By using MS Project answer the following Q with Screen shot for each Q

Information for Network Construction

INFORMATION FOR PROJECT DELTA

Activity Description Predecessors Estimated Duration

A Contract signing None 5

B Questionnaire design A 5

C Target market ID A 6

D Survey sample B, C 13

E Develop presentation B 6

F Analyze results D 4

G Demographic analysis C 9

H Presentation to client E, F, G 2

1. Conduct both a forward and backward pass using AON notation. What is the estimated total duration for the project?
2. Identify all paths through the network. Which is the critical path? What is the slack for each path?
3. Which activities have slack time?
4. Identify all burst activities and merge activities.

Q.2 Suppose the critical path had 4 activities with the following variances:

Activity A: 1.78

Activity B: 4.00

Activity C: 0.69

Activity D: 1.00

1. Suppose our project has a critical path of 16 days. What is the probability that the project will finish by day 18?
2. How many extra days do we need to generate a 99% chance of finishing on time?

Q.3 Define the following terms:

a. Path:

c. Early start:

d.Early finish:

e. Late start:

f. Late finish:

k. Float or Slack:

l. Critical path:

Q.4 Your university is holding a fund-raiser and will be hiring a band to entertain spectators. You have been selected to serve as the event project manager and have created a Work Breakdown Structure and duration estimates for the activities involved in site preparation for the event. Construct a network activity diagram based on the following information:

Activity	Description	Predecessors	Duration (Days)
A	Site selection	None	4
B	Buy concessions	A	4
C	Rent facilities	A	2
D	Build Stands	A	5
E	Generator & wiring installation	C	2
F	Security	B	4
G	Lighting installation	E	2
H	Sound system installation	E, F	2
I	Stage construction	D	3
J	Tear down	G, H, I	4

1. Conduct both a forward and backward pass using AON notation. What is the estimated total duration for the project?
2. Identify all paths through the network. Which is the critical path?
3. Which activities have slack time?
4. Identify all burst activities and merge activities.

Q.5 Using the information from the following table, create an AON network activity diagram.

1. Calculate each activity TE (rounding to the nearest integer); the total duration of the project; its early start, early finish, late start and late finish times; and slack for each activity. Finally, show the project's critical path.
2. Now, assume that activity E has taken 10 days past its anticipated duration to complete. What happens to the project's schedule? Has the duration changed? Is there a new critical path? Show your conclusions.

Activity Preceding activities Best Likely Worst TE

A - 12 15 25

B A 4 6 11

C - 12 12 30

D B, C 8 15 20

E A 7 12 15

F E 9 9 42

G D, E 13 17 19

H F 5 10 15

I G 11 13 20

J G, H 2 3 6

K J, I 8 12 22

Q.6 Use the following information to determine the probability of this project finishing within 34 weeks of its scheduled completion date. Assume activities A - B - D - F - G are the project's critical path.

Activity	Optimistic	Likely	Pessimistic
A	1	4	8
B	3	5	9
C	4	6	10
D	3	7	15
E	5	10	16
F	3	6	15
G	4	7	12

1. Calculate the expected durations for each activity.
2. Calculate individual task variances and overall project variance.
3. The company must file a permit request with the local government within a narrow time frame after the project is expected to be completed. What is the likelihood that the project will be finished by week 34?
4. If we wanted to be 99% confident of on-time delivery of the project, how much additional time would we need to add to the project's expected delivery time?

Q.7 Give an example for each of the following relationship

1. START TO START
2. START TO FINISH
3. FINISH TO FINISH
   1. Calculate the per day costs for crashing each activity

Q.8 You are considering the decision of whether or not to crash your project. After asking your operations manager to conduct an analysis, you have determined the "precrash" and "postcrash" activity durations and costs, shown in the following table (assume all activities are on the critical path):

Normal Crashed

Activity Duration Cost Duration Cost

A 4 days $1,000 3 days $2,000

B 5 days $2,500 3 days $5,000

C 3 days $750 2 days $1,200

D 7 days $3,500 5 days $5,000

E 2 days $500 1 day $2,000

F 5 days $2,000 4 days $3,000

G 9 days $4,500 7 days $6,300

1. Which are the most attractive candidates for crashing? Why?
2. If the total length of the project is 35 days, what is the your strategy to reduce it to 30 days? Compare the total cost of the project with the exact cost?

Q.9When deciding on whether or not to crash project activities, a project manager was faced with the following information. Activities of the critical path are highlighted with an asterisk:

	Normal	Crashed
Activity	Cost	Duration	Crash Cost	Crash Duration
A	5,000	4 weeks	9,000	3 weeks
B*	10,000	5 weeks	13,000	4 weeks
C	3,500	2 weeks	7,000	1 week
D*	4,500	6 weeks	8,500	4 weeks
E*	1,500	3 weeks	4,000	2 weeks
F	7,500	8 weeks	12,500	7 weeks
G*	3,000	7 weeks	5,500	6 weeks
H	2,500	6 weeks	5,500	5 weeks

1. Find the activity cost slope?
2. If the critical path is B-D-E-G what its the length is?
3. What is the cheapest way to reduce the project by 3 weeks? What if it is reduced by 5 weeks?
4. Calculate the cost for each project length
5. Suppose project overhead costs accrued at a fixed rate of $500 per week. What is the total cost for each duration and what would you chose

Q.10 Consider the partial resource-loading chart shown below. Suppose that you can commit a maximum of eight resource hours per day.

1. What are the dates on which project resources are overallocated?
2. How should the resource-loading table be reconfigured to correct for this overallocation?

Project Calendar Dates

June

Activity 12 3 45 8 910 11 12 15 16 17 18 19 22 23 2425 26

A 6 6 66 6]

B 2 2 2 2 ]

C 4 4 4 4 4]

D 3 3 3 3 3 ]

E 4 4 4 4 4]

F 2 2 2 2 2 2 ]

G 4 4 4 ]

Total 6 6 66 6 9 9 9 9 7 6 6 6 6 6 2 4 4 4

For Problems 12.5-12.9, consider a project with the following information:

Activity Duration Predecessors

A 3 --

B 5 A

C 7 A

D 3 B, C

E 5 B

F 4 D

G 2 C

H 5 E, F, G

Activity	Duration	Resource Hours Needed per Week
A	3 weeks	6
B	5 weeks	4
C	7 weeks	4
D	3 weeks	6
E	5 weeks	2
F	4 weeks	4
G	2 weeks	3
H	5 weeks	6
		Total

12.5 Construct the project activity network using AON methodology.

12.6 Identify the critical path and other paths through the network.

12.7 Create a time-phased resource-loading table for this project, identifying the activity early start and late finish points.

12.8 Assume that there is a maximum of eight resource hours per week available for the project. Can you identify any weeks with resource overcommitments?

12.9 Resource-level the loading table. Identify the activity that can be rescheduled and reconfigure the table to show this reallocation.