Question

at PBI airport. The table aso provides the immedate predecessor event for each activity and the optimistic [ol, most lkely Iml and pessimistic ipl time estimates ACTIITY ain Financing B Hire Marketing Outfe C. identity Recrutment Firm Remodel terminal F. Update SWA Website to indlude ights to/trom P G. Set-up Network & Technollogy at PB H Punchane /set-up new furniture /sinage L Launch Marketine Campaign K. Develop Processes& Procedures for Check in& Boarding L Post Job Openings M. Interview&Hire PBl Emplioyees time for eempleting each activity. Then you will need to calculate the critical ongesd path and the earliest times, latest times, and slack values for eachactivity. Alan and e would ke to now how they should place their resources in the oriticall areas to minimiae the time of completing the project Finaly you will need to determine the bkelhood that Aian and Jake complete the proinct by ther promised date N Train New Employees time for completing each activity. Then you will need to calculate the critical ongest path and te earlest times, latest times, and slack values for eachactivity. Alan and Jae would ke to now how they should place their reources in the oritical areas to minimiae the time of completing the project. Finaly you will need to determine the bkelhood that Alan and Jake complete the projn by heir promised date of July戶[27 weeks). Beginning My 8". Nathan Brothers win be .mng atuo" pe hy of S5000 for each week they need to delay off ering ights from P QUESTIONS Draw the PERT/CPM project network (use the drawing toolbar in Word or Exce Which activities are on the orinical path? What is the time length of the critical pa Whtsthe sigfcance of the critical 2. Compute the amount of time that the completion of each event can be delayed without affecting the Evou must cakuute using formula in dans notes) where(wtch a ง Alan &lake focus project-these calculations shouild their resources? Why? The project was begun on January 2 a. What is the probability that this project can be complieted by July Note Scheduled

Answer 1

	Time(days)
activity	predecessor	a	m	b	Ex Time = a+b+4m / 6	Std Dev =b-a / 6	Variance =Std Dev ^2	ES	EF	Critical	LS	LF	Slack
A	-	2	4	6	4.00	0.67	0.44	0.00	4.00		4.50	8.50	4.50
B	-	2	2	3	2.17	0.17	0.03	0.00	2.17		3.67	5.83	3.67
C	-	5	8	12	8.17	1.17	1.36	0.00	8.17	Yes	0.00	8.17	0.00
D	A	4	6	10	6.33	1.00	1.00	4.00	10.33		8.50	14.83	4.50
E	D	7	9	12	9.17	0.83	0.69	10.33	19.50		14.83	24.00	4.50
F	A	3	4	8	4.50	0.83	0.69	4.00	8.50		14.67	19.17	10.67
G	F	5	7	9	7.00	0.67	0.44	8.50	15.50		19.17	26.17	10.67
H	E	1	2	4	2.17	0.50	0.25	19.50	21.67		24.00	26.17	4.50
I	B	2	3	6	3.33	0.67	0.44	2.17	5.50		5.83	9.17	3.67
J	I	1	2	4	2.17	0.50	0.25	5.50	7.67		9.17	11.33	3.67
K	J	4	5	8	5.33	0.67	0.44	7.67	13.00		11.33	16.67	3.67
L	C	1	1	1	1.00	0.00	0.00	8.17	9.17	Yes	8.17	9.17	0.00
M	L	6	7	11	7.50	0.83	0.69	9.17	16.67	Yes	9.17	16.67	0.00
N	K,M	8	9	13	9.50	0.83	0.69	16.67	26.17	Yes	16.67	26.17	0.00
							Ans A	Finish	26.17
							Ans A	Critical Path	CLMN
							Ans A	Activity Variance	2.75	(Sum of Critical task variances)
							Ans 2	M	Mean	26.167	Ex time(7,8,9)
								S	Std Dev	1.658	(sqrt(sum(var(CLMN)))
								X	Completion	27.000	target
								P	Probability	0.692	NORM.DIST(X,M,X,TRUE)

Pert chart:

Orange is Critical path.