Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
12th Edition
ISBN: 9780134741062
Author: Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Publisher: PEARSON
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Chapter 7, Problem 8P
Paul Silver, owner of Sculptures International, just initiated a new art project. The following data are available for the project.
- Draw the network diagram for the project.
- Determine the project’s critical path and duration.
- What is the slack for each activity?
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Paul Silver, owner of Sculptures International, just initiateda new art project. The following data are available for theproject:Activity Activity Time (days) Immediate Predecessor(s)A 4 —B 1 —C 3 AD 2 BE 3 C, Da. Draw the network diagram for the project.b. Determine the project’s critical path and duration.c. What is the slack for each activity?
The activities involved in a project are listed in the following table. Construct the project
network and use CPMto find the critical path
Ac tivity Content
Predece ssor(s) Duration (days)
A
Initial research
B
Studysite selection
Prepare research plan
Contact the surveysite
Training staff
Prepare the form
Field re search
Write the re search report
Meeting Summary
A
2
A
4
B
2
E
B, C
3
F
C
1
G
D, E, F
G
5
2
I
H
3
Draw the Network Diagram and determine the Critical Path and duration of the project (in days).Activity Duration (days) Predecessor(s)A 2 -B 2 AC 4 AD 1 BE 3 C, DF 2 C, DG 4 EH 5 F, G
Chapter 7 Solutions
Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
Ch. 7 - One of your colleagues comments that software is...Ch. 7 - Explain how to determine the slack for each...Ch. 7 - Define risk as it applies to projects. What are...Ch. 7 - Consider the following data for a project to...Ch. 7 - The following information is known about a project...Ch. 7 - A project for improving a billing process has the...Ch. 7 - Prob. 4PCh. 7 - Prob. 5PCh. 7 - Consider the following information for a project...Ch. 7 - Consider the following data for a project to...
Ch. 7 - Paul Silver, owner of Sculptures International,...Ch. 7 - Prob. 9PCh. 7 - The following information concerns a project to...Ch. 7 - Consider a project to produce custom door moldings...Ch. 7 - Table 7.5 contains information about au...Ch. 7 - The Advanced Tech Company has a project to design...Ch. 7 - Prob. 14PCh. 7 - Table 7.8 contains data for the installation of...Ch. 7 - The diagram in Figure 7.12 was developed for the...Ch. 7 - Prob. 17PCh. 7 - Prob. 18PCh. 7 - You are the project manager of the software...Ch. 7 - Jordanne King, the project manager for Webjets...Ch. 7 - Recently, you were assigned to manage a project to...Ch. 7 - In Solved Problem 2, estimate the probability that...Ch. 7 - The director of continuing education at Bluebird...Ch. 7 - Gabrielle Kramer, owner of Pet Paradise, is...Ch. 7 - The project manager of Good Public Relations...Ch. 7 - Consider the office renovation project data in...Ch. 7 - Activity B and activity K are critical activities....Ch. 7 - Prob. 2AMECh. 7 - Prob. 3AMECh. 7 - Prob. 4AMECh. 7 - Prob. 5AMECh. 7 - Assess the four categories of a risk-management...Ch. 7 - Prob. 2VCCh. 7 - Assume you are Denise Tower and have...Ch. 7 - Prob. 1CCh. 7 - Prob. 2CCh. 7 - Prob. 3CCh. 7 - Prob. 4C
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Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- Describe the need of expert project management for complicated projects and why it is necessary.arrow_forwardSchedule the following activities using CPM: ACTIVITY IMMEDIATE PREDECESSOR ABCDEFGH TAABCDFE А А C, D E.G TIME (WEEKS) 1 14325223 a. Draw the network. b. What is the critical path? c. How many weeks will it take to complete the project?arrow_forwardProject Managent 4. Discuss in detail the Project Life Cycle for a typical project explaining each cycle. Use examples/diagrams to illustrate your answer.arrow_forward
