Operation Research

Unit Five
Net working

Unit Objectives
After completing this chapter you should be able to:
 Define what a project is.
 Use CPM to evaluate project‟s time
 Discuss the use of PERT in solving problems of project
 Describe the concept of crashing

5.1. Introduction
It is essential to identify the various activities involved in the execution of Projects. The large
and complex projects of any organization involve a number of interrelated activities, which
might be performed independently, simultaneously, or one after the other. Modern management
has designed a network models approach to solve the problem associated with the allocation of
scarce resources of manpower, material, money and time to these interrelated activities.

A project can be defined as being a series of activities designed to achieve a specific objective,
and which has a definite beginning and a definite end.
Network analysis involves the breaking down of a project into its constituent activities, and the
presentation of these activities in diagrammatic form.
Networks are one of the important tools of management science which easily solve problem by
presenting in visual formats.

5.2 NETWORK DIAGRAMS

5.2.1. Basic Components of Network Diagram
I) Network
It is the graphic representation of logically and sequentially connected arrows and nodes
representing activities and events of a project. Networks are also called arrow diagram.
II) Activity
An activity represents some action and is a time consuming effort necessary to complete a
particular part of the overall project. Thus each and every activity has a point where it ends.
It is represented in the network by an arrow.
A

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Here A is called an activity.

The straight lines connecting the circles represent a task that takes time or resources; these lines
are called activities. The arrow heads show the direction of the activity.
The beginning and end points of an activity are called events or nodes. Event is a point in the
line and does not consume any resource. The head event has always a number higher than the
tail event.
Activity

Tail Head
Merge and burst events
It is not necessary an event to be the ending event of the only one activity but can be the ending
event of two or more activities. Such event is defined as a Merge event.

Merge event

If the event happened to be the beginning event of two or more

activities, it is defined as a Burst event.

III) Preceding, succeeding and concurrent activities

Activities, which must be accomplished before a given event can occur, are termed as preceding
activities. Activities, which cannot be accomplished until any event has occurred, are termed as
succeeding activities. Activities that can be accomplished concurrently are known as concurrent
activities.
This classification is relative, which means that one activity can be proceeding to a certain
event, and the same activity can be succeeding to some other event or it may be a concurrent
activity with one or more activities.
IV) Dummy Activity
Certain activities, which neither consume time nor resources but are used simply to represent a
connection or a link between the events, are known as dummies. It is shown in the network by a
dotted (broken) line.
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The purpose of introducing dummy activity is:

 To maintain uniqueness in the numbering system as every activity may have
distinct set of events by which the activity can be identified.
 To maintain a proper logic in the network.
D
A
B

Dummy

V) Numbering the Events

After the network is drawn in a logical sequence, every event is assigned a number. The number
sequence must be in such a way that it should reflect the flow of the network. In event
numbering, the following rules should be observed:
i. Event numbers should be unique.
ii) Event numbering should be carried out a sequential basis from left to
right.
iii) The initial event, which has all outgoing arrows with no incoming arrow, is
numbered 0 or 1.
iv) The head of an arrow should always bear a number higher than the one
assigned at the tail of the arrow.
v) Gaps should be left in the sequence of event numbering to accommodate
subsequent inclusion of activities, if necessary.
5.2.2. Rules for drawing a network

 A complete network should have only one point of entry -the start event, and one point
of exit -the finish event.
 Every activity must have one preceding event -the tail, and one following event - each
activity has one head.

 Several activities may use the same tail event, and the same head event, but no two
activities may share the same head and tail events.
 Time flows from left to right.

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 An activity must be completed in order to reach the end-event.

 Dummy activities should only be introduced if absolutely necessary.

5.2.3. Convention for Drawing Networks

1. In addition to the rules described above, certain conventions are followed for the sake of
clarity and uniformity. Therefore, there are two alternative types of project networks are
available: Activity-on-arc (AOA) project network and Activity-on-Node (AON) project
network. For this assignment, AON project network was used, where each activity is
represented by a node. The arc used to separate an activity from each of its immediate
predecessors. AOA project networks have some important advantage over project
networks for conveying exactly the same information.
 AOA project network are considerably easier to construct than AON.
 AOA project networks are easier to understand than AON.
 AOA project networks are easier to revise than AON when there are changes in
the project.

