Program Management Cases
- Suppose the City has a redevelopment project which has 7 tasks:
- A goes from 1-2, takes 3-9 weeks (expect 6), and costs $2000 ($5000
crashed).
- B goes from 1-3, takes 8-15 weeks (expect 11) and costs $8000 ($15000
crashed)
- C goes from 2-4, takes 2-4 weeks (expect 3), and costs $5000 ($7000
crashed)
- D goes from 2-5, takes 3-10 weeks (expect 7) and costs $3000 ($9000
crashed)
- E goes from 3-5, takes 1-4 weeks (expect 3) and costs $7000 ($9000
crashed)
- F goes from 4-6, takes 4-8 weeks (expect 6) and costs $2000 ($4000
crashed)
- G goes from 5-6, takes 3-12 weeks (expect 9), and costs $9000 ($15000
crashed).
Sequence the events into a network, compute the "normal" times and the
expected completion time, apply the Critical Path Method, and compute the
standard deviation of the critical path. Interpret the results.
2. Compare the following two projects. How would a CPM analysis be useful to
a project manager who is considering these two projects?
- Project A:
- A goes from 1-2, takes 3-8 weeks (expect 6), and costs $2000 ($4000
crashed)
- B goes from 2-3, takes 4-6 weeks (expect 5), and costs $8000 ($12000
crashed)
- C goes from 1-3, takes 5-15 weeks (expect 10), and costs $15,000
($25,000 crashed)
- Project B:
- 1 goes from 1-2, takes 4-8 weeks (expect 5), and costs $15,000 ($25,000
crashed)
- 2 goes from 2-3, takes 4-8 weeks (expect 7), and costs $7,000 ($9,000
crashed)
- 3 goes from 1-3, takes 8-12 weeks (expect 10), and costs $12,000
($15,000 crashed).
© 1996 A.J.Filipovitch
Revised 4 October
96