New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
megaproject management
Project Management For Business Engineering And Technology Principles And Practice 3rd Edition John M Nicholas, Herman Steyn - Solutions
Consider the data about project activities given in the table below(a) Schedule the work in such a way that each person always has only one task to perform (do not reduce the durations of activities or insert buffers as yet).(b) Indicate the critical chain.(c) Indicate where the feeding buffers
Refer to Figure 7-20. Scheduling Activity Q before Activity T would also have been a way to resolve the resource contingency. Explain why this alternative was not selected.
Refer to the network in number 20 in Review Questions and Problems for Chapter 6.(a) Indicate the critical chain on the diagram.(b) Which of the two resources is the constraint?(c) Construct Gantt charts for this example based on the following heuristics:the shortest task time rule, the least slack
The diagram below shows that Mary must perform both Activity B and Activity F.37(a) With the realization that Mary has to do the two tasks, indicate two possible critical chains.(b) Reschedule the work and indicate the position and the size of the feeding buffer. A B 24 days Peter 11 days Mary E F
Explain in your own words how the principle of aggregation plays a role in reducing project duration.
How would you use buffers to ensure that you are on time for appointments?What factors would you take into account when you make a decision on the size of the buffer?
Referring to the network shown in Figure 7-12 of this chapter, what is the probability of completing each of the five paths within 30 days? What is the probability of completing all five paths within 30 days?
Refer to the first network in the above problem.(a) What is P(Te 23)?(b) What is P(Te 32)?(c) For what value of Ts is the probability 95 percent that the project will be completed?
Given the immediate predecessors anda, m, b for each activity in the tables below, draw the networks and compute:(a) te and V for each activity.(b) ES, EF, LS, and LF for each activity.(c) Te and Vp for the project. Activity Predecessors b 11 14 m a 13 11 488 a 7 9285346 71722162 9 D, E F, E
A procurement officer finds that the delivery time for a specific item is never less than 5 days. The worst-case scenario is that it takes 30 days for the item to arrive. A delivery lead time of 10 days is more frequent than any other.(a) Calculate the expected delivery time.(b) What estimate would
Has variability in a time estimate ever caused you to be late for an appointment?Describe.
The following table gives information on a project (T in days, C in $1,000s)(a) Draw the network diagram. Compute the cost slopes. Under normal conditions, what is the earliest the project can be completed? What is the direct cost? What is the critical path?(b) What is the cost of the project if it
The following project network and associated costs are given (T in days, C in$1,000s)(a) Compute the cost slopes. What is the earliest the project can be completed under normal conditions? What is the direct cost?(b) What is the least costly way to reduce the project completion time by 2 days? What
The following project network and associated costs are given (T in days, C in$1,000s)(a) Verify that the normal completion time is 22 days and that the direct cost is $3,050.(b) What is the least costly way to reduce the project completion time to 21 days? What is the project cost?(c) What is the
What are the criticisms of CPM? How and where is CPM limited in its application?
Time–cost tradeoff analysis deals only with direct costs. What distinguishes these costs from indirect costs? Give examples of both direct and indirect costs.
The cost slope always has a negative () value. What does this indicate?
What does the cost slope represent?
How do CPM and PERT differ? How are they the same?
Define crash effort and normal effort in terms of the cost and time they represent.When would a project be crashed?
Were there any complaints about unrealistic workloads?
Was resource leveling done?
Did the functional manager(s) take responsibility for workload on resources?
If the project was done within a matrix structure, how did communication between the functional and project managers take place?
Was the workload on resources made visible?
Were AOA, AON, or PDM networks used? Describe the applications and show examples.
How was the schedule reserve (if any) determined and included into the schedule?
Was all detailed planning done upfront or was a phased approach followed?
At what point in the project were networks created? When were they updated?
Were networks used for scheduling? If so, describe the networks. Show examples.What kind of computer software system was used to create and maintain them? Who was responsible for system inputs and system operations? Describe the capabilities of the software system.
