Reference table:

Draw a AON Network with all features:

Calculate the Expected values for all activates, variances, and
the slack (float)

The Critical Path and the Expected completion time (TE)

The probability that the project will be completed in 22
days

The completion time corresponding to a 99% probability

Q 1 AON DIAGRAM

LEDGEND:

Q 2

Q 3 Critical Path

Q6

CV- Cost Variance. The difference between the earned value and
the actual cost.

SV – Schedule variance. The difference between the earned value
and the planned value.

TV- Time Variance. The difference between time schedule for work
performed and the actual time take for the work performed. Also
represented as:TV= SV/(PV/AT).

CPI – Cost performance index. The ratio of the earned value to
the actual cost.

SPI – Schedule Performance index. The ratio of the earned value
to the planned value.

CSI- Cost Schedule Index. Cost performance index * schedule
performance index.

Q 6 (a- f)

New Concentration project at work the breakdown structure has
the following outlined activities:

Construct AON network diagram:

Show the ES/EF, LS/LF, and slack for all activities

Show the critical path

Refer to the table below:

Find the crash cost per day for each activity, enter in the
table above.

Which activity should be crashed to meet a project deadline of
10 days (assume partial crashing is allowed for all activities)

Find the new cost.

Q 7:

Project development software is 7 days behind at day 60. Its
planned cost are $830 for this point in time. The actual cost is
$645. Estimate variances to give your answer as to the health of
the project. If the actual cost had been $745, re-estimate the
variance and give you answer to the health of the project.