S Activity | Immediate Optimistic Most Likely Pessimistic Predecessor Time (Days) Time (Days) Time (Days) 6 B ------- 2 5 | 14 A 4 8 12 D B, C 5 7 9 (a) Calculate Expected Time and Variance for the activities indicated and complete the table above. a + 4m + b o2 = [(-a)/6] On a separate sheet of paper, calculate the values oft (Expected Time) and sigma squared (Variance) and then fill up the table below: Activity | Immediate Optimistic Most Likely Pessimistic Expected Variance Predecessor Time (Days) Time (Days) Time (Days) Time I 8 B ----- 2 5 A 4 8 12 BC 5 D (6) Draw the Precedence Diagram for the above project complete with ES, EF, LS, and LF. Draw the Precedence Diagram (Network) on a separate sheet of paper and then fill up the table below: Activity Immediate Expected ES Predecessor Time EF LS LF Slack Critical Path? LA DB.C (c) Compute the Critical Path and calculate the Project Completion Time. (d) What is the probability that the project will be completed by 22 days? = E[(-a)/6) z-T-E(T) Crash Immediate Normal Normal Crash Predecessor Time (Days) Cost ($) Time (Days) Cost ($) - 10 5,000 8 6,000 B A 8 4,000 8 4,000 12 6,000 10 10,000 DB 3,000 6 3,000 (a) Draw the Precedence Diagram for the above project on a separate sheet of paper and then fill the following table: Immediate Normal ES Predecessor Time Immediate EF LS LF Slack Activity Critical Path? B B (6) What is the Critical Path? (c) What is the Project Completion Time under normal schedule? (d) If the total project time has to be crashed by TWO days, which activity will you choose and what is the extra cost