. Project Scheduling (PERT). Consider the following PERT time estimates (given in weeks) and corresponding project network. Activity Optimistic Estimate (a) Most Likely Pessimistic Estimate (m) | Estimate (b) 02 _ 3 - [ . 36 E 2 3 2 G 6 8 H912 4 9 4 5 10 14 5.33 4.00 2.83 6.00 3.00 3.83 8.00 11.83 4.33 12.33 14.17 5.17 1.00 1.00 0.25 1.00 0.11 0.25 0.44 0.69 0.44 0.44 1.36 0.25 11 12 15 18 K | 11 | 14 L 14 15 7 GB) x H12) G(8) H(12) L(5) B(4) 7 A(S) 2 (3) 3 () 10K (14) 11] C(3) \ D(6) J(12) 1(12) 5- F(A) * @ Fla) F(4) Which path(s) is critical (use most likely times)? (7 pts) Scale document up What is the probability that the number of weeks required to complete the project is at least 45 weeks? (4 pts) Suppose 3 more weeks are required to complete activity H. How much of a delay in the total time required to complete the project will it result? (3 pts) Suppose overhead cost of the project is $300/day. (6 pts) You can crash (reduce the duration of activity K by one day, paying $200. Should you do it? (explain your answer) You can crash (reduce) the duration of activity K by two days, paying $200/day. Should you do it? (explain your answer)