Develop a network drawing for Hill Construction and determine the critical path using the "Most Likely" durations. Look at the critical path? How long is the project expected to take using the Critical Path Method (CPM)? Tip: you can draw freehand and take a picture using a smartphone, or use another method, such as Excel, etc. Do not use MS Project as the objective of the exercise is to learn how to use manual techniques for drawing and calculating the critical path.

2. Task F is missing a successor; which task would you recommend as a successor? Explain your choice.

3. If you are the project manager, are you confident (95% sure) intuitively that the project will finish on time, or do you think the schedule should be compressed by crashing? Explain your answer. Do not attempt to use probability calculations.

CASE STUDY

Southwestern University Stadium Construction

After six months of study, much political arm wrestling, and some serious financial analysis, Dr. Martin Starr, president of Southwestern University, had reached a decision. To the delight of its students, and to the disappointment of its athletic boosters, SWU would not be relocating to a new football site but would expand the capacity at its oncampus stadium.

Adding 21,000 seats, including dozens of luxury skyboxes, would not please everyone. The influential football coach, Bo Pitterno, had long argued the need for a firstclass stadium, one with builtin dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it.

The job now was to get construction going immediately after the 2002 season ended. This would allow exactly 270 days until the 2003 season opening game. The contractor, Hill Construction (Bob Hill being an alumnus, of course), signed the contract. Bob Hill looked at the tasks his engineers had outlined and looked President Starr in the eye. "I guarantee the team will be able to take the field on schedule next year," he said with a sense of confidence. "I sure hope so," replied Starr. "The contract penalty of $10,000 per day for running late is nothing compared to what Coach Pitterno will do to you if our opening game with Penn State is delayed or cancelled." Hill, sweating slightly, did not respond. In footballcrazy Texas, Hill Construction would be mud if the 270day target were missed.

Back in his office, Hill again reviewed the data. (See the following table and note that optimistic time estimates can be used as crash times.) He then gathered his foremen. "People, if we're not 95% sure we'll finish this stadium in less than 270 days, I want this project crashed! Give me the cost figures for a target date of 250 daysalso for 240 days. I want to be early, not just on time! "

			Time Estimates (Days)
Activity	Description	Predecessors	Optimistic (a)	Most Likely (m) Use only this data for question 1	Pessimistic (b)	Crash Cost/Day
A	Bonding, insurance, tax structuring		20	30	40	$1,500
B	Foundation, concrete footings for boxes	A	20	65	80	$3,500
C	Upgrading skyboxes, stadium seating	A	50	60	100	$4,000
D	Upgrading walkways, stairwells, elevators	C	30	50	100	$1,900
E	Interior wiring, lathes	B	25	30	35	$9,500
F	Inspection approvals	E	1	1	1	0
G	Plumbing	D, E	25	30	35	$2,500
H	Painting	G	10	20	30	$2,000
I	Hardware/air conditioning/ metal workings	H	20	25	60	$2,000
J	Tile/carpeting/windows	H	8	10	12	$6,000
K	Inspection	J	1	1	1	0
L	Inspection Final detail work/ cleanup	I, K	20	25	60	$4,500