Answer Sheet M6-2-Q1. What is the project's normal critical path and duration of project? Critical path Duration B-D-E-G 21 Weeks + M6-2-Q2. Calculate the 'Per week cost' for crashing each activity. Normal Crashed Per-week Crashing Activity Cost Duration Extra Cost Duration Cost A 5,000 4 weeks 4,000 3 weeks 1,000 B* 10,000 5 weeks 3,000 4 weeks 7,000 C 3,500 2 weeks 3,500 1 week 0 D* 4,500 6 weeks 4,000 4 weeks 3,000 E* 1,500 3 weeks 2,500 2 weeks 1,000 F 7,500 8 weeks 5,000 7 weeks 2,500 G* 3,000 7 weeks 2,500 6 weeks 500 H 2,500 6 weeks 3,000 5 weeks 500 M6-2-Q3 Identify the sequencing of the activities to be crashed in the first four steps. Which of the critical activities should be crashed first? Why? Order to crash First Second Third Fourth Activity to crash E or G G or E B D Why M6-2-Q4 After four iterations involving crashing project activities, what has the critical path shrunk to? (Assume all noncritical paths are < a fully crashed critical path. - In other words, critical path tasks will not change) - Show calculations. New Duration 16 Weeks M6-2-Q5 Suppose project overhead costs accrued at a fixed rate of $500 per week. Also assume that a project penalty clause kicks in after 19 weeks. The penalty charged is $5,000 per week. When the penalty charges are added, what does the total project cost curve look like? Develop a table listing the costs accruing on a per-week basis. Duration Direct Costs 21 weeks 37,500 Penalties Cost 10,000 Overhead Cost Total Cost 10,500 58,000 20 weeks 40,000 5,000 1,000 55,000 19 weeks 42,500 0 9,500 52,000 18 weeks 45,500 0 9,000 54,000 17 weeks 16 weeks 49,500 0 8,000 56,500 M6-2-Q6 If there were no penalty payments accruing to the project, would it make sense to crash any project activities? Show your work. Duration 21 weeks Direct Costs Overhead Cost Total Cost 20 weeks 19 weeks 18 weeks 17 weeks 16 weeks Conclusion M6-2 Assignment When deciding on whether to crash project activities or not, a project manager was faced with the following information. Activities of the critical path are highlighted with an asterisk: Activity Normal Cost Crashed Duration Extra Cost Duration A 5,000 4 weeks 4,000 3 weeks B* 10,000 5 weeks 3,000 4 weeks 3,500 2 weeks 3,500 1 week D* 4,500 6 weeks 4,000 4 weeks E 1,500 3 weeks 2,500 2 weeks F 7,500 8 weeks 5,000 7 weeks G* H 3,000 7 weeks 2,500 6 weeks 2,500 6 weeks 3,000 5 weeks 1. What is the project's normal critical path and duration of project? 2. Calculate the 'Per week cost' for crashing each activity. 3. Identify the sequencing of the activities to be crashed in the first four steps. Which of the critical activities should be crashed first? Why? 4. After four iterations involving crashing project activities, what has the critical path shrunk to? (Assume all noncritical paths are a fully crashed critical path. - In other words, critical path tasks will not change) - Show calculations. 5. Suppose project overhead costs accrued at a fixed rate of $500 per week. Also assume that a project penalty clause kicks in after 19 weeks. The penalty charged is $5,000 per week. When the penalty charges are added, what does the total project cost curve look like? Develop a table listing the costs accruing on a per-week basis. 6. If there were no penalty payments accruing to the project, would it make sense to crash any project activities? Show your work. Use the attached Template document file to present your answers.