5.2.4. Gantt chart

The Gantt chart is a timeline chart. It clearly shows when each task is to begin, the time it will
take to complete each task, and which tasks will be going on simultaneously. You may want to
use more than one level of Gantt chart.

A Gantt chart, named after its inventor, shows the activities of a project, the same as CPA.
However, these activities are presented as a bar chart with the start and finishing times clearly
identified.

Activity Preceding Expected Time

(Weeks)

A- Topic select _ 1

B- Writing concepts _ 2

C- Design methodology A 5

D- Find empirical data A 3

E- Develop conceptual framework B, D 4

F- Data collection E 1

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G- Data interpretation B, D 3

H- Data presentation E 1

I- Summarizing C, F 4

J- Defending G, H, I 2

Required: form Gantt-chart for the above table?

6.2.5. Critical Path Method (Deterministic method)
This is a diagrammatic representation which shows the various activities in a project. The aim
of the CPA is to identify how those activities link together and to show the critical path or the
sequence of activities where a delay will result in the overall project being delayed. An activity
is said to be critical if a delay in its start will cause a further delay in the completion of the
entire project.
It is the longest path in the network from the starting event to the ending event. Hence, for the
activity (i,j) to lie on the critical path, following condition must be satisfied.
a) ESi= LSi
b) EFi = LFj
c) ESj- LSi = EFj- LFi = tij.
ES i, EF j, are the earliest start, and finish time of the event j and i. LS i, LF j, are the latest
start, finish time of the event j and i.
The procedure of determining the critical path
Step 1. List all the jobs and then draw arrow (network) diagrams. Each job indicated by an
arrow with the direction of the arrow showing the sequence of jobs. The length of the arrow has
no significance. The arrows are placed based on the predecessor, successor, and concurrent
relation within the job.
Step2. Indicate the normal time ( tij) for each activity ( i,j) above the arrow which is
deterministic.
Step 3. Calculate the earliest start time and the earliest finish time for each event and write the
earliest time Ei for each event i. Also calculate the latest finish and latest start times.
Step 4. Determine the total float for each activity by taking the difference between the earliest
start and the latest start time.
Step 5. Identify the critical activities and connect them with the beginning event and the ending
event in the network diagram by double line arrows. This gives the critical path.
Step 6. Calculate the project duration.

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Example:
A small maintenance project consists of the following jobs whose precedence relationship is
given below.
Activities Preceding Expected Time
(Weeks)
A _ 15
B _ 15
C A 5
D A 3
E B, D 8
F E 1
G B, D 12
H E 14
I C, F 3
J G, H, I 14

Required:
a) Draw an arrow diagram representing the project.
b) Find the total float and free float for each activity.
c) Find the critical path and the total project duration.
Solution:
A) The network diagram that represents the project is as follows

5
15
A C
A F
A 3
Start A A 1
A D I Finish
A
B 3
A E 14
15 A A H 14
8
A
G 12A J
A
A
A
B) The total float for each activity
To determine the total float first the earliest start and finish; late start and finish are computed.
 Forward pass calculation (obtaining earliest time)
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In this we estimate the earliest start and the earliest finish time.
 Steps to be obtaining Earliest time for all activities
a. For each activity that starts the project (including the start node), set its earliest
start time as ES=0.
b. For each activity who ES value has just been obtained, calculate its earliest
finish time as EF= ES + (estimated) duration of the activity.

For each activity whose immediate predecessors now have EF value, obtain its ES by applying
the earliest start time rule. Then apply step “b” to calculate its EF.

