The equivalent of a new crche is born every day at a Gauteng hospital. With more than 12,000 births in the mid-2000s in a hospital that was designed 40 years earlier for a capacity of 6,500 births a year, the newborn intensive care unit was stretched to the limit. Moreover, with continuing strong population growth in Johannesburg, the hospital was often full. It was clear that new facilities were needed. After much analysis, forecasting, and discussion, the management team decided to build a new 250-bed building across the street from the existing hospital. But the facility had to be built in accordance with the hospitals Guiding Principles and its uniqueness as a health center dedicated to the specialized needs of women and infants. Those Guiding Principles are: Family-centered focus, a healing environment where privacy and dignity are respected, sanctuary of caring that includes warm, serene surroundings with natural lighting, sincere and dedicated staff providing the highest quality care, and patient-centered flow and function. The vice president of business development, Nyameko Gawula, wanted a hospital that was designed by the people who understood the Guiding Principles, who knew most about the current system, and who were going to use the new system, namely, the doctors and nurses. Gawula and his staff spent 3 months discussing expansion needs with this group, as well as with patients and the community, before developing a proposal for the new facility. An administrative team created 35 user groups, which held over 60 planning meetings (lasting from 45 minutes to a whole day). They even created a Supreme Court to deal with conflicting views on the multifaceted issues facing the new hospital. Funding and regulatory issues added substantial complexity to this major expansion, and Gawula was very concerned that the project is executed on time and within budget. Grace Ndlamini, director of facility development, was given the task of onsite manager of the R200 million project, in addition to overseeing ongoing renovations, expansions, and other projects. The activities in the project for the new building at Charlotte Maxeke are shown in Table A. The activity durations is in weeks.

Activity	Optimist time	Most likely	Pessimistic time	Precedence activity(ies)
A- Proposal and review	1	2	3	-
B- Establish mater schedule	2	3	4	A
C- Architect selection process	1	2	3	A
D- Survey whole campus and its needs	2	4	6	A
E- Conceptual architects plan	1	4	7	C
F- Cost estimating	1	2	9	B, D, E
G- Deliver plans to board for consideration/decision	3	4	11	F
H- Surveys/ regulator review	1	2	3	F
I- Construction manager selection	3	6	8	F
J- State review of need for more hospital beds (certified of need)	2	4	4	G, I
K- Design drawings	1	2	3	J
L- Construction document	6	7	8	I, K
M- Site preparation/ demolish existing building	2	4	6	K
N- Construction start/ building pad	6	10	14	L,M
O- Relocate utilities	1	2	4	L
P- Deep foundations	3	6	9	N
Q- Building structure in place	10	11	12	P
R- Exterior skin/ roofing	14	16	20	Q
S- Interior buildout	2	8	10	Q
T- Building inspections	4	8	10	O, S
U- Occupancy	2	8	10	T

What is the slack of activity M? A. 0 B. 3 C. 8 D. 5 E. None of the above