A previous retrofit project is listed in Table 2 below. It shows the activities for the project, along with its predecessor activities, and activity times. Every investor wants the investment firm to reduce the project start to completion time; an effective project manager knows the tricks of the trade to reduce project length.

Table 2. Previous Project

Activity Description	Activity	Time Estimates (Weeks)			Immediate Predecessors
		Optimistic	Most Likely	Pessimistic
Requirements	A	2	3	4
Market Assessment	B	4	7	10	A
Design	C	5	6	9	A
Development	D	6	7	16	C
Testing	E	7	9	10	D
Revising	F	4	5	6	B, E
Documentation	G	3	6	10	D
Quality Assurance	H	2	4	7	C, E
Pricing	I	2	2	2	B
Installation	J	3	4	14	F, G, H, I
Project Handoff	K	2	3	4	J

Table 3. Crashing Data

Activity Designation	Crash Time (Weeks)	Normal Costs ($)	Crash Cost ($)
A	3	10,000	10,000
B	6	20,000	25,000
C	5	15,000	30,000
D	6	45,000	65,000
E	8	10,000	20,000
F	4	15,000	18,000
G	4	20,000	30,000
H	3	10,000	15,000
I	2	5,000	5,000
J	5	40,000	50,000
K	2	15,000	25,000

A project manager from this previous project was looking at the tables of data and exclaimed aloud, If I had only known, I wouldnt have agreed that we could finish the project in the 38 weeks that our investors demanded, but at least I know now how to select the correct activities when shortening a project.

Question

1. Prior to beginning the project in Table 2, which activity or activities should have caused the project manager the most concern for meeting the scheduled completion date? Explain your answer.