Three activities are candidates for crashing on a project network for a large computer installation (all are, of course, critical).Activity details are in the following table:Activity Normal Time (days) Crash Time (days) Normal Cost Total Cost with Crashing Immediate Predecessor(s)A6$6,000$6,400B$1,200$3,000C11$4,000$6,000a) Activity that should be crashed first to reduce the project duration by 1 day isb) Activity that should be crashed next to reduce the project duration by one additional day isc) Total cost of crashing the project by 2 days = $_____ (Enter your response as an integer.)7429AB---

The crashing cost refers to the additional expenditure incurred by the company to expedite a…

Answered: Three activities are candidates for…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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Consider the following activity description with associated cost data shown in Table 1. The cost data represents the total cost and should be considered linear with time. Table 1: Crash Cost Table Activity Immediate Predecessor Normal Duration (days) Normal Cost ($) Crash Duration (days) Crash Cost ($) A --- 5 50 3 150 B --- 4 40 2 200 C B 7 70 5 250 D A, C 2 20 1 50 E A, C 5 125 1 525 F B 10 80 7 290 G D 7 50 3 250 H E, F 6 60 3 180 Reduce the project duration to minimum duration and calculate the cost. Note:- Do not provide handwritten solution. Maintain accuracy and quality in your answer. Take care of plagiarism. Answer completely. You will get up vote for sure.
A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project in 50 days? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $21,000 B A 12 $20,000 9 $30,000 C A 15 $24,000 10 $60,000 D B 3 $10,000 2 $15,000 E C 9 $17,000 6 $34,000 F E 7 $5,000 6 $6,000 G D 8 $14,000 6 $20,000 H A 12 $22,000 10 $30,000 I H 6 $50,000 5 $55,000 J F, G, I 11 $33,000 9 $50,000
Three critical path activities from the same critical path are candidates for crashing on a CPM network. What is the crash cost per unit time for activity A? What is the crash cost per unit time for activity B? Which activity should be crashed first to cut one day from the project's duration; how much is added to project cost? Assuming no other paths become critical, which activity should be the next activity crashed to cut a second day from the project's duration; how much is added to project cost? Assuming no other paths become critical, how much can this project be shortened at what total added cost?
Problem 2: Chicago Project You are asked to manage an upcoming project for a client based in Chicago. Your supervisor, Susan, asked you to determine if the project will be completed in 2 months (60 days). Susan sent you the estimated time durations (in days) for the project. The information is given below: Compute the expected time and variance for each activity. What is the critical path and the expected duration of the project? What is the probability that the project will take longer than 58 days to complete?
The project manager of a task force planning the construction of a domed stadium had hopedto be able to complete construction prior to the start of the next college football season. Afterreviewing construction time estimates, it now appears that a certain amount of crashing will beneeded to ensure project completion before the season opener. Given the following time and costestimates, determine a minimum-cost crashing schedule that will shave five weeks off the projectlength. Note: No activity can be crashed more than two weeks.CRASHING COSTS ($000)Activity Immediate Predecessor Normal Time (weeks) First Week Second WeekA — 12 $15 $20B A 14 10 10C — 10 5 5D C 17 20 21E C 18 16 18F C 12 12 15G D 15 24 24H E 8 — —I F 7 30 —J I 12 25 25K B 9 10 10M G 3 — —N H 11 40 —P H, J 8 20 20End K, M, N, P
A potential situation that could cause a negative or positive impact to the project is known as a(n): A) Activity B) Problem C) Risk D) Issue
The information in the table below is available for a large fund-raising project. Activity Activity Times (days) Activity Cost ($) Immediate Predecessor A 3 100 None B 4 150 None C 2 125 A D 5 175 B E 2 150 B F 4 200 C, D G 6 75 C H 2 50 C, D, E I 1 100 E J 4 75 D, E K 5 350 F, G L 3 150 G, H, I M 4 400 I, J N 4 175 K, M O 1 200 H, M P 5 150 N, L, O Draw the precedence network diagram. Perform the CPM (Critical Path Method) and give the complete activity schedule table, the project completion time, and the critical path. Plot on the same graph the total project costs per day, starting from day one to the completion date, assuming the earliest start times and then assuming the latest start times. What implications does the time differential have for cash flows and project scheduling? Show step by step solution
The client of a project has requested the project team to crash 8 hours of time. The table below provides the necessary information about the possible project crashing. (a) What is the crash cost for 8 hours of time-savings? (b) Assume the team calls the client and asks for a project extension, reducing the amount of time they need to crash. The project team has a $20 crash budget. Is the budget sufficient to crash 4 hours of time? Activity Normal Duration (hours) Normal Cost ($) Crash Duration (hours) Crash Cost (S) Immediate Predecessors A 2 10 2 0 None B 3 15 2 23 A C 5 25 4 30 B D 3 20 1 24 C E 6 30 4 45 C F 1 5 1 0 E G 7 35 6 50 F H 10 50 7 80 D, G
Project Scope Management Khan, (2006) (see below) states that, "Managing the scope of a project is the most important function of a project manager ... Effective scope management of a project also ensures the success of key completion areas, including time, cost, and quality. Project scope management can be further subdivided into its components which include: project initiation, scope planning, scope definition, scope verification, and scope change control." Based on your Integrated Project: Select two of the subdivisions above and discuss the primary issues that could arise from the process. Your response should begin with a definition of the selected subdivision before detailing the selected process
In reference to the attached image and data below: What are the final recommendations? Step A we know: Critical Path = A, B, H, I, J; Project Time = 40 Weeks; Total Cost = 364,000 Step B we know: To crash the critical path I would crash A by 1 week, B by 2 week, H by 2 week and C by 3 week. This would not alter the critical path, only the time line. Steps C we know: Modeling uncertainty in activity times. In this case I would use the activity times and determine the Variances and the Standard Deviation. Using “best case” (x) and “worst case” (y) scenarios for activity times the formula’s would be (x-y)/6 and (x-y)^2/36.
Problem 2: Chicago Project You are asked to manage an upcoming project for a client based in Chicago. Your supervisor, Susan, asked you to determine if the project will be completed in 2 months (60 days). Susan sent you the estimated time durations (in days) for the project. The information is given below: 4. Your supervisor was told that the client would like to complete the project in 56 days. Which path in the project network has the greatest risk of running over this new deadline of 56 days? 5. Prepare a report for Susan regarding your findings. Include your recommended strategy to finish the project in the least possible time.
2) Following is a table listing the project activities, sequencing requirements and other relevant information: Expected Time Direct Cost Activity Preceded By Regular Crash Regular Crash A -- 6 days 2 day $2000 $3800 B -- 12 6 2000 10000 C A 4 2 1000 4000 D B, C 10 6 3400 4600 E D 8 6 2800 3900 F E 6 2 5000 7600 G B, C 18 8 16000 19600 H F, G 6 4 2000 4000 (a) Construct a network including the Early and Late Start and Finish times. (b) Identify the normal Critical Path(s) and the normal expected completion time (c) Can the project be crashed to last 18 days? Which activities should be crashed and at what additional cost?

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