Complete problem number 6 on page 189. BCN-2721C

parent to the project manager, and then be modified to track the itation unless the matter is explained can ca Points and Questions Key beforehand. The ordering of reinforcing steel, girders, and steel pilings, however, still must be done at the earliest possible moment. The schedule can be shortened in a number of ways. Some are with- out cost, but most require additional money. There are both practical and theoretical limits to the extent to which agement system must be able to recognize changes, make them ap- ontractor often a project can be shortened. Since projects are dynamic and continually changing, the time man- adjusted schedule. 1. What are some of the reasons schedules need to be shortened? 2. A common project manager responsibility is to estimate the cost of shortening activities. A project manager should have a checklist of those things that typically cost money when an activity must be short- ened. Create such a checklist. 3. Explain the effect on project indirect costs when a job is lengthened and when it is shortened. 4. In the real world, a limited number of days can be taken out of the schedule before it becomes impractical to try to shorten the schedule further. Though it is impractical to take the exercise to the theoretical limit of shortening, there is a theoretical limit that prevents any fur- ther shortening of the project. What defines this theoretical limit, and what conditions exist in the schedule when this limit is reached? 5. Why is it important to retain successive schedule updates throughout the project? 6. For the following simple seven-activity project, develop a precedence network, calculate all relevant characteristics of each activity (ES, EF, LS, LF, TF), and the project duration. Then go through a repetitive process to expedite the project on a least-cost basis until the project is crashed. The solution should include the precedence diagram and calculations for each activity, and then the cyclical calculation to shorten the project activity by activity in a least-cost manner. What is the total cost of the crashed project? Why is this less than the sum of 7 Managing Time the crashed costs for the seven activities? Normal Duration Crash Duration Normal Cost Relationships Crash Cost Activity 3 2 B A: FS 4 3 B: FS 3 1 $3,150 $4,250 $7,000 $6,500 D A: FS $3,000 $4,000 $6,500 $6,000 $3,500 $2,200 $3,900 4 E D: FS 4 2 F A: FS 5 2 $3,900 $2,725 $5,000 G C, E, F: FS 6 4