A project has the following activities,precedence relationships,and time estimates in weeks: \[\begin{array} { c c c c c } \text { Activity } & \begin{array} { c } \text { Immediate } \\ \text { Predecessor } \\ \text { Activities } \end{array} & \begin{array} { c } \text { Optimistic } \\ \text { Time } \left( t _ { 0 } \right) \end{array} & \begin{array} { c } \text { Most Likely } \\ \text { Time } \left( t _ { \mathrm { m } } \right) \end{array} & \begin{array} { c } \text { Pessimistic } \\ \text { Time } \left( t _ { \mathrm { p } } \right) \end{array} \\ \hline \text { A } & - \cdot & 15 & 20 & 25 \\ \text { B } & - & 8 & 10 & 12 \\ \text { C } & \text { A } & 25 & 30 & 40 \\ \text { D } & \text { B } & 15 & 15 & 15 \\ \text { E } & \text { B } & 22 & 25 & 27 \\ \text { F } & \text { E } & 15 & 20 & 22 \\ \text { G } & \text { D } & 20 & 20 & 22 \\ \hline \hline \end{array}\] a. Compute the expected time and variance for each activity. b. Determine the critical path and the expected duration of the project. c. What is the probability that the project will take longer than 56 weeks to complete?

a. @#IMG-DLM& b. @#IMG-DLM& c.SV t = 2.499

Exam 13: Project Scheduling: Pertcpm

Consider the following PERT/CPM network with estimated times in weeks.The project is scheduled to begin on May 1. $Consider the following PERT/CPM network with estimated times in weeks.The project is scheduled to begin on May 1. The three-time estimate approach was used to calculate the expected times and the following table gives the variance for each activity: \begin{array} { c c | c c } \text { Activity } & \text { Variance } & \text { Activity } & \text { Variance } \\ \hline \text { A } & 1.1 & \mathrm { E } & 0.3 \\ \text { B } & 0.5 & \mathrm {~F} & 0.6 \\ \text { C } & 1.2 & \mathrm { G } & 0.6 \\ \text { D } & 0.8 & \mathrm { H } & 1.0 \end{array} a.Give the expected project completion date and the critical path. b.By what date are you 99% sure the project will be completed?$ The three-time estimate approach was used to calculate the expected times and the following table gives the variance for each activity: Activity Variance Activity Variance A 1.1 0.3 B 0.5 0.6 C 1.2 0.6 D 0.8 1.0 a.Give the expected project completion date and the critical path. b.By what date are you 99% sure the project will be completed?

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Question 61

A critical activity can be part of a noncritical path.

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Question 62

A project has the following activities,precedence relationships,and time estimates in weeks: Activity Immediate Predecessor Activities Optimistic Time Most Likely Time Pessimistic Time A -\cdot 15 20 25 B - 8 10 12 C A 25 30 40 D B 15 15 15 E B 22 25 27 F E 15 20 22 G D 20 20 22 a. Compute the expected time and variance for each activity. b. Determine the critical path and the expected duration of the project. c. What is the probability that the project will take longer than 56 weeks to complete?

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Question 63

The difference between an activity's earliest finish time and latest finish time equals the difference between its earliest start time and latest start time.

(True/False)

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Question 64

For an activity with more than one immediate predecessor activity,which of the following is used to compute its earliest finish (EF)time?

(Multiple Choice)

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Question 65

Use the following network of related activities with their duration times to complete a row for each activity under the column headings below. $Use the following network of related activities with their duration times to complete a row for each activity under the column headings below. \begin{array} { | c | c | c | c | c | c | c | c | c | } \hline \text { Actixty } & \begin{array} { c } \text { Immediate } \\ \text { Predecessors } \end{array} & \begin{array} { c } \text { Activity } \\ \text { Time } \end{array} & E S & L S & E F & L F & \text { Slack } & \begin{array} { c } \text { Critical } \\ \text { Path? } \end{array} \\ \hline \mathrm { A } & & & & & & & & \\ \hline \mathrm { B } & & & & & & & & \\ \hline \mathrm { C } & & & & & & & & \\ \hline \mathrm { D } & & & & & & & & \\ \hline \mathrm { E } & & & & & & & & \\ \hline \mathrm { F } & & & & & & & & \\ \hline \mathrm { G } & & & & & & & & \\ \hline \mathrm { H } & & & & & & & & \\ \hline \end{array}$ Actixty Immediate Predecessors Activity Time ES LS EF LF Slack Critical Path?

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Question 66

Showing 61 - 66 of 66

A critical activity can be part of a noncritical path.

The difference between an activity's earliest finish time and latest finish time equals the difference between its earliest start time and latest start time.

For an activity with more than one immediate predecessor activity,which of the following is used to compute its earliest finish (EF)time?

Introduction

Introduction to Probability

Probability Distributions

Decision Analysis

Utility and Game Theory

Times Series Analysis and Forecasting

Introduction to Linear Programming

Linear Programming: Sensitivity Analysis and Interpretation of Solution

Linear Programming Applications in Marketing, Finance, and Operations Management

Distribution and Network Models

Integer Linear Programming

Advanced Optimization Applications

Inventory Models

Waiting Line Models

Simulation

Markov Processes

Filters

Exam 13: Project Scheduling: Pertcpm

A critical activity can be part of a noncritical path.

The difference between an activity's earliest finish time and latest finish time equals the difference between its earliest start time and latest start time.

For an activity with more than one immediate predecessor activity,which of the following is used to compute its earliest finish (EF)time?

Use the following network of related activities with their duration times to complete a row for each activity under the column headings below. Actixty Immediate Predecessors Activity Time ES LS EF LF Slack Critical Path?

Introduction

Introduction to Probability

Probability Distributions

Decision Analysis

Utility and Game Theory

Times Series Analysis and Forecasting

Introduction to Linear Programming

Linear Programming: Sensitivity Analysis and Interpretation of Solution

Linear Programming Applications in Marketing, Finance, and Operations Management

Distribution and Network Models

Integer Linear Programming

Advanced Optimization Applications

Inventory Models

Waiting Line Models

Simulation

Markov Processes

Filters