Consider activity “A”, its only immediate predecessors is the start node. This node must be
started by time 0 to complete the project, so we begin by assigning values to this node as: Start
node: ES =0
EF = 0+ duration (0 weeks) = 0
Activity A: ES =0
EF = 0 + duration (15weeks) = 15

Activity B: ES= 0
EF = 0+ duration (15weeks) = 15

Activity C: ES= EF for activity A= 15

EF= 15 + duration (5weeks) =20

Activity D: ES= EF for activity A=15

EF= 15+ duration (3weeks) = 18
Activity E has two immediate predecessors activity B and D. The activity must be
waiting to start until both activities B and D are finished.
Activity B has EF = 15
Activity D has EF = 18
Larger EF = 18
Therefore, ES for activity E= EF for activity D= 18
EF = 18 + duration (8 weeks) = 26

Activity F: ES = EF for activity E=26

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EF = 26+ duration (1 weeks) = 27

Activity G has two immediate predecessors activity B and D. The activity must be
waiting to start until both activities B and D are finished.
Activity B has EF = 15
Activity D has EF = 18
Larger EF = 18
Therefore, ES for activity G = EF for activity D= 18
EF = 18 + duration (12weeks) = 30

Activity H: ES= EF for activity E=26

EF = 26 + duration (14weeks) = 40
Activity I has two immediate predecessors activity C and F. The activity must be
waiting to start until both activities C and F are finished.
Activity C has EF = 20
Activity F has EF = 27
Larger EF = 27
Therefore, ES for activity I = EF for activity F= 27
EF = 27 + duration (3 weeks) = 30
Activity “J” again preceding by three activities G, H, and I. EF for activity G = 30, for activity
H= 40 and for activity I= 30. Due to EF for activity H is larger, ES for activity J must be = EF
for activity H= 40.
EF= 40 + duration (14weeks) = 54

 Backward pass Calculation ( obtaining latest times)

The latest start time for an activity is the latest possible time that it can start without
delaying the completion of the project, assuming no subsequent delays in the project.
The latest finish time of an activity is equal to the smallest of the latest start times of its
immediate successors.
LS= latest start time for a particular activity
LF= latest finish time for a particular activity

Guidelines for obtaining latest times

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i. For each of the activities that together complete the project (including the finish node),
set its latest finish time (LF) equal to the earliest finish time of the finish node.
ii. For each activity whose LF value has just been obtained, calculate its latest start time as
LS=LF- duration of the activity.
iii. For each new activity whose immediate successors now how LS values, obtain its LF by
applying the latest finish time rule. Then, apply step 2 to calculate its LS.
iv. Repeat step 3 over and over again until LF and LS have been obtained for all activities
(including the start node).

Solution: Consider activity “J”, its only immediate successor is the finish node. This node
must be reached by time 54 to complete the project within 54 weeks, so we begin by assigning
values to this node as: Finish node: LF= EF=54
LS = 54-0 = 54
Activity J: LF= LS for the finish node =54
LS = 54 – duration (14 weeks) =40

Activity I: LF = LS for finish J = 40

LS= 40 – duration (3 weeks) =37

Activity H: LF = LS for activity J =40

LS = 40- duration (14 weeks) =26

Activity G: LF = LS for activity J = 40

LS = 40 – duration (12weeks) = 28

Activity F: LF = LS for activity I = 37

LS = 37 – duration (1weeks) = 36
Consider activity E, has two immediate successors. Activity F has LS=36 and
Activity H has LS= 26
Therefore, LF for activity E = smallest LS = 26
LS = 26- duration (8 weeks) = 18

Consider activity D, has two immediate successors. Activity E has LS=18 and
Activity G has LS= 28
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Therefore, LF for activity D = smallest LS = 18

LS = 18- duration (3 weeks) = 15

Activity C: LF= LS for activity I = 25

LS = 25 – duration (5 weeks) = 20
Consider again activity B, has two immediate successors. Activity E has LS=18 and
Activity G has LS= 28
Therefore, LF for activity B = smallest LS = 18
LS = 18- duration (15 weeks) = 3
Consider again activity A, has two immediate successors. Activity C has LS=20 and
Activity D has LS= 15
Therefore, LF for activity E = smallest LS = 15
LS = 15- duration (15weeks) = 0

