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Milwaukee General Hospital

Milwaukee General Hospital, located in downtown Milwaukee, has long been trying to avoid the expense of installing air pollution control equipment in its extensive laundry/cleaning operations facility. The environmental protection agency has recently given the hospital 16 weeks to install a complex air filter system. Milwaukee General has been warned that it may be forced to close the laundry facility unless the device is installed in the allotted period. Dr. Joni Steinberg, the hospital administrator, wants to make sure that installation of the filtering system progresses smoothly and on time.

Milwaukee General has identified the eight activities that need to be performed in order for the project to be completed. When the project begins, two activities can be simultaneously started: building the internal components for the device (activity A) and the modifications necessary for the floor and roof (activity B). The construction of collection stack (activity C) can begin when the internal components are completed. Pouring the concrete floor and installation of the frame (activity D) can be started as soon as the internal components are completed and the roof and floor have been modified.

After the collection stack has been constructed, two activities can begin: building the high temperature burner (activity E) and installing the pollution control system (activity F). The air pollution device can be installed (activity G) after the concrete floor has been poured, the frame has been installed, and the high-temperature burner has been built. Finally, after the control system and pollution device have been installed, the system can be inspected and tested (activity H).

Part I

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1. Develop a table showing activity precedence relationship.
2. Draw the AON network for Milwaukee General Hospital.
3. Draw the complete AOA project network for the problem.
4. Determine the project schedule using the table below:

§ Calculate the earliest start and finish times for the activities in the Milwaukee General Hospital

§ Calculate the latest start and finish times for each activity in the hospital.

§ Calculate the slack for the activities in the Milwaukee General Hospital project.

§ Show Milwaukee General’s critical path.

§ Suppose Dr. Steinberg and the project management team at Milwaukee General Hospital developed the following time estimates for Activity F (installing the Pollution Control System):

a = 1 week, m = 2 weeks, b = 9 weeks

a) Find the expected time and variance for activity F.

b) Then compute the expected time and variance for all of the other activities in the pollution control project. Use the following time estimates:

Activity	Optimistic	Most Likely	Pessimistic	Expected time	Variance
A
B
C
D
E
F
G
H

• Compute the total project variance and project standard deviation
• Find the probability that the project will be finished on or before the 16 week deadline.
• Find the due date under which the hospital’s project ahs a 99% chance of completion.

1. Suppose that Milwaukee General Hospital has been given only 13 weeks (instead of 16) to install the new pollution control equipment or face a court-ordered shutdown. As you determined before, the critical, the critical length of Joni Steinberg’s critical path was 15 weeks. Which activities should Steinberg crash, and by how much, in order to meet this 13-week due date? Naturally, Steinberg is interested in speeding up the project by 2 weeks, at the least additional cost.

The hospital’s normal ands crash times and normal and crash costs are shown in the table below:

Date: 2015-01-12; view: 1242