PROJECT MANAGEMENT

PERT
A.) T=(a+4m+b)/6 E.) T=(a+4m+b)/6
= ( 20+4(0)+40) =25+4(30)+35/6
=10 =30

B.) T=(a+4m+b)/6 F.) T=(a+4m+b)/6

=(20+4(65)+80/6 =0.1+4(0.1)+0.1/6
=60 =0.1

C.) T=(a+4m+b)/6 G.) T=(a+4m+b)/6

=50+4(60)+100/6 =25+4(30)+35/6
=65 =30

D.) T=(a+4m+b)/6
=30+4(50)+100/6 H.) T=(a+4m+b)/6
=65 =10+4(20)+30/6
=20

I.) T=(a+4m+b)/6
=20+4(25)+60/6
=30

J.) T=(a+4m+b)/6
=8+4(10)+12/6
=10

K.) T=(a+4m+b)/6
=0.1+4(0.1)+0.1/6
=0.1

L.) T=(a+4m+b)/6
=20+4(25)+60/6
=30
ACTIVITY ES EF LS LF SLACK CRITICAL
A 0 10 0 10 0 Y
B 10 70 39.9 99.9 29.9 N
C 10 75 10 75 0 Y
D 75 130 75 130 0 Y
E 70 100 99.9 129.9 29.9 N
F 100 100.1 129.9 130 29.9 N
G 130 160 130 160 0 Y
H 160 180 160 180 0 Y
I 180 190 180.1 190.1 0.1 N
J 180 190 180 190 0 Y
K 190 190.1 190 190.1 0 Y
L 190.1 220.1 190.1 220.1 0 Y

EXPECTED DAYS FOR COMPLETION: 220.1 DAYS & CRITICAL PATH – A, C, D, G, H,

J, K, L

ACTIVITY OPTIMISTIC MOST PESSIMISTIC EXPECTED VARIANCE CRASH

a LIKELY b TIME COST/DAY
m
A   0 40 10 11.11 1,500
B 20 65 80 60 100 3,500
C 50 60 100 65 69.44 4,000
D 30 50 100 55 136.11 1,900
E 25 30 35 30 2.78 9,500
F 0.1 0.1 0.1 0.1 0 0
G 25 30 35 30 2.78 2,500
H 10 20 30 20 11.11 2,000
I 20 25 60 30 44.44 2,000
J 8 10 12 10 0.44 6,000
K 0.1 0.1 0.1 0.1 0 0
L 20 25 60 30 44.44 4,500
PROJECT VARIANCE 319.4

VARIANCE = (b−a)/6❑2

PROJECT STANDARD DEVIATION

319.43 =
 = 17.87

Z= (DUE DATE – EXPECTED DATE OF COMPLETION / 

=270-220.1/17.87
Z= 2.79

Z= (DUE DATE – EXPECTED DATE OF COMPLETION / 

=270-250/17.87
Z=1.1190

Z= (DUE DATE – EXPECTED DATE OF COMPLETION / 

= 270-240/17.87
Z= 1.6785

3.) Crash A for 10 days down to 20 days Crash A for 10 days down to 20 days
10 DAYS x 1,500 = 15,000 10 DAYS x 1,500 = 15,000
TOTAL EXTRA COST=15,000 Crash D for 10 days down to 10 days.
10 days x 1,900 = 19,000
TOTAL COST = 34,000

Hill would crash the project to 250 days. Shortened activity durations will enable Hill to finish
the project by the due date. The probability of finishing the project will increase, making it less
risky. There will be an additional cost of S15, 000, there will be a new critical path, meaning, all
activities may delay the project if they will run late. Crashing the project to 250 days would most
likely yield a higher probability than having the target of 270 days.

2.) FORECASTING

1. Can university scores, be used as (one of) the legitimate selection criteria in equal-opportunity
job contest?

Passing a resume and transcript of records (TOR) with a decent grade and a good profile will
surely catch the attention of the employer. It reflects the qualities of the employee such as being
eager to learn, or it acts as an indicator of being a potential employee who can handle pressure,
and is motivated to succeed. GPA or university scores may vary according to how well you’ve
done in college and the industries that interest you. University scores might be one of the
legitimate basis or criteria in choosing competent employee, however, it is still important to
consider that a company or the employer isn’t just all about the high grades or being one of the
Latin awardees. Skills, qualities, personality, character and experience should also be considered
as a legitimate selection. The employer has its own way of assessing their employees and one of
it is the interview. Creativity, competence, interpersonal skills, critical thinking, and
communication ability are still important factors to consider when selecting for equal-
opportunity job contest.

2.) Can companies rely on these scores as a reasonable forecast of future job performance?

Yes. University scores might be a reasonable forecast of future job performance because as what
I’ve mentioned earlier, it reflects the qualities of the employee such as being eager to learn, or it
acts as an indicator of being a potential employee who can handle pressure, and is motivated to
succeed in whatever he/she does. But it shouldn’t stop there. It is true that it serve as predictors
of success, but there is no more important measure to employers than leadership, actual
experience and determination to attain an excellent job performance that are likely to be far more
relevant than the grades you received in college coursework.

3.) Will student who graduate with honors do better their less successful colleagues?

Most of us wonder if having a high grades or being one of the honor students do even matter
when applying for a job. The answer is, of course. It always matter because it gives a good
impression to the employee. But just because you graduated with honors, it doesn’t mean that
you will do better than those less successful colleagues. Again, it still depends on our
determination and eagerness throughout our performance in the workforce. You and your
accomplishments and core competencies are the one who can tell or determine your success.
After all, the choice still depends on us. The employee’s hard work, relevant experience and
projects, skill set, and professionalism that will bring him/her to victory and will make us better
than anyone else.