Task time estimates for the modification of an assembly line at Jim Goodale's Carbondale, Illinois, factory are as follows:

ACTIVITY	TIME (IN HOURS)	IMMEDIATE PREDECESSORS
A	$6.0$	-
B	$7.2$	-
C	$5.0$	A
D	$6.0$	B, C
E	$4.5$	B, C
F	$7.7$	D
G	$4.0$	E, F

Identify the critical path.

Given the activities whose sequence is described by the following table, draw the appropriate activity-on-arrow (AOA) network diagram.

Which activities are on the critical path?

Task time estimates for the modification of an assembly line at Jim Goodale's Carbondale, Illinois, factory are as follows:

Draw a Gantt chart for the project.

Task time estimates for the modification of an assembly line at Jim Goodale's Carbondale, Illinois, factory are as follows:

Draw the project network using AON.

Kelle Carpet and Trim installs carpet in commercial offices. Peter Kelle has been very concerned with the amount of time it took to complete several recent jobs. Some of his workers are very unreliable. A list of activities and their optimistic completion time, the most likely completion time, and the pessimistic completion time (all in days) for a new contract are given in the following table:

Determine ES, EF, LS, LF, and slack for each activity.

Two examples of massively mismanaged projects are TAURUS and the "Big Dig." The first, formally called the London Stock Exchange Automation Project, cost $\$ 575$ million before it was finally abandoned. Although most IT projects have a reputation for cost overruns, delays, and underperformance, TAURUS set a new standard.

But even TAURUS paled next to the biggest, most expensive public works project in U.S. history-Boston's 15-year-long Central Artery/Tunnel Project. Called the Big Dig, this was perhaps the poorest and most felonious case of project mismanagement in decades. From a starting $\$ 2$ billion budget to a final price tag of $\$ 15$ billion, the Big Dig cost more than the Panama Canal, Hoover Dam, or Interstate 95, the 1,919-mile highway between Maine and Florida. Read about one of these two projects (or another of your choice) and explain why it faced such problems. How and why do project managers allow such massive endeavors to fall into such a state? What do you think are the causes?

What global operations strategy is most descriptive of McDonald's?

The activities described by the following table are given for the Howrad Corporation in Kansas:

What is the project completion time?

The following is a table of activities associated with a project at Rafay Ishfaq's software firm in Chicago, their durations, and what activities each must precede:

Define the critical path, listing all critical activities in chronological order.

Kelle Carpet and Trim installs carpet in commercial offices. Peter Kelle has been very concerned with the amount of time it took to complete several recent jobs. Some of his workers are very unreliable. A list of activities and their optimistic completion time, the most likely completion time, and the pessimistic completion time (all in days) for a new contract are given in the following table:

What is the probability that Kelle Carpet and Trim will finish the project in 40 days or less?

Refer to the table in Problem $3.3$.

Draw the AOA network for the construction activity.

Using PERT, Adam Munson was able to determine that the expected project completion time for the construction of a pleasure yacht is 21 months, and the project variance is 4 .

What is the probability that the project will be completed in 20 months?

How can we determine the probability that a project will be completed by a certain date? What assumptions are made in this computation?

Four Squares Productions, a firm hired to coordinate the release of the movie Pirates of the Caribbean: On Stranger Tides (starring Johnny Depp), identified 16 activities to be completed before the release of the film.

If activities $\mathbf{I}$ and $\mathbf{J}$ were not necessary, what impact would this have on the critical path and the number of weeks needed to complete the marketing campaign?