Question
In: Advanced Math
The following table represents a project with four activities. All times are in weeks. Activity Immediate...
The following table represents a project with four activities. All times are in weeks.
|
Activity |
Immediate Predecessor |
Optimistic Time |
Most Likely Time |
Pessimistic Time |
|
A |
- |
4 |
8 |
16 |
|
B |
- |
7 |
8 |
9 |
|
C |
A |
6 |
10 |
18 |
|
D |
B |
5 |
13 |
18 |
A. According to the data in the table. What is the critical path?
B. According to the data in the table, what is the minimum expected completion time for the project?
C. According to the table there are four activities in the project. Assume the normal distribution is appropriate to use to determine the probability of finishing by a particular time. If you wished to find the probability of finishing the project in 21 weeks or fewer. It would be necessary to find the variance and then the standard deviation to be used with the normal distribution. What variance and standard deviation would be used?
D. According to the table, There are four activities in the project. Assume the normal distribution is appropriate to use to determine the probability of finishing by a particular time. What is the probability that the project is finished in 20 weeks or fewer.
Solutions
Colby Messinger answered 2 years agoRelated Solutions
A project has the following activities, precedence relationships, and time estimates in weeks: Activity Immediate...
A project has the following activities, precedence
relationships, and time estimates in weeks:
Activity
Immediate Predecessor
Activities
Optimistic
Time (to)
Most Likely Time (tm)
Pessimistic
Time (tp)
A
—
15
20
25
B
—
8
10
12
C
A
25
30
40
D
B
15
15
15
E
B
22
25
27
F
E
15
20
22
G
D
20
20
22
a. Compute the expected time and variance for
each activity.
b. Determine the critical path and the expected...
A project consisting of six activities has the following precedence constraints. Activity Time (weeks) Immediate Predecessors...
A project consisting of six activities has the following
precedence constraints.
Activity
Time (weeks)
Immediate Predecessors
A
3
B
3
A
C
4
A
D
5
A
E
6
C, D
F
2
B, E
Draw the AOA (activities on the arrows) network diagram for this
project
19. Consider a project consisting of five activities. The immediate predecessors and the activity times are...
19. Consider a project consisting of five activities. The
immediate predecessors and the activity times are summarized as
below:
Activity
Immediate
Predecessor
Activity time (in
days)
A
None
3
B
A
2
C
A
1
D
B, C
3
E
D
4
In CPM, what is the completion time of the project?
A
12 days
B
11 days
C
13 days
20. A forecasting method has produced the following over the
past five months. What is the mean absolute deviation...
Given a simple project illustrated in the following table Activity Immediate Predecessors Time (weeks) 1 -...
Given a simple project illustrated in the following table
Activity
Immediate Predecessors
Time (weeks)
1
-
2
2
-
3
3
1, 2
2
4
3
5
5
3
4
The required project completion time is 12. Assume that
"Activity 1" actually finished at 3 weeks, and "Activity 2"
actually finished at 2 weeks. Given the actual project progress,
what is the LF (lastest time) of "Activity 4"?
Information on a project’s activities is shown in the following table: Activity Immediate Predecessor Activity Time...
Information on a project’s activities is shown in the following
table:
Activity
Immediate
Predecessor
Activity Time
(wks)
Total Budgeted
Cost
A
-
4
24,000
B
-
3
27,000
C
B
2
14,000
D
A
8
32,000
E
D
3
24,000
F
C, E
4
60,000
G
D
6
30,000
H
F
6
30,000
I
G
4
20,000
J
G, H
3
18,000
K
I
2
10,000
L
J
4
16,000
Create a Gantt chart based on earliest start times. (20...
The estimated times and immediate predecessors for the activities in a project at George Kyparis's retinal scanning company are given in the following table.
The estimated times and immediate predecessors for the activities in a project at George Kyparis's retinal scanning company are given in the following table. Assume that the activity times are independent. a) What is the expected completion time of the critical path? What is the expected completion time of the other path in the network? b) What is the variance of the critical path? What is the variance of the other path in the network? What is the project duration (in weeks)? c)...
A project involves the following activities, their predecessors, and the times (in weeks) associated with each...
A project involves the following activities, their predecessors,
and the times (in weeks) associated with each activity.
Activity
Immediate Predecessor
Optimistic (a)
Most Likely (m)
Pessimistic (b)
A
--
1
2
3
B
--
2
3
4
C
--
3
4
5
D
A
4
5
12
E
B
1
3
5
F
B
3
4
11
G
C
5
6
13
H
D, E
8
9
10
I
F, G
4
5
6
J
H, I
1
1
1...
A project involves the following activities, their predecessors, and the times (in weeks) associated with each...
A project involves the following activities, their predecessors,
and the times (in weeks) associated with each activity.
Activity
Immediate Predecessor
Optimistic (a)
Most Likely (m)
Pessimistic (b)
A
--
1
2
3
B
--
2
3
4
C
--
3
4
5
D
A
4
5
12
E
B
1
3
5
F
B
3
4
11
G
C
5
6
13
H
D, E
8
9
10
I
F, G
4
5
6
J
H, I
1
1
1...
The following activities are part of a project to be scheduled using CPM: ACTIVITY IMMEDIATE PREDECESSOR...
The following activities are part of a project to be scheduled
using CPM:
ACTIVITY
IMMEDIATE PREDECESSOR
TIME (WEEKS)
A
—
7
B
A
6
C
A
2
D
C
4
E
B, D
3
F
D
4
G
E F
6
a. Draw the network (20 points)
b. What is the critical path?
c. How many weeks will it take to complete the project ?
d. Identify the early start, early finish, late start, and late
finish for each activity...
Problem 1 A project involves the following activities, their predecessors, and the times (in weeks) associated...
Problem 1
A project involves the following activities, their predecessors,
and the times (in weeks) associated with each activity.
Activity
Immediate Predecessor
Optimistic (a)
Most Likely (m)
Pessimistic (b)
A
--
1
2
3
B
--
2
3
4
C
--
3
4
5
D
A
4
5
12
E
B
1
3
5
F
B
3
4
11
G
C
5
6
13
H
D, E
8
9
10
I
F, G
4
5
6
J
H, I
1...
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