The document discusses staffing management and project scheduling. It provides information on developing a staffing management plan using a resource histogram and responsibility assignment matrix. It also discusses two techniques for compressing a project schedule: fast tracking, where parallel activities are performed instead of sequentially, and crashing, where additional resources are added to reduce activity durations but increase costs. The document then provides a sample project and asks to develop a network schedule, identify critical paths, and explore schedule compression options.

1. PMGT 510
Principles of Project Management
Group Assignment 9
Part1
Staffing management is much the same as it sounds; it is an
approach to deal with the staff on a team or project. The
staffing management plan will state when work force will be
dropped or added to the project or when they have finished their
bit if they will be moved to another level of the project, or if
their business is finished. A decent instrument to demonstrate
this management plan is to utilize an asset histogram. This will
outwardly put the staffing management intend to utilize. An
obligation task network would be a decent method to appear and
clear up the jobs and duties regarding errands expected to finish
the project.
When performing resource leveling, it is helpful for the project
manager to consult both the Critical path schedule and resource
histogram.
The two techniques for compressing a schedule are:

2. First schedule compression approach is Fast Tracking. In fast-
tracking schedule compression system, basic way exercises are
performed in parallel rather than arrangement. This is
conceivable just the exercises are not in required reliance.
Since, if two exercises are relying upon one another essentially,
you can't do these two exercises in parallel. For example, you
can't begin testing of a screen before finishing advancement. If
basic way exercises are relying upon one another due to asset
reliance or if there is an optional reliance, you can fast track
those exercises to finish remaining exercises faster.
Second schedule compression system is crashing. In crashing
schedule compression strategy, there is an exchange off among
expense and schedule. On the off chance that the extension is
the equivalent and project is behind schedule, another
alternative for compacting the schedule is putting additional
assets on residual exercises of the project. In such a case that it
is conceivable to appoint more than one asset on an action,
movement span will diminish individually. This will total the
project faster. In any case, since these additional assets were
not in the underlying arrangement, there will be an extra
expense if crashing is utilized for schedule compression.
When crashing a project schedule, describe the two criteria that
are considered when considering which activities will be sped
up.
First criteria: Since the critical path indicates the completion
time, so choose the right activities for the critical path and is
very important.
Second criteria: Some activities can speed up and some cannot,
so knowing which activates are worth speed up this can
minimize the daily cost and the overall spending.
Part 2: Project network/schedule -scheduling and compressing a
schedule (30 points)
You’ve been asked to manage a project that includes conducting
a two-week (10 working days) computer training class. Using

3. the information in Table below, complete the following:
Activity
Immediate Predecessor
Normal Time (days)
Normal Cost
Crashed Time (days)
Crashed Cost
A – Obtain Instructor
None
7
$500
4
$800
B – Locate Room
A
3
$200
2
$350
C – Check Coats
None
6
$500
4
$900
D – Room Open?
C
3
$200
1
$500
E – Schedule Class
B and D
2
$300

4. 1
$350
Prepare a network schedule showing:
a. Early Starts (ES) for all activities
a. Late Starts (LS) for all activities
a. Slacks for all activities
a. Critical path and its length
a. Non-critical paths and their length
Critical Path is A-B-E, the length is 7+3+2=12 days
Non-Critical Path is C-D-E, the length is 6+3+2=11 days
Schedule Compression:
a.What is the crash cost per day for each activity?
A. (800-500)/(7-4) = 100$
B. (350-200)/(3-2) = 150$
C. (900-500)/6-4 = 200$
D. (500-200)/(3-1) = 150$
E. (350-300)/(2-1) = 50$
b. Which activities should be crashed to meet a project deadline
of 10 days with a minimum cost? You may assume that you can
partially crash an activity.
Critical path = A-B-E = 7+3+2 = 12 days
E + A = 50 + 100 = 150
Non-critical path = C-D-E = 6+3+2 = 11 days
E = 50
c. What is the new cost after crashing the project?
For critical path
A+B+C+D+E = (500+100) +200+500+200+(300+50) = 1850$
For non-critical path
A+B+C+D+E = (500)+200+500+200+(300+50) = 1750$
d. Fully crash the project to its minimum duration. Prepare a
table that shows (for each day the project length is reduced) the

5. project duration, the activities that are crashed, the incremental
crash cost, and the total crash cost.
Activity
Immediate Predecessor
Normal Time (days)
Normal Cost
Crashed Time (days)
Crashed Cost
crash cost per day
A – Obtain Instructor
None
7-6-5-4
$500
4
$800
100
B – Locate Room
A
3-2
$200
2
$350
150
C – Check Coats
None
6-5-4
$500
4
$900
200
D – Room Open?
C
3-2-1
$200
1

6. $500
150
E – Schedule Class
B and D
2-1
$300
1
$350
50
Path
Duration
ABE
12-11-10-9-8-7
CDE
11-10-9-8-7
Project Duration
Activity Crashed
Incremental Crash Cost
Cumulative Crash Cost
12
-
0
0
11
E
50
50
10
A&D
100+150 (250)
300
9
A&D

7. 100+150(250)
550
8
A&C
100+200(300)
850
7
B&C
150+200(350)
1200
PART 3
The project schedule for given data is shown in the diagram
below
Here, the blocks mentioned above follow the legend and its
description shown below
§ <Any Activity> can be any activity that is a part of the
project
§ <Duration> is the time in the number of days required to
finish a task
§ ES stands for ‘Early Start’ and is the earliest possible time on
which uncompleted portions of a schedule activity can start
§ LS stands for ‘Late Start’ and is the latest possible time on
which uncompleted portions of a schedule activity can start
§ EF stands for ‘Early Finish’ and is the earliest possible time
on which uncompleted portions of a schedule activity can start
§ LF stands for ‘Late Finish’ and is known as the latest
possible time on which uncompleted portions of a schedule

8. activity can finish
§ Float has the formula: ‘LS-ES’ or ‘Late Start – Early Start’
§ Formula: EF = ES + Duration
§ Formula: LS = LF – Duration
§ Formula: Float = LS - ES
The table mentioned below specifies the slack/float allowed for
each activity.
Activity
Float = LS-ES
Float/Slack Allowed
A: Evaluate Freezers
4 minus 0
4
B: Chart Temperatures
0 minus 0
0
C: Review Service Record
4 minus 0
4
D: Consult with HVAC Engineer
6 minus 6
0
E: Develop Construction Plan
9 minus 9
0
F: Complete IC Assignment
22 minus 19
3
G: Complete ROI Analysis
19 minus 19
0
H: Conduct Regulatory review
20 minus 19
1

9. I: Obtain Construction Approval
24 minus 24
0
Based on the network schedule diagram above, the table below
shows duration for each path
Path
Duration Calculation
Final Duration (in days)
A-D-E-F-I
2+3+10+2+2
19
A-D-E-G-I
2+3+10+5+2
22
A-D-E-H-I
2+3+10+4+2
21
B-D-E-F-I
6+3+10+2+2
23
B-D-E-G-I
6+3+10+5+2
26
B-D-E-H-I
6+3+10+4+2
25
C-D-E-F-I
2+3+10+2+2
19
C-D-E-G-I
2+3+10+5+2
22
C-D-E-H-I
2+3+10+4+2

10. 21
As seen in the table above, and as seen in the slack table seen in
‘Answer a’, the critical path will be B-D-E-G-I with a duration
of 26 days.