What are the main differences between bar charts and networks?
Part I (25 points)
What are the main differences between bar charts and networks?
What are the main advantages of networks over bar charts?
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What is the difference between total and free float?
Explain the difference between EST, EFT, LST, and LFT.
Part II (10 points)
Draw the activity-on-node (AON) network diagrams for the following two projects:
Part III (25 Points)
For each of the following predecessor tables:
Draw a corresponding AON network.
Compute EST and EFT for each activity and complete the table.
Compute LST and LFT for each activity and complete the table.
Find and mark the critical path.
Determine the total float and free float and complete the table.
Table A:
| Activity | Duration | Preceding Activity | ES | EF | LS | LF | TF | FF |
| A | 2 | – | 0 | 2 | 0 | 2 | 0 | 0 |
| B | 4 | A | ||||||
| C | 6 | A | ||||||
| D | 9 | A | ||||||
| E | 5 | B | ||||||
| F | 7 | B, C | ||||||
| G | 3 | D, E, F |
Table B:
| Activity | Duration | Preceding Activity | ES | EF | LS | LF | TF | FF |
| A | 6 | – | ||||||
| B | 2 | – | ||||||
| C | 8 | A | ||||||
| D | 5 | A, B | ||||||
| E | 3 | B | ||||||
| F | 6 | D, E | ||||||
| G | 5 | C, D | ||||||
| H | 2 | F, G |
Table C:
| Activity | Duration | Preceding Activity | ES | EF | LS | LF | TF | FF |
| A | 5 | – | ||||||
| B | 7 | A | ||||||
| C | 10 | A | ||||||
| D | 5 | A | ||||||
| E | 9 | A | ||||||
| F | 6 | B | ||||||
| G | 4 | B, C | ||||||
| H | 8 | B, C, D, | ||||||
| I | 2 | C, D | ||||||
| J | 5 | E | ||||||
| K | 8 | F | ||||||
| L | 9 | E, G | ||||||
| M | 7 | F, G, H | ||||||
| N | 3 | F, G, H, I | ||||||
| O | 6 | H, I | ||||||
| P | 4 | M, N, O | ||||||
| Q | 3 | K, L | ||||||
| R | 5 | M, N | ||||||
| S | 4 | J, P | ||||||
| T | 6 | Q | ||||||
| U | 4 | Q, R | ||||||
| V | 1 | T, U, S |
PART IV (20 points)
Calculate the expected duration and the variance for each of the paths in the following network and identify the critical and near-critical paths. The optimistic times (a), most likely times (m), and pessimistic times (b) are given for each activity. Then answer the following questions (Show your calculations):
What is the probability that this project can be completed in 32 days?
What is the probability this project can be completed by the 28th day?
For a 99% probability, what is the expected number of days for completion?
For a 1% probability, what is the expected number of days for completion?
PART V (20 points)
What does the term “accelerating” a project mean, and why would a project manager (or a contractor) accelerate a project?
A project manager may shorten the duration of a project in many ways. Mention six of these ways. Discuss each one of them briefly, mentioning its pros and cons.
Calculate the normal, least-cost, and crash duration for the following project (Table V3A). Calculate the cost associated with each duration. Indirect (overhead) costs are $100 per day.
Table V3A:
| Activity | Preceding Activity | Duration (days) | Cost $ | ||
| Normal | Crash | Normal | Crash | ||
| A | – | 7 | 5 | 500 | 640 |
| B | A | 6 | 5 | 550 | 630 |
| C | A | 8 | 5 | 800 | 935 |
| D | B | 10 | 7 | 1200 | 1440 |
| E | B,C | 6 | 4 | 600 | 700 |
| F | C | 4 | 3 | 500 | 590 |
| G | D,F | 4 | 2 | 700 | 1000 |
| H | E,F | 7 | 4 | 650 | 950 |
| I | G,H | 2 | 2 | 300 | 300 |
Project 1 Activity Immediate Predecessor E, F, H, I Project 2 Activity Immediate Predecessor F B F, G, J D. I
