For an organization, a project schedule is given below. Assume that all times are in days.
|
Task
|
Predecessor
|
Normal Time
|
Crash Time
|
Crash Cost Slope
|
|
A
|
None
|
3
|
3
|
NA
|
|
B
|
A
|
2
|
2
|
NA
|
|
C
|
A
|
6
|
2
|
$600
|
|
D
|
A
|
5
|
5
|
NA
|
|
E
|
B
|
3
|
1
|
$600
|
|
F
|
C
|
2
|
2
|
NA
|
|
G
|
D
|
7
|
3
|
$600
|
|
H
|
F, G
|
4
|
4
|
NA
|
|
I
|
E
|
5
|
5
|
NA
|
|
J
|
H
|
4
|
4
|
NA
|
|
K
|
I, J
|
7
|
7
|
NA
|
Draw the activity on node (AON) project network using Microsoft Project or Visio. Perform a critical path analysis for the network and calculate the earliest start (ES), earliest finish (EF), latest start (LS), and latest finish (LF) times. Calculate the slack time for each activity. Identify the critical path.
Assume that the organization will receive a $1,000 bonus for each day the duration of the project is shortened. The organization is also responsible for paying the crash cost associated with shortening the schedule.
To maximize the net profit, which task should you crash and by how much?