project team has started gathering information necessary to develop a project networkredecessor activities and activity time in days. The results of their meeting are found in the llowing table:

$\backslash$table$[[$Activity$,$Description,Duration,Predecessor$],[1,A,10,],[2,B,10,1],[3,C,8,1],[4,D,4,2,3],[5,E,7,4],[6,F,10,5],[7,G,6,6],[8,H,10,7],[9,$I,$15,7],[10,J,10,8,9],[11,K,5,10],[12,L,3,11]]$

Part A$.$ Create a network based on the above information. How long will the project take? What is the critical path?

Part B$.$ Upon further review the team recognizes that they missed three finish$-$to$-$start lags. Activity B will only involve $2$ days of work but it will take $8$ days for the parts to be delivered. Likewise, Activity $H$ will take $2$ days of work and $8$ days for delivery and Activity I needs $2$ days of work and $13$ days for delivery. Reconfigure the schedule by entering the three finish$-$to$-$start lags. What impact did these lags have on the original schedule? On the amount of work required to complete the project?

Part C$.$ Management is not happy with the schedule and wants the project completed as soon as possible. Unfortunately, they are not willing to approve additional resources. One team member pointed out that the network contained only finish$-$to$-$start relationships and that it might be possible to reduce project duration by creating startto$-$start lags. After much deliberation the team concluded that the following relationships could be converted into start$-$to$-$start lags: