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1. Consider the following project tasks and their identified best, likely, and worst
case estimates of task duration. Assume the organization you work for computes
TE based on the standard formula. Calculate the TE for each of the following
tasks (round to the nearest integer):

Activity Best Likely Worst TE

A 5 5 20
B 3 5 9
C 7 21 26
D 4 4 4
E 10 20 44
F 3 15 15
G 6 9 11
H 32 44 75
I 12 17 31
J 2 8 10

2. Construct a network activity diagram based on the following information:

Activity Preceding activities
A -
B -
C A
D B, C
E B
F C, D
G E
H F
I G, H

3. Consider a project with the following information:

Activity Duration Predecessors

A 3 --
B 5 A
C 7 A
D 3 B, C
E 5 B
F 4 D
G 2 C
H 5 E, F, G
a. Find the ES, EF, LS, LF, Slack of each activity
b. Construct the project activity network using AON methodology and label each node.
c. Identify the critical path and other paths through the network.
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4. An advertising project manager has developed a program for a new advertising

campaign. In addition, the manager has gathered the time information for each activity,
as shown in the table below.

a. Calculate the expected activity times (round to nearest integer).

b. Calculate the activity slacks. What is the total project length? Make sure you
fully label all nodes in the network.
c. Identify the critical path. What are the alternative paths and how much slack time
is associated with each “feeder path?”
d. Identify the “burst” activities and the “merge” activities.

Time Estimates (wk)

Activity Optimistic Most Likely Pessimistic Immediate
Predecessor(s)
A 1 4 7 -
B 2 6 7 -
C 3 3 6 B
D 6 13 14 A
E 3 6 12 A, C
F 6 8 16 B
G 1 5 6 D, E, F

5. Using the following information, create an AON network activity diagram,

calculate each activity TE (rounding to the nearest integer), the total duration of
the project, its early start, early finish, late start and late finish times, and slack for
each activity. Finally, show the project’s critical path.
Activity Preceding activities Best Likely Worst TE
A - 12 15 25
B A 4 6 11
C - 12 12 30
D B, C 8 15 20
E A 7 12 15
F E 9 9 42
G D, E 13 17 19
H F 5 10 15
I G 11 13 20
J G, H 2 3 6
K J, I 8 12 22
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5b. Now, assume that activity E has taken 10 days past its anticipated duration to
complete. What happens to the project’s schedule? Has the duration changed? Is there a
new critical path? Show your conclusions.

6. You are considering the decision of whether or not to crash your project. After
asking your operations manager to conduct an analysis, you have determined the
“pre-crash” and “post-crash” activity durations and costs, shown in the table
below:
Normal Crashed
Activity Duration Cost Duration Cost
A 4 days $1,000 3 days $2,000
B 5 days $2,500 3 days $5,000
C 3 days $750 2 days $1,200
D 7 days $3,500 5 days $5,000
E 2 days $500 1 day $2,000
F 5 days $2,000 4 days $3,000
G 9 days $4,500 7 days $6,300
a. Calculate the per day costs for crashing each activity
b. Which are the most attractive candidates for crashing? Why?
c. Calculate project costs by project duration. At what point does it no longer
make “cost sense” to continue crashing activities? Why? Show your graph.
7.
Time Estimates (d)
Activity Optimistic Most Likely Pessimistic

1&2 3 6 9
1&3 1 4 7
3&2 0 3 6
3&4 3 3 3
3&6 2 2 8
2&4 0 0 6
2&6 2 5 8
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4&5 4 4 10
4&6 1 1 1
5&6 1 4 7

a. Show the Project’s Critical Path?

Calculate the length and variance of the critical path
b. Approximate probability that the jobs on the critical path will be completed by th
e due date of 14 days.
c. Calculate the length and variance of the critical path

8.
Preceding Time Estimates
Activity activities (w)
a - 3
b - 1
c a 3
d a 4
e b 4
f b 5
g c, e 2
h f 3

Draw the PERT project network. Calculate the Free float and total float?