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Assignment - 1 - Md. Rashedul Hasan - ID 21374016

The document discusses two project management cases. Case 1 provides a schedule for a project with activities, durations, predecessors and calculates the critical path. Case 2 analyzes the impact of an early shutdown on the project duration using the normal distribution.

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Ratnadip Saha
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37 views

Assignment - 1 - Md. Rashedul Hasan - ID 21374016

The document discusses two project management cases. Case 1 provides a schedule for a project with activities, durations, predecessors and calculates the critical path. Case 2 analyzes the impact of an early shutdown on the project duration using the normal distribution.

Uploaded by

Ratnadip Saha
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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BRAC UNIVERSITY

Assignment: 1
Course Title: Project Management
Course ID: MSC 723

Submitted By Submitted To
MD. RASHEDUL HASAN HASAN MAKSUD CHOWDHURY
EMBA Student ID: 21374016 Assistant Professor
Cell Phone No: 01842499494 BRAC Business School
E-mail: [email protected] BRAC University
CASE-1

Activity Days Predecessor No. of Workers Free Float


a m b ET Variance
AB 4 5 6 5 0.11 0 0
BC 2 5 8 5 1.00 AB 0 0
CD 5 7 9 7 0.44 BC 17 0
CE 4 5 6 5 BC 9 13
DF 2 4 6 4 0.44 CD 14 0
FG 3 4 4 5 DF 36 13
FH 4 5 6 5 DF 6 13
FI 3 4 5 4 DF 15 14
FJ 5 7 9 7 0.44 DF 5 0
JK 10 11 12 11 0.11 CF, FJ 5 0
KL 4 5 8 6 0.44 FG,FH,FI,JK 12 0
KM 7 8 9 8 FG,FH,FI,JK 13 2.17
MN 4 5 11 5.83 KM 7 2.17
LO 5 7 9 7 0.44 KL 12 0
OP 5 6 7 6 0.11 LO 14 0
PQ 2 3 4 3 LO, MN 18 2.17

∑ v= 3.56
(a) Critical path is AB – BC – CD – DF – FJ – JK – KL – LO – OP
Project Duration 58 Days
Critical path is significant because it gives the estimated project duration.

(b) Free float/Total float is the measure of time by which an action can be
deferred without postponing the task term. Total Float is calculated in the
table.

(c) We Know,
Z = T-PD/√V

Here, T = 60 Days
PD = 58 Days
√V = √3.56 = 1.06

From Z table for 1.06, σ = 0.85543

Hence the probability that the project can be completed by September 30


is 85.54%
CASE-2

Critical path: 1 – 2 – 3 – 4 – 9 – 14 – 20 – 21 – 22 – 23
Project Duration: 45.75 Days
Variance = 8.03
√Variance = 2.8345
(1) Shutdown completed one week earlier, 45.75-7 = 38.75 Days
Z= (38.75- 45.75)/2.8345= - 2.4695

From Z table, P (Z=2.4695) = 0.9932


P (Z= - 2.4695) = 1- 0.9932
= 0.0068 ≈ 0.68%

(2) Shutdown completed 1 day earlier, 45.75-1 = 44.75 Days


Z = - 0.3527
From table, P (Z=0.3527) = 0.6368
P (Z=-0.3527) = 1-0.6368= 0.3632 ≈ 36.32%
2 days earlier = 45.75-2 = 43.75 Days; Z = - 0.7055
For P (0.7055) = 0.7580, P (-0.7055) = 0.242≈ 24.2%

3 days earlier = 45.75-3 = 42.75 Days; Z = - 1.0583


For P (1.0583) = 0.8544, P (-1.0583) = 0.1456≈ 14.56%

4 days earlier = 45.75-4 = 41.75 Days; Z = - 1.4111


For P (1.4111) = 0.9207, P (-1.4111) = 0.0793≈ 7.93%

5 days earlier = 45.75-5 = 40.75 Days; Z = - 1.7639


For P (1.7639) = 0.9608, P (-1.7639) = 0.0392≈ 3.92%

6 days earlier = 45.75-6 = 39.75 Days; Z = - 2.1167


For P (2.1167) = 0.9830, P (-2.1167) = 0.017≈ 1.7%

(3) As the company is ready to increase the budget to shorten the falls at the time of
shutdown, the company must comply a good amount of direct cost. Also proper
planning of raw materials should be done in order to maintain the flow of
manufacturing activity.

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