Production and Operations Analysis, Seventh Edition
7th Edition
ISBN: 9781478623069
Author: Steven Nahmias, Tava Lennon Olsen
Publisher: Waveland Press, Inc.
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Chapter 10.2, Problem 1P
A.
Summary Introduction
Interpretation: The task that is represented by Node 6 in the network diagram is to be identified
Concept Introduction: Network diagram is a graphical representation of tasks and events happening in a project. It depicts the workflow and is used to compute the total duration of the project.
B.
Summary Introduction
Interpretation: The activities that have to be completed by week 16, so as to ensure the completion of the project without any delay are to be identified.
Concept Introduction: Network diagram is a graphical representation of tasks and events happening in a project. It depicts the workflow and is used to compute the total duration of the project.
C.
Summary Introduction
Interpretation: The consequence of the activity H not being started till week 11 and the subcontractor delivering the module in 7 weeks is to be discussed.
Concept Introduction: Network diagram is a graphical representation of tasks and events happening in a project. It depicts the workflow and is used to compute the total duration of the project.
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Task C is directly preceded by two tasks–task A and task B. Task A has an expected task completion time of five weeks and an ES time of week 6. Task B has an expected task completion time of seven weeks and an ES time of week 7. Task C has an expected task completion time of 10 weeks. The ES for activity C is?
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Chapter 10 Solutions
Production and Operations Analysis, Seventh Edition
Ch. 10.2 - Prob. 1PCh. 10.2 - Prob. 2PCh. 10.2 - Prob. 3PCh. 10.2 - Prob. 4PCh. 10.2 - Prob. 5PCh. 10.2 - Prob. 6PCh. 10.3 - Prob. 7PCh. 10.3 - Prob. 8PCh. 10.3 - Prob. 9PCh. 10.3 - Prob. 10P
Ch. 10.4 - Prob. 11PCh. 10.4 - Prob. 12PCh. 10.4 - Prob. 13PCh. 10.4 - Prob. 14PCh. 10.4 - Prob. 15PCh. 10.4 - Prob. 16PCh. 10.5 - Prob. 17PCh. 10.5 - Prob. 18PCh. 10.5 - Prob. 19PCh. 10.5 - Prob. 20PCh. 10.5 - Prob. 21PCh. 10.6 - Prob. 22PCh. 10.6 - Prob. 23PCh. 10.6 - Prob. 24PCh. 10.6 - Prob. 25PCh. 10 - Prob. 26APCh. 10 - Prob. 27APCh. 10 - Prob. 28APCh. 10 - Prob. 29APCh. 10 - Prob. 30AP
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Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- A project consist of 5 activities A,B,C,D,E with ES, EF, LS and LF of A (0, 6, 9, 15); B (0, 7, 0, 7); C (6, 13, 15, 22); D (7, 13, 7, 13); E (13, 22, 13, 22). Normal Time (in month), Crash time (in month), Normal cost (in million Rp), Crash cost (in million Rp) from each activity are A (6, 4, 20, 24); B (7, 5, 30, 35); C (7, 6, 10, 13); D (6, 4, 20, 26); E (9, 8, 88, 90) a. What activities are in the critical path? How long is the project duration? b. If we want to crash the project for 2 months, what activities need to be crashed? How much additional cost required?arrow_forwardIn project scheduling, the critical route approach is crucial, but what does it really do?arrow_forwardFor the activity on arrow network information given below (activity durations are givenin the table under part b): a. Compute the earliest event occurrence time (TEj), the latest allowable eventoccurrence time (TLj), and the event slack (ESj) for all nodes/events. b. Compute the four schedule dates (ESDij, EFDij, LSDij, LFDij) and the floats(TFij, FFij) for all activities.arrow_forward
- In network analysis, the process of calculating LS and LF A. Is sufficient for identifying the critical path B. Cannot be done until slack time is first determined C. Requires only a backward pass through the network D. Requires only a forward pass through the networkarrow_forwardIn a traditional project, the project manager saves the project schedule as a baseline plan in project management software. During the course of the project, the variance reports are created to show the difference between planned and actual activities. Project monitoring and control is different in agile projects than traditional projects. In an agile project, different tools and techniques are used to monitor and control project schedules. How does it help a project manager to monitor cost and schedule in a traditional project? There are different techniques for monitoring schedule performance in a traditional project. One method is a schedule variance report. How is a schedule variance report different from schedule variance in earned value? Does the role of the project manager change when monitoring and controlling agile projects?arrow_forwardStarting the backward pass with activity I, the latest finish time is LF = 26 and that the activity time is t = 2. And the latest start time for activity I is LS = 24. What is the earliest start (ES) and earliest finish (EF) times?arrow_forward
- . With activities B and C as immediate predecessors, the earliest start time for activity H must be equal to the largest of the earliest finish times for activities B and C. Thus, with EF = 6 for activity B and EF = 9 for activity C, 9 is the earliest start time for activity H (ES = 9). And with an activity time of 12 as shown in the node for activity H, what is the earliest finish time?arrow_forwardActivity Q on a project has exactly 4 successors E, F, G, and H whose late start days are 20, 12, 38, and 32. (Here "day" means days after project start and successor in this context means that E, F, G, and H are all dependent on Q.) What is the late finish day of Q?arrow_forwardYou have prepared the following schedule for a project in which the key resource is a backhoe. This schedule is contingent on having 3 backhoes. You receive a call from your partner, Brooker, who desperately needs 1 of your backhoes. You tell Brooker you would be willing to let him have the backhoe if you are still able to complete your project in 11 months. Develop a resource schedule to see if it is possible to complete the project in 11 months with only 2 backhoes. Activities 5 and 6 require 2 backhoes, while activities 1, 2, 3, and 4 require 1 backhoe. No splitting of activities is possible.arrow_forward
- Analyze which type of project termination is this:i. Completing a bridge constructionii. Completing an extra building construction of a collegeiii. Opening a new department of an universityiv. Stopping a project due to lack of budgetarrow_forward3. Compute the early, late, and slack times for the activities in the network that follows, assuming a time-constrained network. Which activities are critical? What is the time-constrained project duration? Note: Recall, in the schedule resource load chart the time-constrained scheduling interval (ES through LF) has been shaded. Any resource scheduled beyond the shaded area will delay the project. Assume you have only three resources and you are using a computer that uses software that schedules projects by the parallel method and following heuristics. Schedule only one period at a time! Minimum slack Smallest duration Lowest identification number 282 Chapter 8 Scheduling Resources and Costs Keep a log of each activity change and update you make each period-e.g., period 0-1, 1-2, 2-3, etc. (Use a format similar to the one on page 259.) The log should include any changes or updates in ES and slack times each period, activities scheduled, and activities delayed. (Hint: Remember to…arrow_forwardYou have prepared the following schedule for a project in which the key resources is a tractor. There are three tractors available to the project. Activities A and D require one tractor to complete while activities B, C, E and F require 2 tractors.Develop a resource-constrained schedule in the loading chart that follows. Use the parallel method and heuristics given. Be sure to update each period as the computer would do. Record the early start (ES), late finish (LF) and slack (SL) for the new schedulearrow_forward
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