- (Use the information below to solve Q11 - Q20) Given the following information regarding a project: Predecess ors None None a a b b Activity a b C d e CD f OC g h Duration 3 1 3 4 4 5 23 c, e f Which of the following is NOT a path in the network? O a-d O a-c-g b-c-g O b-e-g b-f-harrow_forwardDevelop a CPM diagram for the activities/relationships listed below (assumedurations are in months). For each activity calculate the Early Start, Late Start, EarlyFinish, Late Finish, Total Float, and Free Float. Clearly identify the critical path forthe project (hint: a highlighter would be a good tool to use) How do you solve this? I don't understand how it's done.arrow_forwardCalculate the total float, free float andindependent float for the project whose activitiesare given below:Activity : 1-2 1-3 1-5 2-3 2-4 3-4Duration in weeks 8 7 12 4 10 3Activity : 3-5 3-6 4-6 5-6Duration in weeks 5 10 7 4arrow_forward
- IT Project Management IT 270 on your project scenario that has been suggested by you or by your instructor and approved by your instructor, answer the following questions. Project Title: Scenario Overview: a) Create the charter for your own project.b) Develop the SWOT analysis for your own project. Use any of project management tools to,a) Identify the project milestones and draw Gantt chart.b) Draw PDM network diagram.c) Identify all paths including the critical path for the project.d) Show the forward pass and the backward pass of your project.e) Calculate the free and total slack of each activity.f) Use the Earned Value Management for your project to find out CPI, SPI, and ECg) In one page, create the Lessons-Learned report.arrow_forwardThe table below shows the complete project plan and includes all the activities with its immediate predecessor activity and time taken by each activity. ANSWER THE FOLLOWING QUESTION Activity Preceding Activity Time (Weeks) A None 7 B None 8 None D A E B B 8 C 4 H D,E 7 F,G,H 3 What is the slack (SL) value of activity D ? Choose. Choose.. What is the earliest start (ES) of activity H ? 13 What is the latest start (LS) of activity F ? 11 8 What is the earliest finish (EF) of activity H? 1 What is the slack (SL) value of activity G? 21 14 24 What is the slack (SL) value of activity B ? 10 What is the earliest finish (EF) of activity I ? 6 What is the earliest finish (EF) of activity G? Choose. + What is the latest finish (LF) of activity E ? Choose. + What is the earliest start (ES) of activity B ? Choose. + What is the latest start (LS) of activity C ? Choose.. + What is the slack (SL) value of activity H? Choose. + What is the latest finish (LF) of activity G ? Choose. + What is the…arrow_forwardThe following information is known about a project toupgrade a point-of-sale system at Kids and Tots Apparel.Activity Activity Time (days) Immediate Predecessor(s)A 7 —B 2 A C 4 AD 4 B, CE 4 DF 3 EG 5 Ea. Draw the network diagram for this project.b. Determine the critical path and project duration.c. Calculate the slack for each activity.arrow_forward
- Program/Project Management PMO - Project Governance Summary and overview.arrow_forward2. Assume the following project data given in Table 2. It is required to crash the project duration from its original duration. Assume Indirect (overhead) costs are $120 per day. a) Draw the network diagram by using AON method b) Calculate the normal duration and Normal project cost c) Least-cost and optimum point/durations for the project. d) Show the relationship between time and cost Graphically. Precede Duration (days) d by Activit Cost (Birr) y Norma Crash Norma Crash A 4 500 600 В A 7 5 350 500 A 8 800 92 D A 11 7 1200 1400 E B,C 6 4 600 700 F C 4 500 500 D,F 7 5 700 1000 H E,F 6 5 300 420 starrow_forwardUse the following project status information to calculate each of the requested EVM numbers below (a-i).The project status is reported at the end of week 13. Task Budget Cost Budget Duration Status as of Week 13 A $5,000 2 Weeks 100 percent complete $5,000B $8,500 3 Weeks 100 percent complete $9,000C $15,000 4 Weeks 75 percent complete $14,000D $10,000 4 Weeks 50 percent complete $9,000 E $12,000 4 Weeks Not startedF $15,000 5 Weeks Not started a. Planned Valuedb. Actual costc. Cost varianced. Schedule variancee. Cost performance indexf. Schedule performance indexg. Budget at completionh. Estimation to completei. Estimation at completionarrow_forward
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