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    Tut-6-Project Management-Solution

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    antarctica809
    This document discusses a project management case study involving building a new automated bakery. It provides the activities, normal and crash times, and expediting costs required to complete the project. Key details include: - The critical path is A-B-D-G with a normal completion time of 25 weeks. - To reduce the project time by 3 weeks, activities A, B, D and G would be expedited in a step-wise manner, with a linear calculation of expediting costs per week of shortened time. This results in a new completion time of 22 weeks.

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    Tut-6-Project Management-Solution

    Uploaded by

    antarctica809
    47 views6 pages
    This document discusses a project management case study involving building a new automated bakery. It provides the activities, normal and crash times, and expediting costs required to complete the project. Key details include: - The critical path is A-B-D-G with a normal completion time of 25 weeks. - To reduce the project time by 3 weeks, activities A, B, D and G would be expedited in a step-wise manner, with a linear calculation of expediting costs per week of shortened time. This results in a new completion time of 22 weeks.

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    Tut-6-Project Management-solution

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    This document discusses a project management case study involving building a new automated bakery. It provides the activities, normal and crash times, and expediting costs required to complete the project. Key details include: - The critical path is A-B-D-G with a normal completion time of 25 weeks. - To reduce the project time by 3 weeks, activities A, B, D and G would be expedited in a step-wise manner, with a linear calculation of expediting costs per week of shortened time. This results in a new completion time of 22 weeks.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    47 views6 pages

    Tut-6-Project Management-Solution

    Uploaded by

    antarctica809
    This document discusses a project management case study involving building a new automated bakery. It provides the activities, normal and crash times, and expediting costs required to complete the project. Key details include: - The critical path is A-B-D-G with a normal completion time of 25 weeks. - To reduce the project time by 3 weeks, activities A, B, D and G would be expedited in a step-wise manner, with a linear calculation of expediting costs per week of shortened time. This results in a new completion time of 22 weeks.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 6

    LGT2106/LGT2B02 Principles of Operations Management

    Tutorial 6: Project Management

    1. The R&D department is planning to bid on a large project for the development of a
    new communication system for commercial planes. The table below shows the project
    to be scheduled using CPM.

    Activity Immediate Predecessor Time (Weeks)


    A None 1
    B A 4
    C A 3
    D B 2
    E C,D 5
    F D 2
    G F 2
    H E,G 3

    a. Draw the network diagram.


    b. What is the critical path?
    c. How many weeks will it take to complete the project?
    d. Which activities have slack, and how much?

    a. See above.
    b. A-B-D-E-H
    c. 15 weeks, 1+4+2+5+3.
    d. C: 3 weeks; F: 1 week; and G: 1 week.

    Page 1 of 6
    2. A project is broken down into the following 9 activities:

    Activity Immediate Predecessor Time (days)


    A None 3
    B A 2
    C A 4
    D A 4
    E B 6
    F C,D 6
    G D,F 2
    H D 3
    I E,G,H 3

    a. Draw the network diagram.


    b. What is the critical path? 可以有多个
    c. Suppose you want to shorten the completion time as much as possible, and you
    have the option of shortening any or all of C, D, E and I each two days. Which
    would you shorten?
    d. What is the new critical path and earliest completion time?

    a. See above. Note that G has both D and F as immediate predecessors. However, D
    is redundant because F has D as an immediate predecessor (D→G is not needed).
    b. A-C-F-G-I and A-D-F-G-I.
    c. E is not on a critical path and has slack of 4; therefore, do not shorten E as it will
    not change the project completion time. Shorten C, D, and I two days each. C and
    D are on parallel critical paths, reducing them will only reduce project completion
    time by 2 days. Below is an illustration. Shorten C&D first then I. The sequence
    of shortening does not affect Part d answer.从后往前 1 天 1 天 shorten
    process
    Activity Shortened day I I C&D C&D
    ABEI 14 13 12 12 12
    ACFGI 18 17 16 15 14
    ADFGI 18 17 16 15 14
    ADHI 13 12 11 10 9
    d. A-C-F-G-I and A-D-F-G-I. Project completion time is reduced from 18 to 14 days

    Page 2 of 6
    3. Daily Bakery is building a new automated bakery in Tai Po. The following table
    contains the activities that need to be completed to build the bakery and install the
    equipment.

    Activity Immediate Normal Time Crash Time Expediting


    Predecessor Cost/Week
    A None 9 63 $3,000
    B A 8 5 32 有 slack $3,500
    C A 15 10 5 $4,000
    D B,C 5 3 2 有 slack $2,000
    E C 9 45 $2,500
    F D,E 2 11 $5,000

    a. Draw the network diagram.


    b. What is the normal project length?列出所有 path
    c. What is the project length if all activities are crashed to their minimum?
    d. Daily Bakery loses $3,500 in profit per week for every week the bakery is not
    completed. How many weeks will the project take if we are willing to pay
    crashing cost as long as it is less than $3,500/week?

    9 17 24 29

    B (8) D (5)

    0 9 20 28 28 33
    33 35

    A (9)
    F (2)
    0 9
    9 24 24 33 33 35

    C (15) E (9 )

    9 24 24 33

    a. See above.
    b. See the table below.
    c. See the table below.

    Path Normal Length Crashed Length


    ABDF 24 15
    ACDF 31 20
    ACEF 35 21

    Page 3 of 6
    6 11 16 19

    B (5) D (3)

    0 6 12 17 17 20
    20 21

    A (6)
    F (1)
    0 6
    6 16 16 20 20 21

    C (10) E (4 )

    6 16 16 20

    （crash time network）

    d. See the table below.

    Activity Crashed E E E E A A A C
    LENGTH
    ABDF - 24 24 24 24 24 23 22 21 21
    ACDF - 31 31 31 31 31 30 29 28 27
    ACEF - 35 34 33 32 31 30 29 28 27
    Crash cost 2500 2500 2500 2500 3000 3000 3000 4000
    Cumulative Cost 2500 5000 7500 10000 13000 16000 19000 23000

    Page 4 of 6
    4. Assume the network and data that follow:

    Activity Immediate Normal Time Normal Cost Crash Time Crash Cost
    Predecessor
    A None 5 $7000 32 $13000
    B A 10 12000 73 18000
    C A 8 5000 7 7000
    D B 6 4000 51 5000
    E C 7 3000 6 6000
    F C 4 6000 3 7000
    G D,E,F 4 7000 31 9000

    a. Draw the network diagram.


    b. Determine the critical path and the early completion time in weeks for the project.
    c. For the data shown, reduce the project completion time by three weeks. Assume a
    linear cost per week shortened, and show, step by step, how you arrived at your
    schedule.

    a.

    b. Critical path: A-B-D-G (25 weeks)


    c.

    Page 5 of 6
    Activity Normal Normal Cost Crash Time Crash Cost NT-CT Cost/week
    Time (NT) (NC) (CT) (CC) to expedite
    A 5 $7,000 3 $13,000 2 $3,000
    B 10 12,000 7 18,000 3 2,000
    C 8 5,000 7 7,000 1 2,000
    D 6 4,000 5 5,000 1 1,000
    E 7 3,000 6 6,000 1 3,000
    F 4 6,000 3 7,000 1 1,000
    G 4 7,000 3 9,000 1 2,000
    Crash cost 不能直接用 CC-NC/NT-CT

    Activity Crashed D G A
    ABDG 25 24 23 22
    ACEG 24 24 23 22
    ACFG 21 21 20 19
    Crash Cost $ 1,000 $ 2,000 $ 3,000

    Page 6 of 6

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