Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method...

  

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Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0 Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0 Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0 Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0 Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0 Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0 Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0 Martin Weir, a project controller at MacDonald Soup Company, recently learned about the classic PERT method for planning under task time uncertainty. Mac's has previously used critical chain project management (CCPM) exclusively. Wanting to better understand how these two methods compare, Marty has asked you to do some comparative analysis. The table below provides Marty's planning estimates for a new project including tasks, precedence relations, durations for the PERT approximation, and task duration point estimates for use with CCPM. Mac's has standardized CCPM estimating, reducing duration estimates by 50% and calculating a project buffer as 38% of the makespan reduction. Marty would like the PERT project buffer to be a 90% confidence buffer. Because he has little experience with project management in general, he would like you to calculate the metrics shown below. Note: Round all answers to 2 decimal places. If asked to enter a path, enter the task id's separated with hyphens (e.g. start-A-C-end). PERT Expected Makespan: CCPM schedule confidence (per PERT): PERT Promise Date: PERT Project Buffer Size: CCPM Promise Date: CCPM Adj Makespan: Task Predecessors | Optimistic | Most Likely | Pessimistic start 0 0 0 A 51.6 24.9 36 25.9 38.8 B 39.3 C 28.8 33.3 38.1 39.4 13.7 D E F G H I J K L end start start A A.B B A C E.G H D.F D I.J.K L 31 16.1 22.9 12.9 32.1 35 23.1 0 47.4 18,7 35.7 16.3 37.2 15.6 36.8 45.8 26.4 0 Pessimistic CCPM Point Estimate 0 37.34 39.32 35.9 62.1 70.2 46.6 55.8 46.3 55.3 37.4 78 29.4 0 54.74 41.94 41.01 33.73 42.75 33.39 37.57 61.15 28.08 0

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CCPM Pain CCPM pain is the inability of a project manager to effectively manage a project that is in the Critical Chain Project Management CCPM methodology This pain is often caused by several factors ... View the full answer