The CyClon project team has started gathering the information necessary to develop a project network-predecessor activities and activity time in days. The results of their meeting are found in the following table: Part A. Draw the project network. Compute the early, late, and slack times for each activity. Part B. Upon further review the team recognize that they missed three finish-to-start lags. Procure prototype parts will involve only 5 days of work but it will take 6 days for the parts to be delivered. Likewise, Order stock components will take 3 days of work and 4 days for delivery and Order custom components will take 2 days of work and 4 days for delivery. Reconfigure the CyClon schedule by entering the three finish-to-start lags. What impact did these lags have on the original schedule? | What impact did these lags have on the amount of work required to complete the project? Part C. Management is not happy with the schedule and wants the project completed as soon as possible. Unfortunately, they are not willing to approve additional resources. One team member pointed out that the network contained only finish-to-start relationships and that it might be possible to reduce project duration by creating start-to-start lags. After much deliberation the team concluded that the following relationships could be converted into start-to-start lags: - Procure prototype parts could start 8 days after the start of Design. - Fabricate parts could start 7 days after the start of Design. - Laboratory test could begin 3 day(s) after the start of Assemble prototype. - Field test could start 5 days after the start of Laboratory test. - Adjust design could begin 7 days after the start of Field test. - Order stock and Order custom components could begin 5 days and 5 days, respectively, after Adjust design. - Test unit could begin 9 days after the start of Assemble test production unit. - Document results could start 3 days after the start of Test unit. Reconfigure the CyClon schedule by entering all nine start-to-start lags. The CyClon project team has started gathering the information necessary to develop a project network-predecessor activities and activity time in days. The results of their meeting are found in the following table: Part A. Draw the project network. Compute the early, late, and slack times for each activity. Part B. Upon further review the team recognize that they missed three finish-to-start lags. Procure prototype parts will involve only 5 days of work but it will take 6 days for the parts to be delivered. Likewise, Order stock components will take 3 days of work and 4 days for delivery and Order custom components will take 2 days of work and 4 days for delivery. Reconfigure the CyClon schedule by entering the three finish-to-start lags. What impact did these lags have on the original schedule? | What impact did these lags have on the amount of work required to complete the project? Part C. Management is not happy with the schedule and wants the project completed as soon as possible. Unfortunately, they are not willing to approve additional resources. One team member pointed out that the network contained only finish-to-start relationships and that it might be possible to reduce project duration by creating start-to-start lags. After much deliberation the team concluded that the following relationships could be converted into start-to-start lags: - Procure prototype parts could start 8 days after the start of Design. - Fabricate parts could start 7 days after the start of Design. - Laboratory test could begin 3 day(s) after the start of Assemble prototype. - Field test could start 5 days after the start of Laboratory test. - Adjust design could begin 7 days after the start of Field test. - Order stock and Order custom components could begin 5 days and 5 days, respectively, after Adjust design. - Test unit could begin 9 days after the start of Assemble test production unit. - Document results could start 3 days after the start of Test unit. Reconfigure the CyClon schedule by entering all nine start-to-start lags