MOORE HOUSING CONTRACTORS Moore Housing Contractors is negotiating a deal with Countryside Realtors to build six houses in a new develop- ment. Countryside wants Moore Contractors to start in late winter or early spring, when the weather begins to moder- ate, and build on through the summer and into the fall. The summer months are an especially busy time for the realty company, and it believes it can sell the houses almost as soon as they are ready, and maybe even before. The houses all have similar floor plans and are of approximately equal size; only the exteriors are noticeably different. The comple- tion time is so critical for Countryside Realtors that it is insisting that a project management network accompany the contractor's bid for the job, with an estimate of the comple- tion time for a house. The realtor also needs to be able to plan its offerings and marketing for the summer. It wants each house to be completed within 45 days after it is started. Activity b С d e f 8 h i j k 1 m n 0 P 9 r S t U V W X Activity Description Excavation, pour footers Lay foundation Frame and roof Lay drain tiles Sewer (floor) drains Install insulation Pour basement floor Rough plumbing, pipes Install windows Rough electrical wiring Install furnace, air conditioner Exterior brickwork Install plasterboard, mud, plaster Roof shingles, flashing Attach gutter, downspouts Grading Lay subflooring Lay driveway, walks, landscape Finish carpentry Kitchen cabinetry, sink, and appliances Bathroom cabinetry, fixtures Painting (interior and exterior) Finish wood floors, lay carpet Final electrical, light fixtures a. Develop a CPM/PERT network for Moore Housing Contractors and determine the probability that the company can complete a house within 45 days. Does it appear that the Moores might need to increase their bid to compensate for potential penalties? If a house is not completed within this time frame, it wants to be able to charge the contractor a penalty. Mary and Sandy Moore, the president and vice president, respectively, of Moore Contractors, are concerned about the prospect of a penalty charge. They want to be very confident that they can meet the deadline for a house before they enter into any kind of agreement with a penalty involved. (If there is a reasonable likelihood that they cannot finish a house within 45 days, they want to increase their bid to cover potential penalty charges.) The Moores are experienced home builders, so it was not difficult for them to list the activities involved in build- ing a house or to estimate activity times. However, they made their estimates conservatively and tended to increase their pessimistic estimates to compensate for the possibility of bad weather and variations in their workforce. A list of the activities involved in building a house and the activity time estimates follow Activity Predecessor a b b b C e e f f C.8 i j.h.k 1 n d, o m P 9 q q LU V, S V a 3 2 2 1 1 2 2 2 1 1 3 5 6 2 I 2 3 4 3 2 2 4 2 I Time (days) 4 3 4 2 2 4 3 4 3 2 5 6 8 3 2 3 4 6 5 4 3 6 5 3 b 6 5 5 4 3 5 5 7 4 4 8 10 12 6 5 7 6 10 12 8 6 10 8 4 b. Indicate which project activities Moore Housing Contractors should be particularly diligent to keep on schedule by making sure workers and materials are always available. Also indicate which activities the company might shift workers from as the need arises.

Refer to exercise 2(a). The estimated cost to complete the house by contractors is (choose the best answer): $348,000 B $334,080 $320,160 $299,280 E

Metro has initiated discussions on attracting rail service. A depot would need to be constructed, which would require $2.5million in land and $7.5 million in construction costs. Annual operating and maintenance costs (O&M) for the facility would be $150,000, and personnel costs would be an additional $110,000. Other assorted costs would be born by the railroad and federal authorities. Annual benefits (B) of the rail service are estimated as listed: $120,000 for Railroad annual payments, $25,000 for Rail tax charged to passengers, $20,000 for Convenience benefits to local residents, and $12,000 for Additional tourism dollars for Metro. Apply the B-C ratio method, with a MARR of 8% per year and 20 year study period, to determine if the rail service should be established. a. BC ratio=2.12, good project b. BC ratio=-1.76, good project c. BC ratio=1.69, good project d. BC ratio=0.14, not good project

please answer within 30 mins.

Case stady: Global Village: A tourist attraction Global Village is the region’s leading family outdoor cultural and entertainment destination and one of Dubai’s most exciting and unique annual tourism and cultural destination. The theme park offers a vast selection of multicultural entertainment and retail options. Launched in 1997, Global Village made its entrance on the Creek Side opposite Dubai Municipality, and later moved to Oud Metha and then Dubai Festival City, until it found a permanent home on the outskirts of Dubai Land in 2005. Over the past 17 years, Global Village has been providing cultural entertainment along with an international shopping experience to millions of visitors. From hosting 18 country pavilions in 1997, Global Village has expanded over the years to now include over 37 pavilions, with added entertainment and culinary attractions with every season. Apart from this breathtaking live performances, mouth-watering cuisine, authentic handicrafts and merchandise…

Analyze the decision to build an amusement park abut a national forest that will not charge an admission for the community to use. Who would fund this type to project.

(use excel to show formulas used) Amazing is evaluating three locations for a second headquarters. Costs for construction at location A are $18,900,000, Location B are $21,700,000 and Location C are $23,300,000.  Variable costs for Location A are $16, Location B are $14 and Location C are $12.  The company plans to sell products for $27. What is the break-even point for each location?

Suppose you are a project manager of a power plant project and there is a penalty in your contract with the main client for every day you deliver the project late. You need to decide which sub-contractor is appropriate for your projects critical path activities. But while selecting a sub-contractor, you should take into consideration the costs and delivery dates. • Sub-contractor A bids 200,000 OMR. You estimate that there is a 35% possibility of completing 50 days late. As per your contract with the client, you must pay a delay penalty of 4,500 OMR per calendar day for every day you deliver late.• Sub-contractor B bids 260,000 OMR. You estimate that there is a 13% possibility of completing 15 days late. As per your contract with the client, you must pay a delay penalty of 4,500 OMR per calendar day for every day you deliver late. Determine which sub-contractor is appropriate for your projects critical path activities. Both sub- contractors promise successful delivery and high-quality…

We are planning to develop a room reservation system that is estimated to have 400 story points of features. Let’s say our team’s velocity on two-week sprints ranges between 20 and 25 story points.  Our project will start on Dec 1, 2021. If our customer wants the project to be in production by end of June 22, how likely will the project be successful? Why? Show your calculations.

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