1PROJECT MANAGEMENT Answer to 1 The Activity on Arrow diagram has been presented as follows. Figure 1: Activity on Arrow Diagram (Source: Created by Author) The critical path is identified as: Aï‚®Bï‚®Dï‚®Iï‚®Jï‚®Kï‚®L. The normal completion time of the project is 24 weeks.
2PROJECT MANAGEMENT Answer to 2 The calculations of the normal and crashed costs and durations are shown in the following table. Activity NormalCrashed Duration (weeks) Cost ($) Duration (weeks) Cost ($) A24001800 B1010 C42002450 D645021150 E370011200 F32001600 G460011000 H2020 I32502450 J86004950 K24501700 L22001350 TOTA L 24 (minimum duration)4050 12 (minimum duration)7650 The minimum duration of the project is 24 weeks and the cost associated with the project (sum of all costs + fixed cost) =£(4050 + 24*250) =£10050. In case of crash, the crashed duration becomes 12 weeks. Hence, the cost associated with the crashed duration = £ (7650 + 12*250) = £ 10650. Hence, the difference between the total crashed cost and the normal cost is £600. Hence, unless the company is not able to pay for this value, the project will not be worth crashing.
3PROJECT MANAGEMENT Answer to 3 Scenario a: Due to machine malfunction, it is reported that activity C is delayed by 4 weeks. However, activity C does not fall on the critical path of the project and the extended duration also does not exceed the actual critical path of the project. Thus, the 4 weeks delay of activity C will not affect the total duration of the project. However, the expenditure in activity C will increase considerably. Scenario b: Like activity C, activity G also does not lie on the critical path of the project. However, with the 4 weeks delay, exceeds the critical path length and thus a new critical path is created (A – B – D – E – F – G – K – L). As a result of this change, the total duration of the project is increased by 3 weeks i.e. the new duration of the project will be 27 weeks.