Project Topic 1: Moore Housing Contractors Moore Housing Contractors is negotiating a deal with Countryside Realtors to build six houses in a new development. Countryside wants Moore Contractors to start in late winter or early spring when the weather begins to moderate and build through the summer and fall. The summer months are a busy time for the realty company, and it believes it can sell the houses almost as soon as they are ready or sometimes before. The houses all have similar floor plans and are of approximately equal size; only the exteriors are noticeably different. The completion time is so critical for Countryside Realtors that it is insisting a project management network accompany the contractor’s bid for the job with an estimate of the completion time for a house. The realtor also needs to be able to plan its offerings and marketing for the summer. The realtor wants each house to be completed within 45 days after it is started. If a house is not completed within this frame, the realtor wants to be able to charge the contractor a penalty. Mary and Sandy Moore, the president and vice president of Moore Housing Contractors, are concerned about the prospect of a penalty. They want to be confident they can meet the deadline for a house before entering into any agreement with a penalty involved. If there is a reasonable likelihood they cannot finish a house within the 45 days, they want to increase their bid to cover potential penalty charges. The Moores are experienced home builders, so it was not difficult for them to list the activities involved in building a house or to estimate activity times. However, they made their estimates conservatively and tended to increase their pessimistic estimates to compensate for the possibility of bad weather and variations in their workforce. Following is a list of the activities for building a house and the activity estimates: Activity Description Predecessors Time (days) a m b A Excavation, pour footers - 3 4 6 B Lay foundation A 2 3 5 C Frame and roof B 2 4 5 D Lay drain tiles B 1 2 4 E Sewer (floor) drains B 1 2 3 F Install insulation C 2 4 5 G Pour basement floor E 2 3 6 H Rough plumbing, pipes E 2 4 7 I Install windows F 1 3 4 J Rough electrical wiring F 1 2 4 K Install furnace, air conditioner C, G 3 5 8 L Exterior brickwork I 4 6 10 M Install plasterboard, mud, plaster J, H, K 6 8 12 N Roof shingles, flashing L 2 3 6 O Attach gutter, downspouts N 1 2 5 P Grading D, O 2 3 7 Q Lay subflooring M, N 3 4 6 R Lay driveway, walks, landscape P 4 6 10 S Finish carpentry Q 3 6 12 T Kitchen cabinetry, sink, and appliances Q 2 4 8 U Bathroom cabinetry, fixtures Q 2 3 6 V Painting (interior and exterior) S, T, U 4 6 10 W Finish wood floors, lay carpet S, V 2 5 8 X Final electrical, light fixtures V 1 3 4 1. Develop a CPM/PERT network (draw the network, find expected completion time, variances, ESTs, LSTs, EFTs, LFTs, and slack for each activity, and expected project completion time and critical p ...

1. Project Topic 1: Moore Housing Contractors
Moore Housing Contractors is negotiating a deal with
Countryside Realtors to build six houses in a new development.
Countryside wants Moore Contractors to start in late winter or
early spring when the weather begins to moderate and build
through the summer and fall. The summer months are a busy
time for the realty company, and it believes it can sell the
houses almost as soon as they are ready or sometimes before.
The houses all have similar floor plans and are of approximately
equal size; only the exteriors are noticeably different. The
completion time is so critical for Countryside Realtors that it is
insisting a project management network accompany the
contractor’s bid for the job with an estimate of the completion
time for a house. The realtor also needs to be able to plan its
offerings and marketing for the summer. The realtor wants each
house to be completed within 45 days after it is started. If a
house is not completed within this frame, the realtor wants to be
able to charge the contractor a penalty. Mary and Sandy Moore,
the president and vice president of Moore Housing Contractors,
are concerned about the prospect of a penalty. They want to be
confident they can meet the deadline for a house before entering
into any agreement with a penalty involved. If there is a
reasonable likelihood they cannot finish a house within the 45
days, they want to increase their bid to cover potential penalty
charges. The Moores are experienced home builders, so it was
not difficult for them to list the activities involved in building a
house or to estimate activity times. However, they made their
estimates conservatively and tended to increase their pessimistic
estimates to compensate for the possibility of bad weather and
variations in their workforce. Following is a list of the activities
for building a house and the activity estimates:

