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9. Consider a project having the following ten activities sh Maximum Cost Normal Norma Crash Cra...
Time-Cost Model Exercise Information for the Time-Cost Model ExerciseCrash Task Immediate Normal Crash Predecessors Time Time...
Time-Cost Model Exercise Information for the Time-Cost Model ExerciseCrash Task Immediate Normal Crash Predecessors Time Time Cost Cost (weeks) (weeks) $5,000 $11,000 $10,000 $20,000 $6,000 $9,000 | $4,000-168,000 NONE B and C 2 4, Crash Project-go back to able in #3
Consider the project network information in Table 1 of Case Study A on Page 3 below....
Consider the project network information in Table 1 of Case Study A on Page 3 below. Assuming the project starts at time zero and all activity connections are finish-to-start, draw an Activity on the Node (AON) network diagram of the project, determine the expected project completion time, state the critical activities and critical path(s). Crash the project by 1 week and state the total crash cost. (b) (18 narl Case Study A Table 1 below contains activities associated with a...
Consider the project network information in Table 1 of Case Study A on Page 3 below....
Consider the project network information in Table 1 of Case Study A on Page 3 below. Assuming the project starts at time zero and all activity connections are finish-to-start, draw an Activity on the Node (AON) network diagram of the project, determine the expected project completion time, state the critical activities and critical path(s). Crash the project by 1 week and state the total crash cost. (b) (18 nar Case Study A Table 1 below contains activities associated with a...
For the following project: Normal Time Crash Time Normal Cost Crash Cost Immediate (weeks 4. Activity...
For the following project: Normal Time Crash Time Normal Cost Crash Cost Immediate (weeks 4. Activity Predecessor (weeks) $2,600 $2,800 $2,000 $2,200 $500 $2,300 $900 $3,000 $500 $2,600 $1,200 $4,200 $1,400$2,000 4 D, E 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...
QUESTION 9 Consider the following project; for which activities is it possible that the slack can...
QUESTION 9 Consider the following project; for which activities is it possible that the slack can be greater than zero? Activity Immediate Predecessors B, E a. Only activities B or E could have slack, but they could not both have slack. Ob. Only activities B or C could have slack, but they could not both have slack. Oc. It is possible for any or all activities in this project to have slack. Od. It is possible for either all three...
Consider a project having the following six activities:
Consider a project having the following six activities: Immediate Max Crash cost Activity Predecessors Time (weeks) Crash* per week A none 6 6 N/A B none 5 2 $500 C A 3 2 $1000 D A, B 4 2 $2000 E C, D 5 2 $1250 F D 6 2 $1000 *Shortest possible time for the task 1. Draw the project network and list...
Normal Time Crash Time Normal with Activity (weeks) (weeks) Cost Crashing Immediate Predecessor(s) $1,400 A 3...
Normal Time Crash Time Normal with Activity (weeks) (weeks) Cost Crashing Immediate Predecessor(s) $1,400 A 3 2 $2,050 $2,800 B 2 1 $2,100 1 1 $350 $350 7 $1,400 $1,700 A 6 3 $900 $1,200 $5,000 $2,000 F 2 $4,000 $1,500 C 4 G 2 D, E weeks a) Based on the given information regarding the activities for the project, the project completion date b) To reduce the duration of the project to 10 weeks at the least cost, the...
Table of Crashing DecisionACTIVITYIMMEDIATE PREDECESSOR(S)NORMALCRASHNORMALCRASHA...323,000...
Table of Crashing DecisionACTIVITYIMMEDIATE PREDECESSOR(S)NORMALCRASHNORMALCRASHA...323,0003,300B...648,0009,000CA114,0004,000 DA543,5004,000EB434,7505,500FC222,0002,000 GD114,0004,000HD,F323,5003,750IE,G323,0004,250JE215,0007,000Since no indirect cost nor penalty cost information is offered, please consider the schedule and crash cost issues only.1. Using Table of Crashing Decision, what is the earliest completion time of this project if normal times are used for all activities?A. fewer than 13 weeks; B. 13 weeks; C. 14 weeks; D. more than 14 weeks2. Using Table of Crashing Decision, what is the minimum time schedule for this project?A. fewer than 8 weeks; B. 8...
need help Crashing 6. When deciding on whether or not to crash project activities, a project...
need help
Crashing 6. When deciding on whether or not to crash project activities, a project manager was faced with the following information. Activities of the critical path are highlighted with an asterisk: 1992 Normal Crashed Activity A B* Extra Cost $4,000 $3,000 $3,500 D* Cost $5,000 $10,000 $3,500 $4,500 $1,500 $7,500 $3,000 $2,500 Duration 4 weeks 5 weeks 2 weeks 6 weeks 3 weeks 8 weeks 7 weeks 6 weeks $4,000 $2,500 Duration 3 weeks 4 weeks 1 week...
