Worksheet Most Optimistic Likely time time Immediate predecessors Pessimistic time Activity 2 B D E F 4 5 6 7 8 9 Southwestern University Stadium Construction After six months of study, much politicat arm wrestling, and some serious financial analysis. Dr. Martin Starr, president of Southwestern University, had reached a decision. To the delight of its students and to the disappointment of its Description athletic boosters, SWU would not be relocating to a new football site but would expand the capacity at its on-cam pus stadium. 1 Bonding, insurance, tax structuring Adding 21,000 seats, including dozens of luxury skyboxes, would not please Foundation, concrete footings for boxes 3 everyone. The influential football coach, Billy Bob Taylor, had long argued the Upgrading skyboxes, stadium seating need for a first-class stadium, one with built-in dormitory rooms for his players Upgrading walkways, stairwells, elevators and a palatial office appropriate for the coach of a future NCAA champion team. Interior wiring, lathes But the decision was made, and everyone, including the coach, would learn to Inspection approvals Plumbing live with it Painting The job now was to get construction going immediately after the current season Hardware/air cond/metal workings ended. This would allow exactly 270 days until the upcoming season opening 10 Tile/carpeting/windows game. The contractor, Hill Construction (Bob Hill being an alumnus, of course), 11 Inspection signed the contract. Bob Hill looked at the tasks his engineers had outlined and 12 Final detail work/cleanup looked President Starr in the eye. "I guarantee the team will be able to take the field on schedule next year," he said with a sense of confidence. "I sure hope so," replied Starr. "The contract penalty of $10,000 per day for running late is nothing compared to what Coach Billy Bob Taylor will do to you if our opening game with Penn State is delayed or cancelled." Hill, sweating slightly, did not respond. In football-crazy Texas, Hill Construction's name would be mud if the 270-day target were missed. Back in his office. Hill again reviewed the data. He then gathered his foremen. "People, if we're not 75% sure we'll finish this stadium in less than 270 days. I want this project crashed! Give me the cost figures for a target date of 250 days-also for 240 days. I want to be early, not juston time!" A . B E D.E G H H J I.K 20 20 50 30 25 1 25 10 20 8 1 20 30 65 60 50 30 1 30 20 25 10 1 25 40 80 100 100 35 1 35 30 60 12 1 60 H I T J K L L Instructions: Using the worksheet on the right, apply (copy and paste) its numerical contents into the OM/QM tool to determine: (a) the earliest start, earliest finish, latest start, latest finish, slack and variance of each activity (b) the critical path (c) the expected completion time of the entire project (use earliest or latest finish time for Activity L) (d) the probability that the project will complete in 270 days (e) the least dollar cost of crashing an activity on the critical path to reduce the time to 250 days (assume a normal distribution and use a normal table). State which activity you would crash