Conduct a forward and backwards pass for the activity network diagram that you     have constructed and identify the critical path and its duration.  Calculate the slack on all of the activities, and proceed to analyze how knowing the slacks can help to manage schedule risk the a project  3b.   Assuming that there is the risk of exceeding the project schedule baseline for 7 weeks, critically evaluates the options available that could be used to bring the project on track

Paragraph 1. Draw the Activity on Node network. 2. Perform the CPM calculations using the forward and backward pass. ABCDEFGH 3. List the activities that are on the critical path. 4. Complete the table with the following headings. Activity Duration ES Q Search 62853652 EF A A, B B D. E C, D F, G LS Styles hp LF TF D FF PA IF E

b) – Draw the Activity-on-Node (AON) diagram using the following representation for every node: Activity Description Expected Time ES EF LS LF Slack C.) Complete the following table, determine the expected time of completion assuming that the project starts at week 0 (zero) and identify the critical path for this project. Demonstrate all your calculations. On Critical Path? Activity Activity Description ES EF LS LF Slack Yes or No Locate new facilities 2 Order furniture Interview prospective staff Hire and train staff 3 4. Remodel facilities Receive and set up furniture Move in and start up 6 7 a) Complete the following table, calculate the project variance and project standard deviation. Demonstrate all your calculations.

For the project below, develop the network diagram, perform CPM calculations, mark the critical path, and complete the table. Assume interruptible activities. Activity Duration IPA Type Rel Lag ES A B C D E F G LO 7 8 10 4 6 2 A A A C,D E,F SS SS FF FF 2 2 EF LS LF TF FF

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AoN diagram  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.

Event Event Predecessor Time A - 2 B A 6 C A 4 D A 2 E B 4 F B;C;D 5 G B 3 H E;F 2 Based on table above : a) create the network planning b) identification of the critical path c) project time requirements

Dave Fletcher was able to determine the activity times for constructing his laser scanning machine. Fletcher would like to determine ES, EF, LS, LF, and slack for each activity. The total project completion time and the critical path should also be determined. Here are the activity times: Time Activity (weeks) 6 7 ABCO 3 2 Immediate Predecessor(s) A A D Dave's earliest start (ES) and earliest finish (EF) are: Time Activity (weeks) 4 EFGHI 6 10 7 Immediate Predecessor(s) B B C, E D,F

Shown below is the project network diagram for a small office renovation project.  The numbers in the nodes are the activity times. What is the slack time for activity A? 7 5 3 0

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