Part C. Management is not happy with the schedule and wants the project completed as soon as possible. Unfortunately, they are not willing to approve additional resources. One team member pointed out that the network contained only finish-to-start relationships and that it might be possible to reduce project duration by creating start to-start lags. After much deliberation the team concluded that the following relationships could be converted into start-to-start lags:
-Activity B could start 6 days after the start of Activity A
-Activity C could start 9 days after the start of Activity A
-Activity E could begin 1 day after the start of Activity D
-Activity F could start 5 days after the start of Activity E.
-Activity G could begin 7 days after the start of Activity F
-Activity H and Activity I could begin 5 days after Activity G
-Activity K could begin 9 days after the start of Activity J.
-Activity L could start 3 days after the start of Activity K
What impact did these lags have on the original schedule (Part A)? How long will the project take? Is there a change in the critical path? Is there a change in the sensitivity of the network? Why would management like this solution?
