14 CHAPTER 3 PR O J E C T MA N A G E M E N T
In every case, quality project management means open
communication, realistic timetables, good staff, and use of
1. Both A and H are critical activities. Describe the difference
between what happens on the graph when you increase A vs.
increasing H.
When you increase H, it is the only task to change on the
2. Activity F is not critical. By how many weeks can you in-
crease activity F until it becomes critical?
6 weeks
3. Activity B is not critical. By how many weeks can you in-
crease activity B until it becomes critical? What happens when B
becomes critical?
1 week. Activity D also becomes critical.
4. What happens when you increase B by 1 more week after it
becomes critical?
Activities A, C, and E become noncritical, and the project
5. Suppose that building codes may change and, as a result,
activity B would have to be completed before activity C could be
started. How would this affect the project?
Activity B becomes critical, and the project takes 1
Copyright ©2014 Pearson Education, Inc.
16 CHAPTER 3 PR O J E C T MA N A G E M E N T
3.2 Here are some detailed activities to add to Day’s WBS:*
1.11
Set initial goals for fundraising
1.12
Set strategy including identifying sources and
solicitation
1.13
Raise the funds
1.21
Identify voters’ concerns
1.22
Analyze competitor’s voting record
1.23
Establish positions on issues
1.31
Hire campaign manager and political advisor
1.32
Get volunteers
1.33
Hire a staff
1.34
Hire media consultants
1.41
Identify filing deadlines
1.42
File for candidacy
1.51
Train staff for audit planning
Students could make many other choices.
F
6
1
7
12
18
11
No
F
6
1
7
12
18
11
No
3.3
3.4
Time (hours)
19.5
24.9
28.7 (critical)
Time (hours)
19.5
24.9
28.7 (critical)
3.6 (a)
Activity
Time
ES
EF
LS
LF
Slack
Critical
A
2
0
2
13
15
13
No
B
5
0
5
0
5
0
Yes
C
1
0
1
11
12
11
No
D
10
5
15
5
15
0
Yes
E
3
15
18
15
18
0
Yes
3.7 (a)
Critical path is A–C–F–H. Time = 21 days.
This is an AON network.
(b) Critical path is B–D–E–G
18 CHAPTER 3 PR O J EC T MA N A G E M E N T
The critical path is given by activities C, D, E, F, H, K. Average
project completion time is 36.33 days.
3.17
3.18
Figure for Problem 3.20
Activity
Activity
Time
Early
Start
Early
Finish
Late Start
Late
Finish
Slack
Standard
Deviation
A
7.66
0
7.66
0.0
7.66
0
1
B
9.66
7.66
17.33
8
17.66
0.33
3.66
C
12
7.66
19.66
7.66
19.66
0
1.33
D
6.33
7.66
14
25
31.33
17.33
1
E
2
17.33
19.33
17.66
19.66
0.33
0.33
F
9.66
19.66
29.33
19.66
29.33
0
2.33
G
3
19.66
22.66
28.33
31.33
8.66
0.33
H
2
29.33
31.33
29.33
31.33
0
0
I
6
29.33
35.33
32
38
2.66
0
J
6.66
31.33
38
31.33
38
0
1.33
K
2.16
38
40.17
38
40.17
0
0.17
20 CHAPTER 3 PR O J EC T MA N A G E M E N T
3.22 (a)
Activity
a
m
b
Expected Time
Variance
A
4
6
7
5.83
0.25*
B
1
2
3
2.00
0.11
C
6
6
6
6.00
0.00*
D
5
8
11
8.00
1.00
E
1
9
18
9.17
8.03*
F
2
3
6
3.33
0.44
G
1
7
8
6.17
1.36
H
4
4
6
4.33
0.11*
I
1
6
8
5.50
1.36*
J
2
5
7
4.83
0.69
K
8
9
11
9.17
0.25*
L
2
4
6
4.00
0.44
M
1
2
3
2.00
0.11*
N
6
8
10
8.00
0.44*
Activity
Time
ES
EF
LS
LF
Slack
Critical
A
5.83
0.00
5.83
0.00
5.83
0.00
Yes
B
2.00
0.00
2.00
9.83
11.83
9.83
No
C
6.00
5.83
11.83
5.83
11.83
0.00
Yes
D
8.00
5.83
13.83
9.67
17.67
3.84
No
E
9.17
11.83
21.00
11.83
21.00
0.00
Yes
F
3.33
13.83
17.16
17.67
21.00
3.84
No
G
6.17
13.83
20.00
19.16
25.33
5.33
No
H
4.33
21.00
25.33
21.00
25.33
0.00
Yes
I
5.50
25.33
30.83
25.33
30.83
0.00
Yes
J
4.83
30.83
35.66
33.17
38.00
2.34
No
K
9.17
30.83
40.00
30.83
40.00
0.00
Yes
L
4.00
35.66
39.66
38.00
42.00
2.34
No
M
2.00
40.00
42.00
40.00
42.00
0.00
Yes
N
8.00
42.00
50.00
42.00
50.00
0.00
Yes
*The critical path is given by activities A, C, E, H, I, K, M, N.
