ACTIVITY DESCRIPTION PREDECESSOR$($S$)$ TIME $($WEEKS$)$ COST $($$$)$

NORMAL CRASH NORMAL CRASH

A Finalize site and building contracts $7431003970$

B Hire production manager A $3220002560$

C Select local promoter A $3315001500$

D Target headline entertainers C $4238004540$

E Hire operations manager A $4427002700$

F Design promotional Web site C $5325003070$

G Set TV deal F $5422002500$

H Hire director G $439001690$

I Plan for TV camera placement H $2235003500$

J Set venue capacity B $2223002300$

K Ticketmaster contract F$,$ J $3212001470$

L Target support entertainers D $4326002960$

M Travel accommodations for staff C $201739005100$

N Passes and stage credentials I, L $5530003000$

O Travel accommodations for talent L $10710002140$

P Sound and staging B $6425003420$

Q Secure merchandise deals C $6620002000$

R On$-$site ticketing K $8722002400$

S Hire sponsor coordinator C $4332003880$

T Finalize sponsors S $4213002360$

U Define$/$place signage for sponsors T$,$ X $3322002200$

V Hire security director E $7432005630$

W Develop site plan E $6312002430$

X Power, plumbing, AC$,$ toilet services W $8722002800$

Y Set police$/$fire security plan V $4213002160$

Z Online merchandise sales Q $637001690$

End A dummy end node P$,$R$,$N$,$O$,$Z$,$U$,$Y$,$M $0000$At the Hard Rock Cafe, like many organizations, project management is a key planning tool.

With Hard Rock$$s constant growth in hotels and cafes, remodeling of existing cafes, scheduling

for Hard Rock Live concert and event venues, and planning the annual Rockfest, managers rely

on project management techniques and software to maintain schedule and budget performance.

Tomasso is in charge of the Rockfest event, which is attended by well over $100,000$ enthusiastic

fans. The challenge is pulling it off within a tight $9-$month planning horizon. As the event

approaches, Tomasso devotes greater energy to its activities. For the first $3$ months, Tomasso

updates his Microsoft Project charts monthly. Then at the $6-$month mark, he updates his progress

weekly. At the $9-$month mark, he checks and corrects his schedule twice a week.

Early in the project management process, Tomasso identifies $10$ major tasks $($called level$-2$

activities in a work breakdown structure, or WBS$)$: talent booking, ticketing, marketing$/$PR$,$

online promotion, television, show production, travel, sponsorships, operations, and

merchandising. Using a WBS$,$ each of these is further divided into a series of subtasks. Table

below identifies $26$ of the major activities and sub$-$activities, their immediate predecessors,

normal time and crash time, and normal cost and crash cost estimates.

The day of the rock concert itself is not the end of the project planning. $$It$$s nothing but

surprises. A band not being able to get to the venue because of traffic jams is a surprise, but an

$$anticipated$$ surprise. We had a helicopter on stand$-$by ready to fly the band in$,$ says Tomasso.

On completion of Rockfest in July, Tomasso and his team have a $3-$month reprieve before

starting the project planning process again.

Questions

$1.$ Draw AON network $.$ Please use software tool $($such as Excel or PowerPoint$)$ to

draw the diagram. Note, to get credit, your diagram must clearly tell from which activity to

what activity.

$2.$ Perform CPM analysis by identifying ES$,$ EF$,$ LS$,$ LF$,$ Slack time, and whether critical, for

each activity.

$3.$ What is the critical path? How long does the project take?

$4.$ To shorten the project time to by $4$ weeks, which activity or activities should be crashed to

minimize the increased cost? What is the new project duration after crashing? What is the

increased cost? What is the critical path$($s$)$ now?

$5.$ To further shorten the project time by $1$ week, which activity or activities should be crashed

such that the increased cost is minimal? What is the new project duration after crashing?

What is the additional cost?