Rob Smith is managing a small project at Boston University. He is under pressure to shorten the
Question:
Rob Smith is managing a small project at Boston University. He is under pressure to shorten the overall duration of the project by 4 weeks and he wants to do so at the lowest cost possible. In order to meet this objective a number of activities must be crashed.
Activity | Normal Time (weeks) | Crashed Time (weeks) | Normal Cost | Crashed Cost | Predecessor(s) |
---|---|---|---|---|---|
A | 5 | 3 | $800 | $1,600 | - |
B | 6 | 5 | $350 | $500 | - |
C | 6 | 5 | $450 | $525 | - |
D | 3 | 2 | $750 | $950 | A |
E | 5 | 3 | $1,350 | $2,250 | C |
F | 6 | 3 | $600 | $1,500 | B |
What is the duration of the project (in weeks)?
What is the target duration of the project (after crashing the project)?
By how many weeks should activity A be crashed?
By how many weeks should activity B be crashed?
By how many weeks should activity C be crashed?
By how many weeks should activity D be crashed?
By how many weeks should activity E be crashed?
By how many weeks should activity F be crashed?
What is the total cost of crashing the project 4 weeks (just the additional cost, not total project cost)? (Display your answer to two decimal places.)
Managing Business Process Flows Principles of Operations Management
ISBN: 978-0136036371
3rd edition
Authors: Ravi Anupindi, Sunil Chopra, Sudhakar Deshmukh, Jan Van Mieg