Burst activity

Hammock activity is a project planning or a schedule term for grouping of tasks that are having a deadline.It also contains the resources that we will be needing for the project and also the cost for the project. Hence the answer is option B.

Which is a key benefit of using a hammock activity in a project network? Assignment and control of indirect costs. Which statements are true about using a start to finish precedence relationship? The successor activity may start at any time.

Which of the following correctly calculates the early finish for an activity? Burst activity.

1. Activities that must be completed immediately before an activity are called predecessor activities. 2. Activities that must follow immediately after an activity are called successor activities.

Burst activities

Features of Dummy Activity A dummy activity can be either critical or non-critical. It becomes a critical activity when the earlier start time and the latest finish time are equal.

Critical path activities are the project tasks that must start and finish on time to ensure that the project ends on schedule. A delay in any critical path activity will delay completion of the project, unless the project plan can be adjusted so that successor tasks finish more quickly than planned.

The CPM would describe the sequence that takes the most time. For example, if you’re building a house, you would have several task sequences as follows: Each task takes a different amount of time and resources. It takes more time to build walls and lay the roof than to install faucets and fixtures.

In other words, critical path is the longest path in your project’s schedule network diagram, and is the SHORTEST possible duration for the project.

The critical path (or paths) is the longest path (in time) from Start to Finish; it indicates the minimum time necessary to complete the entire project.

Yes, the critical path is the longest overall duration for the sequenced activities. It is not the shortest project duration and it is the shortest time possible to complete the project.

You can have more than one critical path in a project, so that several paths run concurrently. This can be the result of multiple dependencies between tasks, or separate sequences that run for the same duration. In fact, the activities on the critical path are not always the most important parts of the project.

The longest simple path problem can be solved by converting G to -G (i.e. inverting the sign of the weight of each edge in the original G), and then calculate the shortest simple path.

Dijkstra’s algorithm. Dijkstra’s algorithm to find the shortest path between a and b. It picks the unvisited vertex with the lowest distance, calculates the distance through it to each unvisited neighbor, and updates the neighbor’s distance if smaller. Mark visited (set to red) when done with neighbors.

If there is a negative cycle in -G , a longest path does not exist at all in G , because you can just continue walking around the cycle forever. A longest simple path might still exist, but with or without negative cycle, the problem can be reduced to Hamiltonian Path and is therefore still NP-hard.

The Longest Path is the path through a project network from start to finish where the Total Duration is longer than any other path. It makes sense to focus on a project’s Longest Path as it is definitely the path where deviations from plan will affect the project’s finish date.

The Dijkstra Algorithm is an algorithm that allows you to allocate the shortest path in a graph between a starting node i and an end note j by inlcuding other nodes of the graph. It can also be used to calculate longest paths, if some simple modifications are used.

The longest path through the schedule is a key concept. It tells how long the schedule takes. Further – activities along the longest path should be adjusted to support schedule compression and optimization efforts. The term “critical path” is often used to refer to the “longest path”.

Fact: The critical path is the longest path through the network diagram, meaning the sequence of activities that collectivity define the starting and ending dates for the project and have no slack or float time (excess time).

Critical Path duration is also an estimate of the minimum (shortest) duration to complete the project because it’s the only path that runs continuously from start to end of the project i.e. it has no float / wiggle room to cut down.

Float, sometimes called slack, is the amount of time an activity, network path, or project can be delayed from the early start without changing the completion date of the project. Total float is the difference between the finish date of the last activity on the critical path and the project completion date.

In fact, it can have even more than two if necessary. This is because one single critical path, outlining tasks which are imperative for the project to succeed might not encompass all of the critical tasks, or it might only apply to one strand of a project’s overall objective.

The critical path method (CPM), also known as critical path analysis (CPA), is a scheduling procedure that uses a network diagram to depict a project and the sequences of tasks required to complete it, which are known as paths.

The critical path of a project will not remain static throughout its life, it can change during the course of project completion. Unforeseen circumstances sometimes may cause estimated duration of one or more activities to change.

Critical path allows teams to identify the most important tasks in a project. This provides a higher level of insight into your project’s timeline and a correlation between tasks, giving you more understanding about which task durations you can modify, and which must stay the same.

Finish-to-Start: When one activity finishes, its successor can start. Start-to-Start: When one activity starts, its successor can begin. Finish-to-Finish: When one activity finishes, its successor can also finish, but not until then. Start-to-Finish: When one activity starts, its successor can finish.

There are six steps in the critical path method:

1. Step 1: Specify Each Activity.
2. Step 2: Establish Dependencies (Activity Sequence)
3. Step 3: Draw the Network Diagram.
4. Step 4: Estimate Activity Completion Time.
5. Step 5: Identify the Critical Path.
6. Step 6: Update the Critical Path Diagram to Show Progress.

To do this, you can:

1. Shorten the duration or work on a task on the critical path.
2. Change a task constraint to allow for more scheduling flexibility.
3. Break a critical task into smaller tasks that can be worked on at the same time by different resources.
4. Revise task dependencies to enable more scheduling flexibility.