TIME (WEEKS) COST (S) ACTIVITY DESCRIPTION PREDECESSOR(S) NORMAL CRASH NORMAL CRASH 3970 7 4 3100 B 3 3 1500 1500 Finalize site and building contracts Select local promoter Hire production manager Design promotional Website Set TV deal 3 2 2000 2550 5 3 2500 2200 3080 2500 E D 5 4 F He director E 4 3 900 1600 3500 G Plan for TV camera placement 2 2 3500 H 4 2 4540 Target headine entertainers Target support anteriors Travel accommodations for talent 3000 2800 1 H 4 2900 . 10 7 2140 1000 2300 K 2 2300 DK 3 2 1200 2200 2500 1470 2400 M N 6 4 3420 GR 5 5 3000 3000 Set vone capacity Thomarcar One toketing sound and aging Passenger Travel accommodations for Mere sponsor coordinator Fale sponsors Definice snage for sponsor He operations Manager Develop site plan B 20 17 3000 5100 3880 4 3 3200 4 2 1300 5 2360 2200 REX 3 2200 2700 T A 4 4 2700 T 6 3 2430 1200 3200 T 7 4 56.30 V 4 2 1300 2160 w X U 8 7 2200 2800 the police security plan Power, plumbing, AC, tot i Secure merchandise de Online marchandises 2000 2000 z Y . 3 700 1690 At the Hard Rock Cafe, like many organizations, project management is a key planning tool. With Hard Rock's constant growth in hotels and cafes, remodeling of existing cafes, scheduling for Hard Rock Live concert and event venues, and planning the annual Rockfest, managers rely on project management techniques and software to maintain schedule and budget performance. Tomasso is in charge of the Rockfest event, which is attended by well over 100.000 enthusiastic fans. The challenge is pulling it off within a tight 9-month planning horizon. As the event approaches, Tomasso devotes greater energy to its activities. For the first 3 months, Tomasso updates his Microsoft Project charts monthly. Then at the 6-month mark, he updates his progress weekly. At the 9-month mark, he checks and corrects his schedule twice a week. Early in the project management process, Tomasso identifies 10 major tasks (called level-2 activities in a work breakdown structure, or WBS): talent booking, ticketing, marketing/PR, online promotion, television, show production, travel, sponsorships, operations, and merchandising. Using a WBS, each of these is further divided into a series of subtasks. Table below identifies 26 of the major activities and sub-activities, their immediate predecessors, normal time and crash time, and normal cost and crash cost estimates. The day of the rock concert itself is not the end of the project planning. "It's nothing but surprises. A band not being able to get to the venue because of traffic jams is a surprise, but an anticipated' surprise. We had a helicopter on stand-by ready to fly the band in," says Tomasso. On completion of Rockfest in July, Tomasso and his team have a 3-month reprieve before starting the project planning process again. Questions 1. Draw AON network using software tool (PowerPoint or Excel) (25 points). Questions 1. Draw AON network using software tool (PowerPoint or Excel) (25 points). 2. Perform CPM analysis by identifying ES, EF, LS, LF, Slack time, and whether critical, for each activity. (25 points) 3. What is the critical path? How long does the project take? (10 points) 4. Which activities have a slack time of 8 weeks or more? (10 points) 5. To shorten the project time to by 4 weeks, which activity or activities should be crashed to minimize the increased cost? What is the new project duration after crashing? What is the increased cost? What is the critical path(s) now? (20 points) 6. To further shorten the project time by 1 week, which activity or activities should be crashed such that the increased cost is minimal? What is the new project duration after crashing? What is the additional cost? (10 points)