For each of the following AOA networks:• Draw a corresponding AON network.• Compute ES and EF for each activity.• Compute LS and LF for each activity. Find the critical path.• Determine the total slack and free slack. (a) 1 6 3 2 3 5 9 4 2 8 4 5 6
Redraw Figure 6-6 using the AOA method.
Redraw the networks in Problem 9 above, using the AOA method.
Suppose in Figure 6-20 everything is the same except Activity Y can start 4 days after Activity V starts, but cannot be finished until 6 days after Activity V is finished.Show how this changes the values for ES, EF, LS, and LF.
Show that the schedule in Figure 6-23 (which produced an erratic loading for workers) yields a more balanced loading for equipment than the one shown in Figure 6-27.
Discuss the implications of resource allocation for organizations involved in multiple projects.
The following resources are required to perform the activities listed in Problem 13 above:Allocate the resources to the activities and indicate the workload on the resources. If needed, adjust the schedule. Activity Number Activity Description A Detail site investigation and survey B Detail
Level the resources for a project with the workload diagram below. In the timephased diagram at the top of the diagram, dotted lines indicate slack.8 Discuss pros and cons of the alternatives available. 15+ AB D E H I J + G F G 10- Number of workers F 5+ D B J E C H A 2 4 6 8 10 Weeks
The network and associated requirements for systems analysts and programmers for the GUMBY project are as follows:(a) Draw the network. Compute ESs, LSs, and total slack times.(b) Then show the separate resource loadings for systems analysts and programmers, assuming ESs.(c) Suppose the maximum
Describe how resource leveling of a resource-constrained project differs from resource leveling in a time-constrained project.
Why is leveling of resources preferred to large fluctuation of workload? What negative result could resource leveling cause?
To produce a manual, John has to write the text, after which Ann has to draw sketches and typeset the document. John can start with any section of the book(i.e., he does not have to start with Section 1). The work has to be done within 95 days. The network diagram below shows the precedence
For the PDM network in Figure 6-20, calculate ES, EF, LS, and LF for all activities.
Give examples of applications of PDM. Take a project you are familiar with (or invent one) and create a PDM network.
What limitations of AON networks does PDM overcome? What limitations does it not overcome?
In the development of a new (first of its kind) complex system, the design of a certain subsystem has large slack. Sufficient resources are available for either an early start or a late start. Discuss the pros and cons of early and late starts.Consider the risk of delaying the project, the risk of
Explain how it is possible for there to be slack on the critical path. What is the implication of negative slack on the critical path?
Some projects have a fixed due date while others have to be finished as early as possible and the project manager only makes commitments on the completion date once she and her project management team have scheduled the project.Explain how the backward pass differs for these two project types.
The table below lists activities for constructing a bridge over an operational railway line:(a) Construct a network diagram for the project (b) Do forward and backward pass calculations to indicate early and late start and finish times (c) Indicate the critical path (d) Indicate the total and free
Use Figure 6-5(a) and (b) to draw Gantt charts for the ROSEBUD project.
Eliminate redundant predecessors from the following lists so that only immediate predecessors remain. (a) Activity Immediate Predecessor ABCDEFGH B C A B, D, C, E A, B, C, D, E, F, G
Refer to Figure 6-1 in the text.(a) If the person wants to get more sleep by waking up later, which of the following steps would be useful?(i) Put socks on faster(ii) Put tie in pocket to put on later(iii) Put shoes on faster(iv) Buy a hair dryer that works faster(b) Calculate the total float and
(a) Draw the AON network diagrams for the following four projects:(b) Convert the networks into event-oriented networks. (i) Activity Immediate Predecessor (ii) Activity Immediate Predecessor A A B A B A C A C A D B D B E D E B F D F G D G H E, F, G H D I J G E, F, H, I
Consider each of the following projects:(a) Composing and mailing a letter to an old friend.(b) Preparing a five-course meal (you specify the course and dishes served).(c) Planning a wedding for 500 people.(d) Building a sundeck for your home.(e) Planning, promoting, and conducting a rock
Explain the difference between ES, EF, LS, and LF.
Explain the difference between total and free slack.
