FACULTY OF APPLIED SCIENCES
DEPARTMENT OF INFORMATICS AND DATA ANALYTICS
(BSc Hons Degree in INFORMATICS)
COURSE : DATA SCIENCE PROJECT MANAGEMENT
COURSE CODE: SIA2206
Lecturer : Mr T Mukandi
Group names Student ID
Lymon Sithole N02222418T
Mlambo Misheck N02217292F
Craig Makaya N02221877H
Sandra Dube N02215888M
Varaidzo Hamadziripi N02220973X
Hamadzashe Kokoto Mujati N02221962Y
Tinashe Simango N02211344d
Robedia Mushandu N02133139T
Mbongeni Ndlovu N02016739M
GROUP 1...WORK: ASSIGNMENT 2
Question 1
(a)
i. Network diagram using the information in a table above
ii. Using the backward and forward pass to determine the critical path (the
earliest start times, the latest finish times and the slack for each event).
CRITICAL PATH = A -> B -> D -> H -> I
iii. State and explain any five (5) uses of the Critical Path Analysis (CPA).
Define the Project Schedule: Critical Path Analysis (CPA) aids in establishing a practical
and attainable timetable for project culmination. Through pinpointing the critical path
and the durations of all tasks, project managers ascertain the earliest feasible finish date
for the project. This data is pivotal for setting deadlines, conveying expectations to
stakeholders, and maintaining project alignment.
Identify Key Activities: CPA illuminates the pivotal tasks crucial for project success,
namely those situated on the critical path. Delays in these tasks directly impact the
entire project timeline. Recognizing critical activities enables project managers to
concentrate their efforts and resources on these tasks, mitigating the risk of overarching
project delays.
Monitor Progress and Detect Potential Issues: CPA serves as a valuable mechanism for
monitoring project advancement. By contrasting the actual commencement and
conclusion times of tasks with the planned schedule derived from CPA, project
managers can detect any deviations or delays. Early identification of potential problems
facilitates timely corrective measures, averting their escalation into major issues.
Assess Schedule Risks: CPA embodies a proactive stance towards risk management.
Through scrutinizing the network diagram and task durations, project managers can
pinpoint potential bottlenecks or dependencies that might lead to delays. This foresight
empowers them to devise contingency plans to mitigate these risks. For instance, if a
critical task hinges on a solitary supplier, an alternate supplier can be identified to
alleviate the impact of potential delays from the primary source.
Optimize Resource Allocation: Equipped with a clear comprehension of the critical path
and task durations, CPA enables project managers to make informed decisions regarding
resource allocation. Resources such as personnel, equipment, or budget can be
prioritized and directed towards critical tasks to ensure their punctual completion. This
prevents resource overload on non-critical tasks and fosters efficient resource utilization
throughout the project's lifecycle.
(b) To shorten the project by five weeks determine the Critical Path
Analysis(CPA)
Maximum 2 1 1 2 0 1 2 3 1 Wave
Crash 1
Crash 500 3000 2000 2000 0 1000 6000 2300 9000 $500
Cost/week
$
Normal 4 3 2 5 1 3 4 4 6
time
Activities A B C D E F G H I
Path 1 A B D H I 22 -1=21
Path 2 A B E H I 18 -1=17
Path 3 A B E G I 18 -1=17
Path 4 A C E G I 17 -1=16
Path 5 A C F G I 19 -1=18
Crash A = 1 x 500
Maximum 1 1 1 2 0 1 2 3 1 Wave
Crash 2
Crash 500 3000 2000 2000 0 1000 6000 2300 9000 $500
Cost/week
$
Normal 4 3 2 5 1 3 4 4 6
time
Activities A B C D E F G H I
Path 1 A B D H I 22 -1=20
Path 2 A B E H I 18 -1=16
Path 3 A B E G I 18 -1=16
Path 4 A C E G I 17 -1=15
Path 5 A C F G I 19 -1=17
Crash A = 1 x 500
Maximum 0 1 1 2 0 1 2 3 1 Wave
Crash 3
Crash 500 3000 2000 2000 0 1000 6000 2300 9000 $2000
Cost/week
$
Normal 4 3 2 5 1 3 4 4 6
time
Activities A B C D E F G H I
Path 1 A B D H I 22 -1=19
Path 2 A B E H I 18 -0=16
Path 3 A B E G I 18 -0=16
Path 4 A C E G I 17 -0=15
Path 5 A C F G I 19 -0=17
Crash D = 1 x 2000
Maximum 0 1 1 1 0 1 2 3 1 Wave
Crash 3
Crash 500 3000 2000 2000 0 1000 6000 2300 9000 $2000
Cost/week
$
Normal 4 3 2 5 1 3 4 4 6
time
Activities A B C D E F G H I
Path 1 A B D H I 22 -1=18
Path 2 A B E H I 18 -0=16
Path 3 A B E G I 18 -0=16
Path 4 A C E G I 17 -0=15
Path 5 A C F G I 19 -0=17
Crash D = 1 x 2000
Maximum 0 1 1 0 0 1 2 3 1 Wave
Crash 3
Crash 500 3000 2000 2000 0 1000 6000 2300 9000 $2300
Cost/week
$
Normal 4 3 2 5 1 3 4 4 6
time
Activities A B C D E F G H I
Path 1 A B D H I 22 -1=17
Path 2 A B E H I 18 -1=15
Path 3 A B E G I 18 -0=16
Path 4 A C E G I 17 -0=15
Path 5 A C F G I 19 -0=17
Crash H = 1 x 2300
Maximum 0 1 1 0 0 1 2 2 1 Wave
Crash 3
Crash 500 3000 2000 2000 0 1000 6000 2300 9000 $2300
Cost/week
$
Normal 4 3 2 5 1 3 4 4 6
time
Activities A B C D E F G H I
Path 1 A B D H I 22 -1=17
Path 2 A B E H I 18 -1=15
Path 3 A B E G I 18 -0=16
Path 4 A C E G I 17 -0=15
Path 5 A C F G I 19 -0=17
Crash H = 1 x 2300
a) Determine the new project cost
Crash costs = $2300 + $2000 +$2000 +$500 +$500 = $ 6300
Total normal costs = $ 94 000
New Project cost = $94 000 + $6 300 = $100 300