2. Activity
Description
Predecessors
Time (days)
a
m
b
A
Excavation, pour footers
-
3
4
6
B
Lay foundation
A
2
3
5
C
Frame and roof
B
2
4
5
D
Lay drain tiles
B
1
2
4
E
Sewer (floor) drains

3. B
1
2
3
F
Install insulation
C
2
4
5
G
Pour basement floor
E
2
3
6
H
Rough plumbing, pipes
E
2
4
7
I
Install windows
F
1
3
4
J
Rough electrical wiring
F
1
2
4
K
Install furnace, air conditioner

4. C, G
3
5
8
L
Exterior brickwork
I
4
6
10
M
Install plasterboard, mud, plaster
J, H, K
6
8
12
N
Roof shingles, flashing
L
2
3
6
O
Attach gutter, downspouts
N
1
2
5
P
Grading
D, O
2
3
7
Q
Lay subflooring

5. M, N
3
4
6
R
Lay driveway, walks, landscape
P
4
6
10
S
Finish carpentry
Q
3
6
12
T
Kitchen cabinetry, sink, and appliances
Q
2
4
8
U
Bathroom cabinetry, fixtures
Q
2
3
6
V
Painting (interior and exterior)
S, T, U
4
6
10
W
Finish wood floors, lay carpet

6. S, V
2
5
8
X
Final electrical, light fixtures
V
1
3
4
1. Develop a CPM/PERT network (draw the network, find
expected completion time, variances, ESTs, LSTs, EFTs, LFTs,
and slack for each activity, and expected project completion
time and critical path).
2. Determine the probability that the contractors can complete a
house within 45 days.
3. Does it appear that the Moores might need to increase their
bid to compensate for potential penalties?
4. Indicate which project activities Moore Contractors should be
particularly diligent to keep on schedule by making sure
workers and materials are always available.
5. Indicate which activities the company might shift workers
from as the need arises.
The Moores also developed the budget for building a house. The
budget estimates before project start is provided in the table
below:
Activity
Total budgeted cost ($)
A
$20,000
B
$21,000
C
$25,000

7. D
$5,000
E
$6,000
F
$4,000
G
$15,000
H
$11,000
I
$8,000
J
$7,000
K
$6,000
L
$13,000
M
$6,000
N
$3,000
O
$2,500
P
$3,500
Q
$8,000
R
$11,000
S
$9,000
T
$8,000
U
$4,000

8. V
$6,000
W
$8,000
X
$2,000
6. Develop budgeted cost estimates per day from the start of the

9. project until its completion using both ESTs and LSTs of each
activity.
In the 12th day of the project, the Moores wanted to know the
status of the project. Activities A, B, C, D, and E have been
finished and incurred costs of $19,000, $24,000, $25,000,
$4,000, and $8,000, respectively. Activity G is 80% finished
with incurred costs of $13,000, activity H is 60% finished with
incurred costs of $7,000, and activity F was just started (5%
completed) and incurred a starting cost of $600. The other
activities have not been started.
7. Is the project of building the first house on schedule?
8. What is the value of work completed?
9. Are there any cost overruns?
Suppose the Countryside Realtors wanted to have each house
finished in 35 days. Moore Contractors has a plan developed for
this type of situation, as well. This plan includes adding extra
resources such as equipment and people to each of the activities
A – X needed for building a house. The crash time and crash
cost for each activity are presented in the table below:
Activity
Crash time
Crash cost
A
3
$28,000
B
2
$26,000
C
3
$31,000
D
1

10. $6,500
E
1
$7,000
F
3
$5,000
G
2
$18,000
H
3
$12,000
I
2
$10,000
J
1
$7,500
K
3
$9,000
L
3
$19,000
M
6
$8,000
N
1
$4,000
O
1
$3,000
P
2

11. $4,000
Q
3
$10,000
R
4
$13,000
S
3
$12,000
T
3
$9,000
U
2
$6,000
V
5
$9,000
W
4
$9,000
X
1
$4,000

12. 10. Calculate the project crash cost under this scenario.
11. Using the crash time and crash cost in the table above,
calculate the shortest possible delivery time and its cost.