An IT project manager of ABC Company has developed an activity list for the purpose of tracking employees' daily activities on the project. The project's schedule is considered to be of high risk due to the possibility of sabotage by some of the employees. In addition, the IT project manager has gathered time information for each activity, as shown in the table below. Consider the following project's tasks and their identified best, likely, and worst case estimates of task duration. Assume the organization computes PERT weight average based on the standard formula. Activity Optimistic Most Pessimistic likely A 5 5 3 8 C 7 D 4 4 E 10 19 34 F 3 14 18 G 6. 16 20 H 32 44 65 I 12 17 25 J 8. 18 25

The dependencies between the 10 activities listed in the table above are as follows:
• The project starts with two activities—A, and B—which can be done concurrently.
• When activity A is finished, activity C can start
• When activity B is finished, activities D and E can start
• When both activities C and D are finished, activity F can start
• When activity E is finished, activity G can start
• When activity F is finished, activity H can start
• When both activities G and H are finished, activity I can start
• When activity G is finished, activity J can start
• The project is complete when activities I and J are finished

Questions
1. Organize the information above in an activity precedence table showing the activity, precedent and duration (calculated using the PERT weighted average formula and round to the nearest integer).
2. Draw an AON network diagram and calculate its early start, early finish, late start and late finish times, floats (Free and total) for each activity. Make sure you fully label all nodes in the network.
3. Identify the project’s critical path and its length