Here are some YouTube links that would be helpful to you when answering the questions. The notes are below. Please draw the network activity for this question https://youtu.be/bobDz_Bh3tI https://youtu.be/NDa-Fq5jeuM https://youtu.be/4oDLMs11Exs https://youtu.be/ErsolVw9UKE https://youtu.be/jmCc5VIMOro https://youtu.be/GRlXRYok3oQ

Project scheduling is facilitated by the following techniques: 1. Programme Evaluation and Review Technique (PERT) 2. The Critical Path Method These two techniques use a construction of networks and quantitative analysis to plan, schedule, monitor and control large and complex projects. These network techniques provides answers to questions such as: 1. When will the entire project be completed? 2. What are the critical activities or tasks in the project? L.e. what are those tasks that will delay the entire project if they are delayed. 3. What are the non-critical activities 4. What is the probability that the project will be completed by a specific date? 5. At any particular date, is the project on schedule, behind schedule or ahead of schedule? 6. At any given date, is the money spent equal to, less than or greater than the budgeted amount? 7. Are there enough resources available to finish the project on time? 8. If the project is to be finished in a shorter amount of time , what is the best way to accomplish this at the least cost (Crashing etc.)CALCULATING THE EXPECTED TIME OF A PROJECT When planning a project time, estimates are made based on the expected duration of each activity in the project. Estimates of time normally comprise the following: A. Optimistic time (a) - this is normally the shortest possible time to complete a project assuming all goes well. B. Pessimistic time (b) - this time estimate includes the possibility of several delays and therefore represents the largest time an activity should take. C. Most Probable time (m) - the length of time the activity should take under normal circumstances. The expected time (t) of an activity is calculated as follows: a + 4m + b t = 6 Where:t = expected time m = most probably time a = optimistic time b = pessimistic timeCONCURRENT AND CONSECUTIVE ACTIVITIES Concurrent activities refer to activities that can take place at the same time. Consecutive activities refer to activities that have a relationship where one must be completed before the other activity is started. Eg, washing hands after handling dirty equipment. An activity which must take place before the other activity starts is called a predecessor. Example. Activity Description Immediate Time (Days) Predecessor Optimistic |Most probable Pessimistic A Build internal components 1 2 3 B Modify roof and floor 2 4 C Construct collection stock A 1 2 3 D Pour concrete and install frame B 2 4 6 E Build high temperature burner C 1 7 F Install Control System C 2 9 G Install Air Pollution Device DE 3 11 H Inspect and Test F.G 1 2 3 Required: a. Calculate the expected time for each activity b. Construct the network diagram c. Calculate the start and finish time for each activity d. Determine the expected ratio for the projecte. Calculate the slack for each activity f. Determine the Critical Path OTHER TERMINOLOGIES Earliest Start (ES) - refers to the earliest time an activity can begin, all predecessors completed. (This takes the largest EF of immediate predecessor) Earliest Finish (EF) - Earliest time an activity can finish. Calculated using the formula ES + t Late Start (LS) - the latest time an activity can start without delaying the entire project. Calculated using LF - t. Late Finish (LF) - the latest time an activity can finish without delaying the entire project. (Smallest late start of the following activity) The ES and EF are calculated using the Forward Pass The LS and LF are calculated using the Backward PassCritical Path This gives the shortest time in which the whole project can be completed. It is the chain of activities with the longest duration times. The expected duration of a project is therefore the total time for the critical path. Calculating the Variance and standard deviation To calculate the variance of a project you calculate the variance of the individual activities along the critical path using the following formula. Variance (o)2 = (Pessimistic time-optimistic time 2 - (b - a 2 6 The Standard Deviation is the root of the sum of the variances O = Calculating the z - score x - LL Z= Where: x = duration of the project u = mean time of project (Total time of critical path)Use the notes below to answer the above questionsQuestion 2 The activities required to service a car at a dealer can be viewed as a mini-project summarised in the following table: Table 1: Activity Times and Predecessors Minutes Required Activity Description Predecessor Optimistic Most Likely Pessimistic Activity a m b Drain Oil 3.5 Replace Filter A 2 Refill Oil B, E 2.5 NNNN-N AVAAWU D Check Tyres E Wash Windows D F Fill Fluids E Final Test C, F 0.5 1.5 The variability in times required to perform each activity is due to the different types, sizes and conditions of the cars to be serviced. Round off times to two decimal places where fractional. A. Draw the activity network for this problem (either AON or AOA) B. Determine the Expected Time and Variance for each activity. C. Show the activity schedule (ES, EF, LS, and LF). D. Based on your workings in (C.) above, determine the critical path for this project. E. What are the expected time and the variance of the project? F. Calculate the probability that the project will be finished within 10 minutes. G. A project manager will use the "Work-Break-Down Structure" to identify the activities needed to complete the project. Explain what is meant by the "Work Break-Down Structure"