EBK OM
6th Edition
ISBN: 9781305888210
Author: Collier
Publisher: YUZU
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Chapter 18, Problem 3CQD
Summary Introduction
Case summary: Major Design Corporation is a 3,500-employee firm with annual revenues of more than $1 billion. The firm offers full services and is divided into five geographically based global sales divisions. MDC was selected by the city of Saratoga to design a new, 10-million-gallon-per-day surface water intake and transmission main. This project is touted as an “alternative” water supply project because the water source is not a historically used source. The project will increase the long-term sustainability of the city because it will diversify the city’s water supply portfolio and recycle water. The project will also minimize the need for additional withdrawals from historic water sources, which have become less productive and more highly regulated in the past 10 years, as the city’s population continues to grow. Other green benefits of the project include reduced environmental impacts on the historic water sources and a reduced carbon footprint, as the irrigation water requires less energy-intensive treatment than the city’s other drinkable water sources.
MR J manages about six engineering projects at any one time, so the project is to be analyzed for ways to complete it in 35 weeks. The results are to be analyzed.
Interpretation: The way of modeling the uncertainties in activity times is to be determined.
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Students have asked these similar questions
Image of Diagram included
Using the diagram, find:
The critical path.
How long it will take to complete the project?
How does simulation determine the probabilities of various project completion times?
What is "slack" and why is it important?
Why is activity-on-arrow (AOA) or activity-on-node (AON) of significant value to the project manager?
How is the uncertainty in project scheduling dealt with?
Should the critical path activities be managed differently from noncritical path activities? Explain.
Farihah 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.
The table below contains data for the installation of new equipment in a manufacturing process for a steel corporation. Your company is responsible for the installation project. Indirect costs are $6,000 per week, and a penalty cost of $10,000 per week will be incurred by your company for every week the project is delayed beyond week 15.
Activity
Immediate
Predecessor(s)
Normal Time (weeks)
Crash Time (weeks)
Normal Cost ($)
Crash Cost ($)
A
None
2
1
7,000
10,000
B
None
2
2
3,000
3,000
C
A
3
1
12,000
40,000
D
B
3
2
12,000
28,000
E
C
1
1
8,000
8,000
F
D, E
5
3
5,000
15,000
G
E
3
2
9,000
18,000
H
F, G
8
6
14,000
32,000
Construct a network diagram for the project.
What are the project completion time and the total cost under normal conditions?
What is the shortest time duration for this project regardless of cost? What is the resulting total cost?
What is the…
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