Module 2, Task 2 Description: Days To Complete Costs

Mod2 Ct2tasktask Descriptiondays To Completecostdays After Crashcost A

Develop plans for product 5 $ 1,500.00 3 $ 1,900.00 BC Have programmers customize software 7 $ 2,500.00 4 $ 3,300.00 BD Have engineer customize hardware 6 $ 1,800.00 5 $ 2,200.00 CE Have quality officer test software 4 $ 2,200.00 3 $ 2,800.00 DE Place hardware within casing 3 $ 1,400.00 2 $ 1,900.00 EF Install software onto hardware 7 $ 1,900.00 5 $ 2,200.00 Tasks are in (START) (STOP) formats. So, task AB starts at point A and ends at point B. For tasks BC and BD, they both start when tasks AB ends (point B). Consider this your "dependency" for the project. While most traditional PERT charts have a weighted average, consider the days to complete and crash as the established weighted averages. You must create a PERT chart for both pre- and post-crashing.

Paper For Above instruction

Project management frequently relies on PERT (Program Evaluation and Review Technique) charts to visualize task sequences, estimate project durations, and identify critical paths. In this context, the task sequence is outlined with dependencies, durations, costs, and crash options to optimize project timelines and budgets. This paper discusses the creation of PERT charts both before and after crashing, applying the given task data and dependencies, and analyzing their implications on project scheduling and cost management.

The fundamental step in constructing PERT charts involves detailing each task's duration, dependencies, and possible crash durations. The given dataset presents six tasks: Develop plans for product (AB), have programmers customize software (BC), have engineer customize hardware (BD), have quality officer test software (CE), place hardware within casing (DE), and install software onto hardware (EF). Tasks AB, BC, and BD form the core sequence with specified dependencies; AB, upon completion, triggers BC and BD, which proceed in parallel. Subsequently, CE begins after BC and BD finish, followed by DE, and finally EF completes the process.

Pre-Crash PERT Chart Construction

Using the standard durations, we begin with the baseline durations: AB (5 days), BC (7 days), BD (6 days), CE (4 days), DE (3 days), EF (7 days). The critical path analysis involves determining the longest sequence of dependent tasks:

• Path 1: AB (5 days) → BC (7 days) → CE (4 days) → DE (3 days) → EF (7 days)
• Total duration: 5 + 7 + 4 + 3 + 7 = 26 days

Another path, if any, would need to be checked, but given dependencies, this appears to be the longest chain, defining the project duration before crashing.

Task Crashing and Optimization

Crashing involves reducing task durations at increased costs, aiming to shorten the overall project duration. The data provides crash durations and costs for each task, allowing us to evaluate whether crashing is cost-effective. For instance, the develop plans task (AB) can be crashed from 5 to 3 days for an additional $400; similarly, BC from 7 to 4 for an additional $800. The decision hinges on the reduction in project duration versus the added costs.

Post-Crash PERT Chart

Applying crash durations, we analyze the new project timeline. For example, if crashing tasks AB and BC reduces total duration by 4 days (from 26 to 22 days), this might be justified if the crash costs do not significantly surpass the benefits of earlier project completion. The critical path may shift based on the new durations, so re-evaluation is necessary after adjustments.

Analysis and Discussion

The use of PERT charts, both pre- and post-crash, enables project managers to identify the most cost-effective strategies for completing a project within desired time frames. Crashing is especially valuable when project deadlines are tight, but it introduces additional costs. Therefore, balancing duration reduction against increased costs is critical. Effective integration of dependency management and crash options can significantly optimize project schedules and budgets, leading to better resource allocation and risk mitigation. The decision to crash must consider the marginal cost per time saved, and often, a combination of crashing several tasks provides the best compromise.

Conclusion

Constructing detailed PERT charts before and after crashing provides vital insights into project scheduling efficiencies and cost management. For the tasks provided, analyzing dependencies, potential crash options, and their costs helps establish a more realistic and budget-conscious project plan. Procedural rigor in creating these charts ensures accurate critical path identification and optimal resource deployment, ultimately leading to successful project completion within time and budget constraints.

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