The information presented in Table 1 represents the optimistic activity time (a), most probable activity time (m), and pessimistic activity time (b) in weeks for each activity associated with the project.
Table 1
|
Estimated Completion Time (Weeks)
|
|
Activity
|
Optimistic (a)
|
Most Probable (m)
|
Pessimistic (b)
|
|
A
|
1
|
3
|
5
|
|
B
|
1
|
2
|
3
|
|
C
|
2
|
4
|
6
|
|
D
|
1
|
2
|
3
|
|
E
|
2
|
4
|
6
|
|
F
|
1
|
3
|
5
|
|
G
|
2
|
4
|
6
|
|
H
|
1
|
3
|
5
|
|
I
|
2
|
4
|
6
|
|
J
|
1
|
4
|
7
|
1. What is the expected activity time (t) in weeks for each activity? Enter this information in the appropriate data field provided for each activity in PERT Network Diagram 2 below for use later in this assignment.
2. What is the variance for the expected activity time for each activity? Enter this information in Table 2 below for use later in this assignment.
Table 2
|
Activity
|
Variance
|
|
A
|
|
|
B
|
|
|
C
|
|
|
D
|
|
|
E
|
|
|
F
|
|
|
G
|
|
|
H
|
|
|
I
|
|
|
J
|
|
3. What is the expected total activity time in weeks for each of the five separate paths through the network?
4. What is the critical path for the network and associated overall project completion time in weeks?
5. What is the project variance and standard deviation (i.e., the variance and standard deviation for the critical path)?
6. What is the probability of the critical path activities being completed in less than or equal to 20 weeks?
7. What is the Earliest Start, Earliest Finish, Latest Start and Latest Finish times for each activity? Record this information in Table 3 below for use later in this assignment.
|
Activity
|
Earliest Start
|
Earliest Finish
|
Latest Start
|
Latest Finish
|
Slack Time
|
|
A
|
|
|
|
|
|
|
B
|
|
|
|
|
|
|
C
|
|
|
|
|
|
|
D
|
|
|
|
|
|
|
E
|
|
|
|
|
|
|
F
|
|
|
|
|
|
|
G
|
|
|
|
|
|
|
H
|
|
|
|
|
|
|
I
|
|
|
|
|
|
|
J
|
|
|
|
|
|
8. What is the slack time in weeks for each activity? Record this information in Table 3 also.
The information presented in Table 4 represents the total budgeted cost for each activity associated with the project.
|
Activity
|
Total Budgeted Cost
|
|
A
|
$23,000
|
|
B
|
$32,000
|
|
C
|
$24,000
|
|
D
|
$9,000
|
|
E
|
$7,000
|
|
F
|
$9,000
|
|
G
|
$11,000
|
|
H
|
$12,000
|
|
I
|
$25,000
|
|
J
|
$16,000
|
9. What is the difference in total project cashflow through week seven based upon using the Earliest Start Date for each activity and using the Latest Start Date for each activity?
Table 5 represents the percentage of completion and actual cost of work performed data for each activity associated with the project at a certain point in time during the project.
|
Activity
|
Percent of Completion
|
Actual Cost of Work Completed
|
|
A
|
100%
|
$23,000
|
|
B
|
100%
|
$28,000
|
|
C
|
100%
|
$27,500
|
|
D
|
75%
|
$7,300
|
|
E
|
55%
|
$9,800
|
|
F
|
0%
|
$0
|
|
G
|
0%
|
$0
|
|
H
|
55%
|
$5,100
|
|
I
|
0%
|
$0
|
|
J
|
0%
|
$0
|
10. Which activity evidences the single largest activity difference (regardless of whether it is a cost overrun or cost underrun) at this particular point in time?
11. Does the overall activity difference for the project at this particular point in time represent a cost overrun or cost underrun for the project?
Table 6 represents the estimated crash time in weeks and associated total crash cost for each activity.
|
Activity
|
Crash Time (Weeks)
|
Total Crash Cost
|
|
A
|
2
|
$24,000
|
|
B
|
2
|
$37,000
|
|
C
|
3
|
$27,000
|
|
D
|
1
|
$15,000
|
|
E
|
4
|
$9,500
|
|
F
|
2
|
$12,000
|
|
G
|
3
|
$13,000
|
|
H
|
2
|
$14,500
|
|
I
|
3
|
$29,000
|
|
J
|
3
|
$19,000
|
12. If you crash the network in order to reduce the expected project duration to 20 weeks, while minimizing the overall crash cost, which activities on the critical path would be the most logical choices for crashing and why?
13. What is the minimum total crash cost associated with crashing the network to reduce the expected project duration to 20 weeks?
14. After successfully crashing the network to reduce the expected project duration to 20 weeks, which path through the crashed network would constitute the critical path?