Consider the following table of activities, completion times and predecessors
Likely Pessimistic Predecessor
A 7 7 13
B 6 9 12
C 3 4 5 A
D 3 6 9 A
E 4 5 6 B
F 6 9 12 D, E
G 9 13 17 C
H 4 7 10 F
I 8 9 16 F
J 2 3 10 H
K 9 14 19 I
L 7 9 11 I
M 5 6 13 J, K
N 6 10 14 L
O 4 8 12 G, M, N
P 8 12 16 N
Q 12 16 26 O
R 9 12 21 Q, P
1. Determine the expected completion time for each activity.
2. Draw the network diagram for this project.
3. Determine the expected completion time for this project, in days.
4. Which activities are on the critical path?
5. Which activities have slack? How much slack do these activities have?
A project to build a new bridge seems to be going very well since the project is well
ahead of schedule and costs seem to be running very low. A major milestone has been
reached where the first two activities have been totally completed and the third activity
is 64% complete. The planners were only expecting to be 52% through the third activity
at this time. The first activity involves prepping the site for the bridge. It was expected to
cost $1320000 and it was done for only $1405000. The second activity was the pouring
of the concrete. This was expected to cost $11000000 but was actually done for
$10800000. The third and final activity is the actual construction of the bridge
superstructure. This was expected to cost a total of $8550000. To date they have spent
$6900000 on the superstructure. Calculate the cost and schedule variance and the
schedule and cost performance indexes for the project.
6. Suppose you have a performance clause in your contract that says that you must
complete the project within 92 days or incur a severe penalty. What is the
probability that you will complete the project within 92 days?
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