Doug Casey is in charge of planning and coordinating next spring's sales management training program for...

 

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Doug Casey is in charge of planning and coordinating next spring's sales management training program for his company. Doug listed the following activity information for this project in Table Q2.a: Table Q2.a: Time estimated (weeks) and sequence A B C D A,C C Activity Predecessor E F G H I B,DE,G B,D G F,H 0.5 1.0 3.0 3.0 1.5 1.0 2.0 3.5 4.0 2.0 Optimistic time (week) 1.5 2.0 1.0 1.5 Most likely time (week) 2.0 2.5 2.0 2.0 Pessimistic time (week) 2.5 6.0 3.0 2.5 1.5 3.0 7.0 5.0 2.5 a. Prepare an activity schedule for the project? b. Estimate the probability of completing the project in 14, 15, and 17 week? c. If top management wants at least % 99 probability of completing the project on time, how many weeks need to be added as buffer to the expected time? d. If the indirect costs for each week is RM55, using the data and information in table (Q2.b). What is the optimum cost-time schedule for the project? Table Q2.b B CD A Crash Cost per Week Maximum Crash Time (Week) 35 45 40 20 55 1 1 1 1 Normal Cost (RM)/activity 65 70 70 70 95 E F 53 6115 1 80 G H 95 30 108 200 1 50 60 200 Doug Casey is in charge of planning and coordinating next spring's sales management training program for his company. Doug listed the following activity information for this project in Table Q2.a: Table Q2.a: Time estimated (weeks) and sequence A B C D A,C C Activity Predecessor E F G H I B,DE,G B,D G F,H 0.5 1.0 3.0 3.0 1.5 1.0 2.0 3.5 4.0 2.0 Optimistic time (week) 1.5 2.0 1.0 1.5 Most likely time (week) 2.0 2.5 2.0 2.0 Pessimistic time (week) 2.5 6.0 3.0 2.5 1.5 3.0 7.0 5.0 2.5 a. Prepare an activity schedule for the project? b. Estimate the probability of completing the project in 14, 15, and 17 week? c. If top management wants at least % 99 probability of completing the project on time, how many weeks need to be added as buffer to the expected time? d. If the indirect costs for each week is RM55, using the data and information in table (Q2.b). What is the optimum cost-time schedule for the project? Table Q2.b B CD A Crash Cost per Week Maximum Crash Time (Week) 35 45 40 20 55 1 1 1 1 Normal Cost (RM)/activity 65 70 70 70 95 E F 53 6115 1 80 G H 95 30 108 200 1 50 60 200