Software Installation: You are the project manager of the software installation project (see figure & table)...
Software Installation: You are the project manager of the software installation project (see figure & table) below. You would like to find the minimum-cost schedule for your project. There is a $1,000-per-week penalty for each week the project is delayed beyond week 25. In addition, your project team determined that indirect project costs are $2,500 per week. Oo un D FINISH START START I Normal Normal Crash Crash Max reduction $ per Week Activity Time Cost Time Cost AI 5...
Time-Cost Model Exercise Information for the Time-Cost Model ExerciseCrash Task Immediate Normal Crash Predecessors Time Time Cost Cost (weeks) (weeks) $5,000 $11,000 $10,000 $20,000 $6,000 $9,000 | $4,000-168,000 NONE B and C 2 4, Crash Project-go back to able in #3
Consider the project network information in Table 1 of Case Study A on Page 3 below. Assuming the project starts at time zero and all activity connections are finish-to-start, draw an Activity on the Node (AON) network diagram of the project, determine the expected project completion time, state the critical activities and critical path(s). Crash the project by 1 week and state the total crash cost. (b) (18 narl Case Study A Table 1 below contains activities associated with a...
Consider the project network information in Table 1 of Case Study A on Page 3 below. Assuming the project starts at time zero and all activity connections are finish-to-start, draw an Activity on the Node (AON) network diagram of the project, determine the expected project completion time, state the critical activities and critical path(s). Crash the project by 1 week and state the total crash cost. (b) (18 nar Case Study A Table 1 below contains activities associated with a...
For the following project: Normal Time Crash Time Normal Cost Crash Cost Immediate (weeks 4. Activity Predecessor (weeks) $2,600 $2,800 $2,000 $2,200 $500 $2,300 $900 $3,000 $500 $2,600 $1,200 $4,200 $1,400$2,000 4 D, E 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...
QUESTION 9 Consider the following project; for which activities is it possible that the slack can be greater than zero? Activity Immediate Predecessors B, E a. Only activities B or E could have slack, but they could not both have slack. Ob. Only activities B or C could have slack, but they could not both have slack. Oc. It is possible for any or all activities in this project to have slack. Od. It is possible for either all three...
Normal Time Crash Time Normal with Activity (weeks) (weeks) Cost Crashing Immediate Predecessor(s) $1,400 A 3 2 $2,050 $2,800 B 2 1 $2,100 1 1 $350 $350 7 $1,400 $1,700 A 6 3 $900 $1,200 $5,000 $2,000 F 2 $4,000 $1,500 C 4 G 2 D, E weeks a) Based on the given information regarding the activities for the project, the project completion date b) To reduce the duration of the project to 10 weeks at the least cost, the...
need help
Crashing 6. When deciding on whether or not to crash project activities, a project manager was faced with the following information. Activities of the critical path are highlighted with an asterisk: 1992 Normal Crashed Activity A B* Extra Cost $4,000 $3,000 $3,500 D* Cost $5,000 $10,000 $3,500 $4,500 $1,500 $7,500 $3,000 $2,500 Duration 4 weeks 5 weeks 2 weeks 6 weeks 3 weeks 8 weeks 7 weeks 6 weeks $4,000 $2,500 Duration 3 weeks 4 weeks 1 week...
Software Installation: You are the project manager of the software installation project (see figure & table) below. You would like to find the minimum-cost schedule for your project. There is a $1,000-per-week penalty for each week the project is delayed beyond week 25. In addition, your project team determined that indirect project costs are $2,500 per week. Oo un D FINISH START START I Normal Normal Crash Crash Max reduction $ per Week Activity Time Cost Time Cost AI 5...
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