1. Convert the project network to an Activity-on-node (AON) representation. What is the project completion time and critical path for this project ? Critical path is A-B‚ B-D‚ D-E 3. Suppose that activity AD were delayed by 2 weeks (takes 8 weeks versus 6). What is the new project completion time and critical path? A-D already has 2 hours of slack time‚ therefore if it becomes delayed by 2 hours it will have no impact on the finish time. 4. Suppose that you have extra resources
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Determine the project duration and critical paths The duration for the project is 70 days for completion‚ which is using LST to add up together with the duration of the activity. PMBOK (2004‚ p.145) defines critical paths have either a zero or negative total float. Therefore‚ for the critical paths of this project are activity A→B→F→G→J→K→N→O→Q→R (Task 1 - Appendix 1.0 and 1.2). The zero float showed in the activities are indicate as the critical path or critical activities. Question 4: The earliest
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a project. It is easy to understand and update as a project develops. But the networks of a project are not easy to understand if they have critical paths‚ dummy activities‚ nodes and crashing. Usually‚ many project planners tend to avoid them. The objectives of the project management are to allocate timing to the activities that are critical and not critical‚ to maximize the use of the resources and find ways to reduce the total project time. Two type of planning method is use to plan a project which
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1.2. ACTIVITIES TIMING AND TOTAL FLOAT To determine timing of activities in the network diagram the following calculations were done for each node: Earliest Start-(ES)‚ Earliest Finish-(EF)‚ Latest Start-(LS) and Latest Finish-(LF). Field and Keller (1998‚ p. 191) ES and EF are found by using the forward pass through the network … from the unique project start node and ends at the unique project completion node. ES is the ending day for the previous node/activity‚ where more than one
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Problem Set Problem 4.1 [a] Draw a process flow diagram. [b]. The theoretical flow time is 36 minutes: There are three paths through the system: A: Take Order – Food – Deliver – Bill → 4 + 18 + 12 + 2 = 36 mins B: Take Order – Wine – Deliver – Bill → 4 + 4.8 + 12 + 2 = 22.8 mins C: Take Order – Cart – Deliver – Bill → 4 + 10 + 12 + 2 = 28 mins Path A is critical so the TFT is 36 minutes [c]. The flow time efficiency is 36/60 = 60% Problem 4.2 [a] The flow chart of the process
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Number Question 7: H D C A B START E F G END K L M I J EST: Earliest Starting Time LST: Latest Starting Time LFT: Earliest Finishing Time LFT: Latest Finishing Time Activity | EST | EFT | LST | LFT | Slack | Critical Activity | Start | 0 | 0 | 0 | 0 | 0 | | A | 0 | 4 | 7 | 11 | 7 | No | B | 4 | 13 | 12 | 21 | 8 | No | C | 13 | 18 | 21 | 26 | 8 | No | D | 18 | 20 | 26 | 28 | 8 | No | E | 4 | 12 | 11 | 19 | 7 | No | F | 12 | 19 | 19 | 26 | 7 | No
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3. Explain how you determined the project duration and the critical path. According to Gray & Larson (2006)‚ they think that the earliest finish time of the final activity of project in the forward pass is identified as the project duration through beginning at the first activity and then adding the activity duration. In the network diagram drawn‚ the project duration is 88 days. In the work of Turner (1999)‚ the critical path
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capability to achieve that goal. Laid out below are the networks drawn out and then the critical path is laid out below it for the optimistic outlook on completion time‚ the most likely outlook and then the pessimistic outlook for the project to be completed. As seen‚ the best estimated finish time is 28 weeks‚ most likely is 42 weeks‚ and the pessimistic is 66 weeks for the project to be complete. With the critical paths shown for these three possibilities‚ I will address the company’s desire to finish
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Task:5 Make a critical analysis methodologies used in your project. Explain how your methodologies can be applied to similar types of project and cannot be applied to different type of project. Advantage of Gantt and PERT charts: 1. It gives the start time and end time of the project. 2. It gives you a precise time of each step of the project. 3. It gives you good view of which steps are the main or additional. 4. It provides exact prospective of which step depends on the other
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possible time (TE) to complete the different activities‚ (b) The latest allowable time (TL) for them‚ (c) The slack values‚ (d) The critical paths‚ and (e) The probability factor for completing the project in 30 weeks. [pic] [pic] SOLUTION: [pic][pic] [pic] (iv) Critical Path 1–2–4–6–7–9–10 = 28 weeks. Vcp = 2 and σcp = 1.41 (v) The probability factor for completing the project in 30 weeks.
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