The case study as well as the Case Study guidelines will be attached as files here. PLEASE BE SURE TO COMPLETE THE NETWORK DIAGRAM/PROGRAM EVALUATION. AND THE FORWARD AND BACKWARD PASS CALCULATIONS. And please let me know ahead of time if you will be doing it by hand or using some software. Thank you! And I’ll be sure to tip appropriately because I know this is a little bit extra than just writing the case study.
To complete this assignment and gain maximum points, you will need to do the following:
1) Prepare a network diagram /program evaluation and review technique (PERT) chart for the
project and identify the critical path. Please do this by hand unless you have access to some
graphics software, or MS project software.. Either way will be accepted as long as I can read
and understand your work. I want to see both the FORWARD PASS Calculation and the
BACKWARDS PASS Calculation for full credit.
2) Be sure to include the Late Start/Early Start and Late Finish/ Early Finish Data – points will be
deducted if this is not included.
3) What is the completion date of the project based on the data in Exhibit 1? Or how long will it
take to complete the project?
4) What activities would you consider CRASHING and why? Please write more than 1 sentence.
4 sentences to explain yourself would be expected.
5) If you were Brent Collver, what action would you take and why? Again – please write more
than 1 sentence. A good explanation of your reasoning will give you favorable points for this
question.
6) Brent is considering a number of possible alternatives listed below to reduce the overall
length of the project. Will any of these alternatives help him?
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a) Ask the contractor to provide additional technicians to reduce the time required to
complete the electrical and pneumatic construction by 2 weeks at a cost premium of
$20,000.
b) contractors for office construction instead of 1. One contractor would be responsible for
the office structure.; The second contractor would be responsible for installation of fire
alarm and safety systems such as fire alarm, emergency lighting, and sprinklers. This
approach would reduce the expected completion time. For the office by three weeks, but
increased costs by $30,000.
c) Ask the contractor to work overtime on Saturdays to reduce the time to complete the
quality/supervisor pod construction by two weeks at a cost premium of $35,000.
d) Use a different contractor to install the anodizing line in 10 weeks at a cost premium. Of
$50,000
Extra Credit Question: Which activities do you consider having the greatest risk for delay?
