Part $2$ Remember the old saying, "A project plan is not a schedule until resources are committed." This exercise illustrates this sometime subtle, but important point. A$2\mathrm{.}2.$ Prepare a memo that addresses the following questions: Activity Need survey Set product specs Shelf life report Nutrition report Select fruit suppliers Equipment rehab Production trials Quality trials Quality metrics Quality training Market testing Package design Select distributors Complete FDA certification Register trademark Prepare product launch Resources MRKT $(500\backslash \%)$ RAD $(400\backslash \%),$ MRKT

$(200\%)$

R$\backslash$&D $(300\backslash \%)$

R&D$(300\%)$

PURCH

$(100\%)$

ENG

$(1,000\%)$

$,$ PROD

$(2,000\%)$

PROD $(1,500\backslash \%),$ PURCH $(100\backslash \%),$ ENG

$(1,000\%)$

QUAL $(300\backslash \%),$ PROD $(500\backslash \%)$ QUAL $(300\backslash \%),$ PROD $(100\backslash \%)$ QUAL $(300\backslash \%),$ PROD $(1,500\backslash \%)$ MRKT $(500\backslash \%)$ DESIGN $(300\backslash \%),$ MRKT $($

$100\%)$

MRKT $(500\backslash \%)$ LEGAL $(300\backslash \%)$ LEGAL $(300\backslash \%)$ QUAL $(300\backslash \%),$ PURCH $(200\backslash \%),$ PROD $(1,500\backslash \%),$ MRKT $(500\backslash \%),$ ENG $(500\backslash \%),$ R$\backslash$&D $(100\backslash \%)$ Which if any of the resources are overallocated? $2.$ Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens? $3.$ What is the impact of leveling within slack on the sensitivity of the network? Include a Gantt chart with the schedule table after leveling within slack. $4.$ Assume the project is resource constrained and resolve any overallocation problems by leveling outside of slack. What happens? Include a Gantt chart with the schedule table after leveling outside of slack. Note: No splitting of activities is allowed. Note: No partial assignments $($e$.$g$.,50$ percent$).$ All resources must be assigned $100$ percent.