Why is it vital to know the critical path? Explain the different ways the critical path is used in network analysis and project planning.
Can a Gantt chart be created from a network? Can a network be created from a Gantt chart? Which is the preferred way? Explain.
How is a WBS used to create a network and what role does a scope statement play?
Draw a logic diagram of your college studies, starting with enrollment and finishing with graduation. Indicate the courses, projects, and exams as well as precedence relationships where applicable.
What are the advantages of networks over Gantt charts?
How were procured items managed? How were they first identified and then integrated into the project plan? Did procured items pose any difficulties to the project?
Show examples of project-level and task-level schedules. Who prepared each one? How were they checked and integrated?
How were activities in the WBS transferred to a schedule? How were times estimated?Who prepared the schedules?
Was a responsibility matrix used? Show an example.
How were individual people assigned to the project? Describe the process.
How were responsibilities in the WBS assigned to the project organization (i.e., how was it determined which functional areas would be involved in the project and which tasks they would have)?
How were ongoing activities such as management, supervision, inspection, and maintenance handled? Was there a work package for each?
Was the concept of work package used? If so, describe what was included in a work package. How was the work package defined?
How was project management included in the WBS?
How, when, and by whom was the WBS prepared? Describe the process used in preparing the WBS.
Is there an SOW or project charter? Describe its purpose and contents.
Is there a project scope statement? Who prepared it? Do the major areas of work and deliverables of the project correspond to the scope statement?
What is the relationship between the master plan and the project proposal? Was the plan derived from the proposal?
At what point in the project was the plan prepared?
Who prepared the plan?
Describe the project master plan for your project (the plan developed at the start of the project). What is in the contents? Show a typical master plan.
Consider the statement: The management of procured items sometimes poses greater difficulties than that of internal items. Do you agree or disagree, and why?
What kinds of items or aspects of the project fall under “ procurement management?” Why is management of procured items no less important to project success than internal items? What are the issues in scheduling procured items?
If a hierarchy of charts is used in project planning, explain if there should be a corresponding hierarchy of plans as well.
How would you decide when more than one level of charts is necessary for planning?
In a hierarchy of charts, how does changing a chart at one level affect charts at other levels?
What is the effect on weekly and cumulative expenses?
Repeat problem 27 using the assumptions given in problem
For problem 24, suppose the weekly direct expenses are as follows:Construct charts, as in Figure 5-13 , showing weekly and cumulative direct expenses. Use the start dates given in problem 24. Task Direct Expense ($1,000/week) ABCDEFC 10 15 25 35 10 20 G 10
Is the Gantt chart an adequate tool for planning and controlling small projects?
How must the Gantt chart you drew in problem 24 be changed if you were told that C and D could not begin until B was completed, and that G could not begin until C was completed? What happens to the project completion time?
Construct a Gantt chart similar to the LOGON project in Figure 5-10 using the following data:When will the last task be completed? Task Start Time (Weeks) Duration (Weeks) 169989 ABCD 892 E F G 12 0 7 7 5349287
How are project level and task level schedules prepared? What is the relationship between them? Who prepares them?
Distinguish between an interface event and a milestone event. What are some examples of each? When is an interface event also a milestone event?
Distinguish between an event and an activity. What problems can arise if these terms are confused by people on a project?
Do you think a responsibility matrix can be threatening to managers and professionals?Why?
What function does the responsibility matrix have in project control?
Using the WBS you developed in question 9, construct a responsibility matrix.In doing this, you must consider the project organization structure, the managerial/technical positions to be assigned, and their duties.
Figure 5-8 shows some possible types of responsibilities that could be indicated on a responsibility matrix. What other kinds of responsibilities or duties could be indicated?
What is the relationship between the WBS and organization structure? In this relationship, what is the meaning of an “ account? ”
What should a “ well-defined ” work package include?
What is the impact of altering the WBS after the project has started?
What is the role of functional managers in developing a WBS?
In what ways is the WBS important to project managers?
Showing 4100 - 4200
of 6087
First
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
Last
Step by Step Answers
Get 50% OFF
Claim Now
