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Chapter 6 – Problem #20

Chapter 6 – Problem #20. Target duration is 14d. Critical path: A-C-D-E-G. Chapter 6 – Problem #20. Resource X is over utilized on 3 days shown. Resource W is over utilized on the one day shown. Chapter 6 – Problem #20.

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Chapter 6 – Problem #20

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  1. Chapter 6 – Problem #20 Target duration is 14d. Critical path: A-C-D-E-G.

  2. Chapter 6 – Problem #20 Resource X is over utilized on 3 days shown. Resource W is over utilized on the one day shown.

  3. Chapter 6 – Problem #20 After leveling the project duration is 17 days. Critical path is A-B-D-F-G. Skip part (e).

  4. Chapter 6 – Problem #21 Critical path is B-C-E-H. The project duration and cost for the all normal levels of project activity is 20 days and $400. 18-day delivery time, cost = $480. Crash H (-2). 16-day delivery time, cost = $630. Crash H (-3), B(-1), D(-1). 14-day delivery time, cost = $800. Crash H (-3), B(-1), D(-1), C(-1).

  5. Chapter 6 – Problem #21 4 d g 2 e a 6 1 c 5 h b 3 f

  6. Chapter 6 – Problem #21

  7. Chapter 6 – Problem #21, Excel Solver (grad students)

  8. Chapter 6 – Problem #21, Excel Solver (grad students)

  9. Chapter 6 – Problem #21, Excel Solver (grad students)

  10. Chapter 6 – Problem #21, Excel Solver (grad students)

  11. Chapter 6 – Problem #21, Excel Solver (grad students)

  12. Chapter 7 – Problem #25 ACWP=AC=$270,000 BCWP=EV=$272,000 BCWS=PV=$261,000 Cost/spending variance=EV-AC= + $2,000 Schedule variance=EV-PV= + $11,000 SPI=EV/PV=1.042 CPI=EV/AC=1.007 Less has been spent than the baseline plan, and given what has been spent, more progress has been made than was anticipated.

  13. Chapter 7 – Problem #26 ACWP=AC=$156,000 BCWP=EV=$162,000 BCWS=PV=$168,000 Cost/spending variance=EV-AC= + $6,000 Schedule variance=EV-PV= - $6,000 SPI=EV/PV=0.964 CPI=EV/AC=1.038 Less has been spent than the baseline plan, and given what has been spent, less progress has been made than should have been made.

  14. Chapter 7 – Problem #27 & 28 ACWP=AC=$1,480 BCWP=EV=$950 BCWS=PV=$1,430 Cost/spending variance=EV-AC= - $530 Schedule variance=EV-PV= - $480 SPI=EV/PV=0.664 CPI=EV/AC=0.642 BAC=$1,750 ETC=$1,246.11 EAC=$2,726.11

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