Economia IC part B

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Case Study International Company Part B from the book Project Management 9th Edition

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Economia IC part B

  1. 1. IC – PART B CASE STUDY GRUPO 8 ECONOMIA E GESTÃO DE PROJECTO
  2. 2. ACTIVITY CRASHING DECISIONS Maximum Crash Normal Cost Crash Cost/Day (USD)Activity Normal Time (te) Crash Time Time (USD) /Slope A 3 3.000 7 4 500 B 2 5.000 4 2 1.000 C 0 6.000 5 5 - D 3 20.000 20 17 3.000 E 2 10.000 11 9 1.000 F 1 7.000 7 6 1.000 G 2 20.000 12 10 3.000 H 1 8.000 6 5 2.000 I 1 5.000 9 8 2.000 J 1 7.000 5 4 1.000 K 6 12.000 30 24 1.000 Total Normal Costs:103.000
  3. 3. ACTIVITY CRASHING DECISIONS Critical Path: A-C-D-H-J-K • Activities Changed: 3xA ($1.500) • Activities Changed: J ($1.000) • Activities Changed: 6xK ($6.000)
  4. 4. ACTIVITY CRASHING DECISIONS Overhead Excluded 114,000 112,000 111,500 110,000 108,000 106,000 Direct Costs 105,500 Total Cost 104,000 104,500 102,000 103,000 100,000 98,000 63 69 70 73
  5. 5. OVERHEAD COSTS Overhead included180,000 155,600 153,800 153,500 154,100160,000140,000120,000 111,500 Indirect Costs 105,500 104,500 103,000100,000 Direct Costs 80,000 Total Cost 60,000 48,300 49,000 51,100 44,100 40,000 Indirect Cost Direct Cost Total Cost Duration 20,000 0 44.100 111.500 155.600 63 63 69 70 73 48.300 105.500 153.800 69 49.000 104.500 153.500 70 51.100 103.000 154.100 73

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