Reconsider Prob. 22.3-4 involving a project at Stanley Morgan Bank to install a new management information system. Ken Johnston already has obtained the earliest times, latest times, and slack for each activity. He now is getting ready to use PERT/Cost to schedule and control the costs for this project. The estimated durations and costs of the various activities are given in the table on the right.

(a) Use the Excel template for PERT/Cost in your OR Courseware to display the budget and schedule of costs based on earliest start times for this project on a single spreadsheet.
(b) Repeat part (a) except based on latest start times.
(c) Use these spreadsheets to draw a figure like Fig. 22.15 to show the schedule of cumulative project costs when all activities begin at their earliest start times or at their latest start times.
(d) After 8 weeks, activities A, B, and C have been completed with actual costs of $190,000, $70,000, and $150,000, respectively. Activities D, E, F, G, and I are under way, with the percent completed being 40, 50, 60, 25, and 20 percent, respectively. Their actual costs to date are $70,000, $100,000, $45,000, $50,000, and $35,000, respectively. Construct a PERT/Cost report after week 8. Which activities should Ken Johnston investigate to try to improve their cost performances?

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Activity Estimated Duration Estimated Cost 6 weeks 3 weeks 4 weeks 4 weekS 7 weeks 4 weekS 6 weeks 3 weeks 5 weeks 4 weekS 3 weeks 5 weeks 6 weekS 5 weeks $180,000 75,000 120,000 140,000 175,000 80,000 210,000 45,000 125,000 100,000 60,000 50,000 90,000 150,000