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# Quantitative analysis:PERT and CPM.

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I) Assume you are a Project Manager and have been asked to manage the project schedule for a given project. The project primarily involves building a prototype product, testing it, and obtaining customer approval.
ii) The project activities, durations, and predecessors are shown in attachment.
iii) Assume that the project begins on 3/4/2010 and that the project team works each day of the week (i.e., including Saturdays and Sundays). Respond to the following below:
(1) Create an Activity-on-Node network diagram (use Microsoft Visio or some other graphics tool).
(2) Calculate and state the ES (early start), LS (late start), EF (early finish), and LF (late finish) values (place into the diagram).
(3) Calculate and state the Total Slack values for each activity (place into the diagram).
(4) What is the critical path?
(5) What is the projected project end date?
(6) If the Load Firmware activity (i.e., Activity 6) duration increases to 11 days, does this change the project end date? Why? If so, what is the new end date?
iv) If you are familiar with Microsoft Project, you can use it. If so, the Microsoft Project file should be provided along with responses to questions ii through vi above. An Activity-on-Node network diagram for part i would then not be required. Microsoft Project is the recommended software for this project.

#### Solution Summary

The problem set deals with issues in Project planning: PERT and CPM.

\$2.19

## Quantitative Analysis: PERT/CPM Analysis

A construction project is broken down into the following 10 activities:

Activity Immediate Predecessor Time (Weeks)
1 -- 4
2 1 2
3 1 4
4 1 3
5 2, 3 5
6 3 6
7 4 2
8 5 3
9 6, 7 5
10 8, 9 7

a. Find the critical path.

b. If activities 1 and 10 can't be shortened, but activities 2 through 9 can be shortened to a minimum of one
week each at a cost \$10,000 per week, which activities would you shorten to cut the project by four weeks?

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