will take more than 37 weeks? c) Consider the path A-E-G-H-J. What is the probability that this path will exceed 37 weeks?arrow_forward
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