Crashing the project to different durations 1.a. Calculate Task Predecessor Normal time Normal cost ($) Crash time (days Crash cost/day Number of days the ( days ) Crash cost task can be crashed Normal duration of the project --> egend Critical path - ES SL ID EF LS DUR LF B 6 G E. F.D 1.b. Total cost of the project at its normal duration --> A C 2. Project crashed to 18 days 2.a. Tasks crashed and days they were crashed --> 2.b. Total cost of the project at 18 days duration -> D 3. Project crashed to 17 days 3.a. Tasks crashed and days they were crashed --> 3.b. Total cost of the project at 17 days duration --> Expediting the project to its minimum duration Pat Duration it can be crashed to Need to be fully crashed?/ how many days? Legend ABE ES SL EF ACF AD LS DUR LF B Fastest duration of the project - Total cost of the project at its min. duration -- A C Calculating total cost 31 Direct cost Duration (cost calculated in parts 1 to 3 of Overhead cost TOTAL COST Normal duration $40 $350 D $300 10 Min Duration $250 Optimal duration of the project --> Project Cost 12 13 15 17 Direct cost Overheadcost TOTAL COST (cost calculated in parts 1 to 3of this exercise)Problem 2 (20pts) Management requires the analysis of project status on weeks 4 and 6. Prepare a status report for both periods (week 4 and week 6) by calculating cost and schedule variances, CPI, SPI and the CR. Then, forecast the estimated final budget ETC and EAC for the project. a. What can you say about the health of the project at week 4? b. What can you say about project forecasting (EAC) in comparison with BAC (Budget at Completion) when calculated for week 4 ? 2. a. What can you say about the health of the project at week 6? b. What can you say about project forecasting (EAC) in comparison with Task Dorato Predecess n or Budget SHCEDULE BASELINE Task 8 4000 3200 800 A.B 1800 2800 CD.E 4000 1. Project status at week 4 Task Budget Actual %Comple PV Week 4 Week 4 Week 4 EV Week 4 4000 3000 30% 3200 1800 4800 0% 1800 2800 4000 Total Efficiency Forecast a. Conclusion. Health of the project (Elaborate. do you need to intervene?) ETC= ETC = (BAC-EV)/CPI EAC = EAC = AC+ETC CPI SPI b. Conclusion. What can you say about project CR forecasting (EAC] in comparison with BAC 2. Project status at week 6 Task Budget Actual %Comple Week 6 PV Week 6 EV Week 6 Week 6 40UU 3500 100% 3200 2400 4800 2400 75% 1800 0 0% 4800 1000 50% Tim 4000 Total Efficiency Forecast a. Conclusion. Health of the project (Elaborate. do you need to intervene?) SV ETC=[ EAC = SPI b. Conclusion. What can you say about project CR forecasting [EAC] in comparison with BACStudent name: Predecess Optimistic Task Normal time (m) Pessimistic TE Variance 99% CL Variance 95% CL Problem 3 (20pts) time (a) time (b) A Given the project on the right. 1. a. Draw the network and find the critical path and total normal duration of the project. (Do not need to show or attach the network for this I W 5 N W U U N N U. problem) NHUNHANNI - IO T MO E,F b. Calculate the time expected for each activity. D 14 c. Calculate the variance at 99% and 95% confidence levels for H each activity. G, I 8 2. Calculate the probability of completing the project in 30 days with a 99%CL. 99%CL 99%CL Project Critical path D = D = 3. Calculte the probability of completing the project in 35 days with 99%CL. (H) Critical Path TE = (H) Critical Path TE = Project Norm. Duration Critical Path Variance = Critical Path Variance = 4. Calculate the probability of completing the project in 29 days with a STD (0) = STD (0) = 95% CL. 5. Calculate the probability of completing the project in 35 days with 95% P ( T