Q.No. 1 Max Marks 13 Mini Case Problem: R. C. Coleman distributes a variety of food products that are sold through grocery store and supermarket outlets. The company receives orders directly from the individual outlets, with a typical order requesting the delivery of several cases of anywhere from 20 to 50 different products. Under the companys current warehouse operation, warehouse clerks dispatch order-picking personnel to fill each order and have the goods moved to the warehouse shipping area. Because of the high labor costs and relatively low productivity of hand order picking, management has decided to automate the warehouse operation by installing a computer-controlled order-picking system along with a conveyor system for moving goods from storage to the warehouse shipping area. R. C. Colemans director of material management has been named the project manager in charge of the automated warehouse system. After consulting with members of the engineering staff and warehouse management personnel, the director compiled a list of activities associated with the project. The optimistic, most probable, and pessimistic times (in weeks) have also been provided for each activity. The data regarding a project is given below.

Activity Predecessors Time in weeks Optimistic Most probable Pessimistic A - 3 3 3 B - 1 4 7 C - 6 7 8 D B 3 5 7 E A 3 6 9 F A 6 9 12 G B 4 6 8 H C,D 2 4 6 I C,D 3 5 7 J E 2 3 4 K F,G,H 5 8 11 L F,G,H 3 5 7 M I 4 6 8 N J,K 3 5 7 Managerial Report Develop a report that presents a. Expected time and variance of each activity. (Marks-3) b. Project network. (Marks-3) c. Critical path and expected project completion time for the warehouse expansion project. (Marks-2) d. The activity schedule. (Marks-2) e. If management wants a 0.99 probability of completing the project on time, how far ahead of the scheduled meeting date should he begin working on the project? (Marks-3)