Project Crashing Assignment:

Complete problems 2.18 and 2.19 in the Ch. 2 Exercises section of the textbook on p.79. Include a network diagram, with the Critical Path highlighted as part of your submission for each problem. I suggest using MS Visio to create them.

(Beginning with the second paragraph of p. 69 of the text, the authors go step by step through an example like what you are to for 2.18 and 2.19.)

Note that #18 shows that activity C can't be crashed at all by showing the crash time and cost to be the same as the normal time and cost.

However, #19 shows that activity E can't be crashed at all by showing the crash time and cost to be "-",

I don't know why the text did this, but they mean the same thing. Maybe it was just to show two different accepted ways of indicating an activity can't be crashed.

attempting to identify the critical path at the beginning of (c) Create a graph showing the time-cost trade-off. Based the project when activity times are uncertain? on the graph, how much would you recommend the project be crashed? 2.17 Referring to Exercise 2.6, find the distribution of the project completion time using simulation and assuming the activity 2.19 Given the following project (all times are in days): times are triangularly distributed. How is having the distribution of project completions times useful to a project manager? What is the probability the project can be completed between 65 and 70 weeks? 2.18 Given the following project (all times are in days): (a) How much will it cost to complete the project at a normal pace? (a) How much will it cost to complete the project at a (b) What is the shortest amount of time the project can normal pace? be completed in? What is the cost of completing the (b) What is the shortest amount of time the project can project in the shortest amount of time? be completed in? What is the cost of completing the (c) Create a graph showing the time-cost trade-off. Based project in the shortest amount of time? on the graph, how much would you recommend the project be crashed? BIBLIOGRAPHY Englund, R. L., and R. J. Graham. "From Experience: Linking Projects to Project Management Institute. A Guide to the Project Management Body of Strategy." Journal of Product Innovation Management, 16(1) (1999): Knowledge, 6 th ed. Newtown Square, PA: Project Management Insti5264. tute, 2017. Goldratt, E. M. Critical Chain. Great Barrington, MA: North River Schupak, A. "Migratory Patterns." PM Network (February 2014): 5459. Press, 1997. Schupak, A., and T. Stains. "Consolidated Effort." PM Network (May Meredith, J. R., S. M. Shafer, and S. J. Mantel, Jr. Project Management 2014): 60-67. in Practice, 6th ed. New York: Wiley, 2017. Schur, M. "Waste Makes Haste." PM Network, 31 (November 2017): 3035. Meredith, J. R., S. M. Shafer, and S. J. Mantel, Jr. Project Management: Thamhain, H. J., and D. L. Wilemon. "Conflict Management in Project A Strategic Managerial Approach, 10th ed. New York: Wiley, 2018. Life Cycles." Sloan Management Review (Summer 1975): 31-50. Meredith, J. R., and O. Zwikael. "Achieving Strategic Benefits from Pro- Wheelwright, S. C., and K. B. Clark. "Creating Project Plans to Focus Prodject Investments." Business Horizons (forthooming). uct Development." Harvard Business Review (March-April 1992): 214. Morgan, M., R. E. Levitt, and W. Malek. Executing Your Strategy: How to Zwikael, O., and J. R. Meredith. "The Responsibilities of the Project Break It Down and Get It Done. Boston, MA: Harvard Business School Owner in Benefits Realization." Intemational Joumal of Operations Press, 2007. and Production Management (forthcoming)