International Capital, Inc.$-$Part B

Given the project network derived in Part A of the case from Chapter $7,$ Appendix $7\mathrm{.}1,$ Beth also wants to be prepared to answer any questions concerning compressing the project duration. This question will almost always be entertained by the Accounting Department, the review committee, and the client. To be ready for the compression question, Beth has prepared the following data in case it is necessary to crash the project. $($Use your weighted average

times $[$te$]$ computed in Part A of the International Capital case found in Chapter $7.)$

Now please find...

$1.$ project duration, completion date

$2.$ critical path

$3.$ slack for noncritical path activities

Next$----$apply schedule optimization techniques to reduce project duration to $68$ days. Provide the process detail for each day shortened including....activity shortened, new project duration, added cost, new project cost, and critical path. $($A check number$---$normal project duration is $73$ days$---$important that we all start from the same point$).$ Assume no fixed costs even though stated in the case.

I don't recommend completing the problem manually$--$suggest using MSProject. Set up the project in MSP and match the following info. Then determine which activity to shorten by $1$ unit of time. Make change in MSP to identify possible new critical path. Repeat until project duration is $68$ days. A check number$--$or two$--$to make sure we all have the same precrash info.....The normal time and normal cost project plan$--$ project duration is $73$ days. Normal$/$direct costs $$103,000.$