Completion time is 50 days.
(b) P(Completion in 53 days). Variances on critical path
14 CHAPTER 3 PR O J E C T MA N A G E M E N T
In every case, quality project management means open
communication, realistic timetables, good staff, and use of
1. Both A and H are critical activities. Describe the difference
between what happens on the graph when you increase A vs.
increasing H.
When you increase H, it is the only task to change on the
2. Activity F is not critical. By how many weeks can you in-
crease activity F until it becomes critical?
6 weeks
3. Activity B is not critical. By how many weeks can you in-
crease activity B until it becomes critical? What happens when B
becomes critical?
1 week. Activity D also becomes critical.
4. What happens when you increase B by 1 more week after it
becomes critical?
Activities A, C, and E become noncritical, and the project
5. Suppose that building codes may change and, as a result,
activity B would have to be completed before activity C could be
started. How would this affect the project?
Activity B becomes critical, and the project takes 1
Copyright ©2014 Pearson Education, Inc.
16 CHAPTER 3 PR O J E C T MA N A G E M E N T
3.2 Here are some detailed activities to add to Day’s WBS:*
1.11
Set initial goals for fundraising
1.12
Set strategy including identifying sources and
solicitation
1.13
Raise the funds
1.21
Identify voters’ concerns
1.22
Analyze competitor’s voting record
1.23
Establish positions on issues
1.31
Hire campaign manager and political advisor
1.32
Get volunteers
1.33
Hire a staff
1.34
Hire media consultants
1.41
Identify filing deadlines
1.42
File for candidacy
1.51
Train staff for audit planning
Students could make many other choices.
3.3
3.4
3.6 (a)
Activity
Time
ES
EF
LS
LF
Slack
Critical
A
2
0
2
13
15
13
No
B
5
0
5
0
5
0
Yes
C
1
0
1
11
12
11
No
D
10
5
15
5
15
0
Yes
E
3
15
18
15
18
0
Yes
3.7 (a)
Critical path is A–C–F–H. Time = 21 days.
This is an AON network.
(b) Critical path is B–D–E–G
18 CHAPTER 3 PR O J EC T MA N A G E M E N T
The critical path is given by activities C, D, E, F, H, K. Average
project completion time is 36.33 days.
3.17
3.18
Figure for Problem 3.20
Activity
Activity
Time
Early
Start
Early
Finish
Late Start
Late
Finish
Slack
Standard
Deviation
A
7.66
0
7.66
0.0
7.66
0
1
B
9.66
7.66
17.33
8
17.66
0.33
3.66
C
12
7.66
19.66
7.66
19.66
0
1.33
D
6.33
7.66
14
25
31.33
17.33
1
E
2
17.33
19.33
17.66
19.66
0.33
0.33
F
9.66
19.66
29.33
19.66
29.33
0
2.33
G
3
19.66
22.66
28.33
31.33
8.66
0.33
H
2
29.33
31.33
29.33
31.33
0
0
I
6
29.33
35.33
32
38
2.66
0
J
6.66
31.33
38
31.33
38
0
1.33
K
2.16
38
40.17
38
40.17
0
0.17
20 CHAPTER 3 PR O J EC T MA N A G E M E N T
3.22 (a)
Activity
a
m
b
Expected Time
Variance
A
4
6
7
5.83
0.25*
B
1
2
3
2.00
0.11
C
6
6
6
6.00
0.00*
D
5
8
11
8.00
1.00
E
1
9
18
9.17
8.03*
F
2
3
6
3.33
0.44
G
1
7
8
6.17
1.36
H
4
4
6
4.33
0.11*
I
1
6
8
5.50
1.36*
J
2
5
7
4.83
0.69
K
8
9
11
9.17
0.25*
L
2
4
6
4.00
0.44
M
1
2
3
2.00
0.11*
N
6
8
10
8.00
0.44*
Activity
Time
ES
EF
LS
LF
Slack
Critical
A
5.83
0.00
5.83
0.00
5.83
0.00
Yes
B
2.00
0.00
2.00
9.83
11.83
9.83
No
C
6.00
5.83
11.83
5.83
11.83
0.00
Yes
D
8.00
5.83
13.83
9.67
17.67
3.84
No
E
9.17
11.83
21.00
11.83
21.00
0.00
Yes
F
3.33
13.83
17.16
17.67
21.00
3.84
No
G
6.17
13.83
20.00
19.16
25.33
5.33
No
H
4.33
21.00
25.33
21.00
25.33
0.00
Yes
I
5.50
25.33
30.83
25.33
30.83
0.00
Yes
J
4.83
30.83
35.66
33.17
38.00
2.34
No
K
9.17
30.83
40.00
30.83
40.00
0.00
Yes
L
4.00
35.66
39.66
38.00
42.00
2.34
No
M
2.00
40.00
42.00
40.00
42.00
0.00
Yes
N
8.00
42.00
50.00
42.00
50.00
0.00
Yes
*The critical path is given by activities A, C, E, H, I, K, M, N.
Completion time is 50 days.
(b) P(Completion in 53 days). Variances on critical path