Principles Of Operations Management
11th Edition
ISBN: 9780135173930
Author: RENDER, Barry, HEIZER, Jay, Munson, Chuck
Publisher: Pearson,
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Chapter 3, Problem 24P
a)
Summary Introduction
To determine: The expected completion time for the project.
b)
Summary Introduction
To determine: The variance values that must be used to determine the probabilities of completing by a certain time.
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The following information has been computed from a project:
Expected total project time = T = 62 weeks
Project variance = 81
1- What is the probability that the project will be completed 18 weeks before its expected
completion date?
2- Draw Normal Curve & Analysis your solution with conclusion
A solved PERT problem is detailed in the table below. The expected time and variance values and the critical activities are given in the table below. Answer the following questions by filling the blanks (WRITE YOUR ANSWERS TO 2 DECIMAL PLACES. DO NOT ROUND UP OR DOWN):
a. The expected project completion time for this problem is and the standard deviation is .
b. There is a 0.95 probability that the project will be completed by weeks.
Activity
Expected time
Variance
Critical?
A
10
0.36
Yes
B
7
0.11
No
C
7
0.25
No
D
3
0.48
Yes
E
5
1.60
Yes
F
7
0.69
No
G
2
3.69
Yes
The Peabody Coal Corporation recently completed the final feasibility report for a new general ledger accounting system. It has hired a consulting firm to program and install the new system. The consulting firm is charging $350,000 for the remaining tasks to be performed. These tasks are to be performed over the next 10 months as detailed in the Gantt chart in the diagram. The consulting firm is extremely concerned with the project staying on schedule because it is receiving a flat fee. The release of the final payment is contingent upon the system performing as stated in the contract and upon Peabody receiving appropriate documentation of the system.Requireda. Prepare a PERT diagram and indicate the critical path.b. What happens to the time frame of the implementation of the project if the manufacturer is 4 weeks late shipping the hardware?c. What happens if the data conversion does not go smoothly and takes an additional 3 weeks? d. Who should conduct the postimplementation review?…
Chapter 3 Solutions
Principles Of Operations Management
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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- 8 EARNED VALUE ANALYSIS The following project is reported to be at the end of its 8 week. Find the cost and schedule variances. Also find the CPI, SPI, CSI, ETC and EAC for the project. Find the condition of the project at the this reporting period. PV AC Budget ($) Duration Actual Cost % D-8 Activity Predecessor (s) (week) ($) Complete 300 400 A 3 100 A3 В 4 200 180 100 B:4 C 7 250 300 90 A 8 600 400 50 400 200 В 40 150 180 F В 4 100 G C 4 100 200 40 500 H D, E 2 300 F, G 3 J H, I 1 100 ㅇ CO 프 (-)arrow_forwardPERT-CPMYu and Mi Company is planning to computerize its accounting system. Its IT consultant has determined thefollowing activities required to complete this project together with the time estimates and precedence relationships. a. Determine the expected project completion time and the variance.b. What is the project’s critical path?c. Determine the probability that the project will be completed in 40 weeks or less.arrow_forwardExample: Undertaking by a contractor to implement a contracting for excavation works according to the scheme below, undertaking to complete the work within a period of 36 weeks with a probability of 99% between in light of the contractor's probability. The actual time period for the completion of the project within the PERT technology? Act. a b te u C.P 1-2 7 8. 6.33 1 1 *1,2 2-3 6. 9 6.33 0.66 0.443 *2 2-4 3 7 8. 6.5 0.83 .693 *1 2-5 4 6. 0.33 3-6 9. 10 8.66 0.66 0.443 *2 4-7 6. 8 11 8.166 0.83 .693 *1 5-7 4 7 5.83 0.5 6-8 7 10 7.16 0.83 .693 *2 7-8 4 8 7.5 0.83 .693 *1 8-9 4 7 9 6.83 0.83 .693 *1,2arrow_forward
- Kelle Carpet and Trim installs carpet in commercial offices. Peter Kelle has been very concerned with the amount of time it took to complete several recent jobs. Some of his workers are very. unreliable. A list of activities and their optimistic completion time, the most likely completion time, and the pessimistic completion time (all in days) for a new contract are given in the following table: Activity a m b Immediate Predecessor(s) Activity a m b Immediate Predecessor(s) A 4 7 9 - G 7 11 13 A, E B 4 5 6 - H 10 11 12 F C 1 2 3 - I 3 5 7 G D 7 8 9 C J 15 17 19 C E 1 3 5 B, D K 5 9 13 H, I F 1 2 3 A, E c) For the given project, the start (ES) and earliest finish (EF) are: (Round your responses to two decimal places.) Activity ES EF question es, ef: find for A-K d) For the given project, the latest start (LS) and latest finish (LF) are: (Round your responses to two decimal…arrow_forwardFarihah is a project manager for a systems development project involving a new database application for her organization’s human resources department. Despite Farihah’s best efforts at estimating the time requirements for the project, the team has missed the deadline for completing the Analysis Phase and producing the System Proposal. Farihah had estimated during her 6-week Planning Phase that Analysis would require 2 months, but the team finished the System Proposal 2 weeks behind their planned target date. Based on her discussions with the team members, Farihah believes that the system is more complex than she originally thought. Should Farihah adjust her timeline, or can she try to make up for the lost two weeks? Farihah needs your advice.arrow_forwardActivities, preceding activities, normal and crashed completion times of each of the activities and crashed costs of activities per week of a project are given in the following table. Activity Preceding Activity Normal Crashed Completion time (week) Crashed Cost Completion Time (week) 7 per week A 7 B $500 C 4 3 $700 $600 A A, C В, D D, E D 7 E F 10 9. $800 9 8 $400 i. Draw the network diagram linking all the activities in a way that it shows if there exist any preceding activity/activities before starting each of the mentioned activities in the above table. ii. Find the earliest start time, the earliest finish time, the latest start time and the latest finish time of each of the activities in the drawn diagram of the project and hence the completion time of the project and the critical path.arrow_forward
- The project described in the following table is scheduled to be completed in 11 weeks. Constructa network diagram using AOA or AON (see Example 5 for either type). Then answer the following questions:a. If you were the manager of this project, would you be concerned? Explain.b. If there is a penalty of $5,000 a week for each week the project is late, what is the probabilityof incurring a penalty of at least $5,000?Path ActivityEstimated Time(weeks)StandardDeviation (wks.)A C 4 0.70D 6 0.90B E 3 0.62F 9 1.90arrow_forwardGiven is a Project with network diagram and activity times as shown below. Activity Time (wks) A 13 B 5 Start с 14 A c) The Slack time of Activity C = Blank 3 weeks D D a) The Earliest Start (ES) time of Activity I = Blank 1 weeks 9 b) The Latest Start (LS) time of Activity B = Blank 2 weeks f) The Project Completion time = Blank 6 weeks d) The Earliest Finish (EF) time of Activity H = Blank 4 weeks e) The Latest Finish (LF) time of Activity B = Blank 5 weeks B F E 12 E F LL 17 H G 9 J H 15 - 15 J 2arrow_forwardConsider the office renovation project data in Table 7.16. A“zero” time estimate means that the activity could take a verysmall amount of time and should be treated as a numericzero in the analysis.a. Based on the critical path, find the probability ofcompleting the office renovation project by 39 days.b. Find the date by which you would be 90 percent sure ofcompleting the project.arrow_forward
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