chapter 6 – problem #20
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Chapter 6 – Problem #20. Target duration is 14d. Critical path: A-C-D-E-G. Chapter 6 – Problem #20. Resource X is over utilized on 3 days shown. Resource W is over utilized on the one day shown. Chapter 6 – Problem #20. - PowerPoint PPT PresentationTRANSCRIPT
Chapter 6 – Problem #20
Target duration is 14d.Critical path: A-C-D-E-G.
Chapter 6 – Problem #20Resource X is over utilized on 3 days shown.Resource W is over utilized on the one day shown.
Chapter 6 – Problem #20After leveling the project duration is 17 days. Critical path is A-B-D-F-G.Skip part (e).
Chapter 6 – Problem #21Critical path is B-C-E-H. The project duration and cost for the all normal levels of project activity is 20 days and $400.
Normal Normal Crash Crash CrashActivity Dur Cost Dur Cost Cost/Day
a 5 $ 50 3 $ 150 $ 50 b 4 $ 40 2 $ 200 $ 80 c 7 $ 70 6 $ 160 $ 90 d 2 $ 20 1 $ 50 $ 30 e 3 $ 30 f 8 $ 80 5 $ 290 $ 70 g 5 $ 50 4 $ 100 $ 50 h 6 $ 60 3 $ 180 $ 40
Total 20 $ 400
18-day delivery time, cost = $480. Crash H (-2).
16-day delivery time, cost = $630. Crash H (-3), B(-1), D(-1).
14-day delivery time, cost = $800. Crash H (-3), B(-1), D(-1), C(-1).
Chapter 6 – Problem #21
11
33
44
22
a
b
c
d
e
f
g
55 h
66
Chapter 6 – Problem #21
Chapter 6 – Problem #21, Excel Solver (grad students)
Chapter 6 – Problem #21, Excel Solver (grad students)
Chapter 6 – Problem #21, Excel Solver (grad students)
Chapter 6 – Problem #21, Excel Solver (grad students)
Chapter 6 – Problem #21, Excel Solver (grad students)
Chapter 7 – Problem #25
ACWP=AC=$270,000BCWP=EV=$272,000BCWS=PV=$261,000
Cost/spending variance=EV-AC= + $2,000
Schedule variance=EV-PV= + $11,000
SPI=EV/PV=1.042
CPI=EV/AC=1.007
Less has been spent than the baseline plan, and given what has been spent, more progress has been made than was anticipated.
Chapter 7 – Problem #26
ACWP=AC=$156,000BCWP=EV=$162,000BCWS=PV=$168,000
Cost/spending variance=EV-AC= + $6,000
Schedule variance=EV-PV= - $6,000
SPI=EV/PV=0.964
CPI=EV/AC=1.038
Less has been spent than the baseline plan, and given what has been spent, less progress has been made than should have been made.
Chapter 7 – Problem #27 & 28
ACWP=AC=$1,480BCWP=EV=$950BCWS=PV=$1,430
Cost/spending variance=EV-AC= - $530Schedule variance=EV-PV= - $480
SPI=EV/PV=0.664CPI=EV/AC=0.642
BAC=$1,750ETC=$1,246.11EAC=$2,726.11
Activity Dur Bud AC %Compl SchCompla 2 $ 300.0 $ 400.0 100% 2/2b 3 $ 200.0 $ 180.0 100% 3/3c 2 $ 250.0 $ 300.0 100% 2/2d 5 $ 600.0 $ 400.0 20% 4/5e 4 $ 400.0 $ 200.0 20% 2/4