ICh 3 Case Study Southwestern University (SWU). a large state college in Stephenville, Texas, 30 miles southwest of the Dallaleort Worth metroplex, enrolls close to 20.000 students. In a typical towngown relationship, the school is a dominant force in the small city. with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member of the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and longdesired numberone ranking. in 2012, SWU hired the legendary Phil Flamm as its head coach. One of Flamm's demands on joining SWU had been a new stadium. With attendance increasing. SWU administrators began to face the issue head-on. After 0 months of study, much political arm wrestling. and some serious nancial analysis, Dr. Joel Wisner. president of Southwestern University, had reached a decision to expand the capacity at its oncampus stadium. Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The inuential Flamm had argued the need for a rstclass stadium, one with builtin dormitory rooms for his players and a palatial ofce appropriate for the coach of a future NCAA champion team. But the decision was made. and everyone, including the coach. would learn to live with it. The job now was to get construction going immediately after the 2019 season ended. This would allow exactly 2T0 days until the 2020 season opening game. The contractor, Jefferson Construction. signed his contract. WJefferson looked at the tasks his engineers had outlined and looked President Wisner in the eye. "I guarantee the team will be able to take the eld on schedule next year.\" he said with a sense of condence. "I sure hope so," replied Wisner. \"The contract penalty of $10.000 per day for running late is nothing compared to what Coach Flamm will do to you if our opening game with Penn State is delayed or canceled." Jefferson, sweating slightly. did not need to respond. In footballcrazy Texas. Jefferson Construction would be mud it the 2T0day target was missed. Back in his ofce, Jefferson again reviewed the data (see the following table) and noted that optimistic time estimates can be used as crash times. He then gathered his supervisors. "Folks, if we're not T5% sure we'll nish this stadium in less than 2T0 days. I want this project crashed! Give me the cost gures for a target date of 250 daysalso for 240 days. I want to be early. notjust on timel' Time Estimates [Days] Activity Description Predecessorts} Optimistic Most Likely Pessimistic Crash CostlDay Bonding, insurance, tax structuring 20 30 40 $1 ,500 1 B Foundation. concrete footings for boxes A 20 65 80 3,500 O Upgrading skybox stadium seating A 50 60 100 4,000 D Upgrading walkways, stainivells, elevators C 30 50 100 1,900 E Interior wiring, lathes B 25 30 35 9,500 F Inspection approvals E 0.1 0.1 0.1 0 G Plumbing D. F 25 30 35 2,500 H Painting G 10 20 30 2,000 I HardwarelAClmetal workings H 20 25 60 2,000 J Tilelcarpetfwindows H 8 10 12 6,000 K Inspection J 0.1 0.1 0.1 0 L Final detail worklcleanup I, K 20 25 60 4,500 Answer the following questions here and show your detailed work (solution) below for each part starting next page. if you worked on a spreadsheet, copy it under each part of your solution. Once nished, create a pdlr tile, and upload it on Blackboard. Answer the questions on MyLab. Part 1: What is the length of the critical path as computed from the table? [Your answer here] Part 2: What is the standard deviation of the critical path? Part 3: What is the probability of completing the project in 2?0 days? Part 4: What is the cost of crashing to 250 days