Concept explainers
A project has four activities that take 4, 3, 6, and 7 days, respectively. What is the total completion time for the project?
- a. 3 days, because this is the minimum time
- b. 7 days, because this is the maximum time
- c. 20 days, because this is the sum of the times
- d. It is not possible to determine the total completion time from the given information.
To determine: The total completion time for the project.
Answer to Problem 1CQ
D. It is not possible to determine the total completion time from the given information.
Explanation of Solution
Given information:
Four activities of a project take 4, 3, 6 and 7 days respectively.
The given scenario lacks basic information to find the completion time of the project. Details like precedence relationship is not given which makes it impossible to find the sequence of activities in which the project must be done.
Want to see more full solutions like this?
Chapter 19 Solutions
Operations Management
Additional Business Textbook Solutions
Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
Principles of Operations Management: Sustainability and Supply Chain Management (10th Edition)
Operations and Supply Chain Management 9th edition
Operations Management: Sustainability and Supply Chain Management (12th Edition)
Operations Management
Operations Management: Processes and Supply Chains (11th Edition)
- Given a project with three paths and their corresponding path lengths: A-B-C: 25 days, A-D-F: 15 days, and B-C-D-E: 20 days; which of the following statements is TRUE? * Activity B has the most slack The expected duration of the project is 60 days The earliest project completion time is 15 days The critical activities are A, B and Carrow_forward1.What’s the maximum amount of time that activity F can be delayed without delaying the whole project? (Whole number, no space, no commas, no decimal value). 2. What’s the maximum amount of time that activity D can be delayed without delaying the whole project? (Whole number, no space, no commas, no decimal value). 3.What’s the maximum amount of time that activity C can be delayed without delaying the whole project? (Whole number, no space, no commas, no decimal value). 4. What’s the earliest expected time, in months, to finish the project? (Whole number, no space, no commas, no decimal value).arrow_forward. True/False Statements (Tick the correct option) Selection of the critical path in network activity diagram for any project, is always focused onresult of the minimum time duration of the critical activities [ True / False ] Suppose, we have total 03 activities in the project “X”; namely L, M and N respectively. An activity “M” is the immediate successor of the activity “L”, while the activity “M” is the immediate predecessor for the activity “N”. According to this scenario, an activity “M” will be the last activity of the project “X” in the network activity diagram [True / False ] The dummy activity consumes both time and resources [True / False ] Towards the optimal solution through stepping stone method, when degeneracy problem is occurred, the next step is to focus on searching lowest value on the independent position in a non-allocated cells [True / False ] Hungarian algorithm, first convert any given assignment matrix into row reduction matrix [True / Falsearrow_forward
- 1. What’s the maximum amount of time that activity G can be delayed without delaying the whole project? (Whole number, no space, no commas, no decimal value). 2.What’s the maximum amount of time that activity A can be delayed without delaying the whole project? (Whole number, no space, no commas, no decimal value) 3. What’s the maximum amount of time that activity H can be delayed without delaying the whole project? (Whole number, no space, no commas, no decimal value)arrow_forward2:30 PM ě 4G+ 0.6KB/s l 54 00:15:19 Remaining Multiple Choice PERT is different from CPM in 'that unlike CPM, PERT is a network technique PERT uses probabilities on the activity times, whereas CPM uses deterministic time and cost estimates. PERT considers crash efforts and costs, while CPM does not PERT may be thought of as a mere subset of CPM. 12 of 20arrow_forwardA project has four major activities. Activity A precedes activity B, activity C precedes activity D. 3-point estimates for activities are A(4, 8, 12 ), B( 3, 6, 9 ), C( 1, 2, 3 ), D( 6, 12, 18 ) weeks. What probability would you assign to a project duration of more than 14 weeks? O a. 0.402 O b. 0.949 O c. 0.75 O d. 0.5arrow_forward
- John, Jack and Jill are project managers for Jusco Company. All three of them lead their own team, with two supervisors working under them. John’s team has 10 members, Jack has 8 members in his team and Jill has 11 members under his care. Both John and Jack completed their projects on time with the same amount of allocated budgets from top managers. But Jill didn’t manage to complete the project on time this time round. (i) Assuming all three projects have the same scale in terms of size, quality,and complexity, what can we conclude about the effectiveness and efficiency of these three project managers based on the informationabove? Justify your answers PLEASE PROVIDE CLEAR EXPLANATION THANK YOU , THIS TOPIC IS UNDER EVOLUTION OF FUNDAMENTAL MANAGEMENT THEORIESarrow_forwardWhat is the least expensive method of halting some tasks in order to keep the project's (estimated) duration within the set range ?arrow_forwardBased on the given scenario below, determine the common problems in project scheduling then explain howeach mistake can affect the project. 1. Client: “We want a completed project by next month.”You: “Can you give us some details about exactly what you need in the project deliverable?”Client: “You understand what we want. Just deliver that.” 2. You: “Ok, team. Phase 1 is due by next Monday. It is important. Let’s do it.” No further information. 3. You: “How long will it take to finish phase 1?”Team member: “I don’t know. Maybe 3 days.”You: “Sounds good!” 4. Client: “I know you said you won’t be done with this phase until Monday, but we really need it byThursday. What do you have to do to get it to us by then?”You (checking plan which shows this is impossible): “I really don’t think we can do that”Client: “Just get it done.”You: “Ok”. 5. Client: “When will the project be done?”You: “If everything goes according to plan, we will have the project complete in 3 weeks. So…3 weeks.” 6.…arrow_forward
- If Task B is delayed by 2 days, which of the following task will be directly impacted? Task Duration Predecessor A 3 days - B 5 days A C 4 days B D 2 days B E 1 day C, D F 1 day E a. Task F b. Task C c. None of the above. d. Task E e. Task Darrow_forwardYou are in charge of a project at the local community center. The center needs to remodel one of the rooms in time for the start of a new program. Delays in the project mean that the center must rent other space at a nearby church at additional cost. Time and cost data for your project are contained in the table. Your interest is in minimizing the cost of the project to the community center. a. Using the normal times for each activity, what is the earliest date you can complete the project? b. Suppose the variable overhead costs are $50 per day for your project. Also, suppose that the center must pay$40 per day for a temporary room on day 15 or beyond. Find the minimum-cost project schedule.arrow_forwardb) Assuming that each task is started as soon as possible, construct the corresponding resource loading diagram for the project. c) How would you rearrange the timing of project activities to reduce the fluctuation in resource demand? Assume that the overall project duration cannot be extended. Remember that the specified precedence relationships must be maintained. d) If there are only 20 workers available for the project, how would you assign workers to tasks to ensure that the project can be completed without violating the resource limit? In this case, the project duration may be extended if necessary (but without violating precedence relationships). e) Given the results from (c) and (d) above, what recommendations would you make to senior management regarding the staffing of this project, and why?arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill EducationOperations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage LearningProduction and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.