The following table given the calculation of total float and free float
Total float = LS - ES or LF - EF
Free float = ES for activity successor – EF

Normal Earliest Latest Free

Activity Total float float
time ES EF LS LF
A 15 0 15 0 15 0 0
B 15 0 15 3 18 3 3
C 5 15 20 20 25 5 7
D 3 15 18 15 18 0 0
E 8 18 26 18 26 0 0
F 1 26 27 36 37 10 0
G 12 18 30 28 40 10 10
H 14 26 40 26 40 0 0
I 3 27 30 37 40 10 10
J 14 40 54 40 54 0 0

Having some float or slack on the project is actually good for the project. This means that you
use this “extra” time to tackle unforeseen emergencies, delays, and problems, or test & improve
the quality of the product. If the Float is Zero, then the Project is very risky. Any single point of
failure and the entire project can be delayed. The risk on the project then becomes quite high.
Since the activity A, D, E, H, J, are on the line of critical path for this project had been zero float
or slack.

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Total slack can be positive or negative. If total slack is a positive number, it indicates the
amount of time that the task can be delayed without delaying the project finish date. If the total
slack is a negative number, it indicates the amount of time that must be saved so that the project
finish date is not delayed. Negative slack indicates that there is not enough time scheduled for
the task and is usually caused by constraint dates.

C) The critical path

Alternative path
A-C-I-J= 15+5+3+14 = 37
A-D-E-F-I-J= 15+3+8+1+3+14 = 44
A-D-E-H-J = 15+3+8+14+14 = 54
A-D-G-J = 15+3+ 12+14 = 44
B-E-F-I-J = 15+8+1+3+14 = 41
B-E-H-J = 15+8+14+14 = 51
B-G-J = 15+12+14 = 41
From the above table we observe that the activities A, D, E, H, J are the critical activities.
The critical path is given by, A-D-E-H-J. The activities on this path can be performed
sequentially without interruption.
The total projection is given by 54 days.

6.2.6. Project Evaluation and Review Technique (PERT)

PERT is a time-oriented technique designated to cater for projects where it is not possible to
estimate the exact duration of the activity. It uses statistical theory to estimate how long a
project is likely to last, and the probability of completing the project by a particular date.
PERT involves four key activities.

6.2.7. PERT Under Probabilistic Time Estimates

PERT develops both a measure of central tendency (a mean) and a measure of dispersion (a
standard deviation) of the time required to complete each activity of a project. Having been
provided with these two parameters of the completion time distributions for a project
probabilities of finishing the project in any specified lessen or greater time than the mean time
can be readily determined.
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Probabilistic time estimates can be made with the help of the following three estimates.
1. Optimistic time estimate (O)
It is a time required for the completion of an activity under optimum conditions.
2. Pessimistic time (p)
It is a time estimate under worst conditions.
3. The most likely time estimate (R)
It is the most probable amount that will be required.
Thus by making use of the above, one can estimate project completion times as;
Expected time = te = O + 4R + P, Where t is time
6

Example: Estimated duration:

Activity Preceding Optimistic Most likely Pessimistic Expected time
A - 3 5 7
B - 4 8 12
C - 2 4 6
D A 3 6 9
E C 3 6 9
F B,E 2 4 6
G C 1 3 6
H F,G 2 5 8
I D,H 2 5 14
J I 4 7 10

Having been provided with this information, let us try to find the following facts;
a) Find the expected duration and
b) Draw the PERT Diagram.

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6.4.6.4. Time – cost Trade Offs – Crashing

Section objectives:
 Define crashing
 Describe purpose of crashing
 Explain basic concepts in crashing
 Elucidate the limitations of crashing
 Illustrate the crashing process

Estimates of activity times for projects are usually made for some given level of resources. In
many situations it is possible to reduce the length of a project by injecting additional resources.
The impetus to shorten projects may reflect effects to avoid late penalties, to take advantage of
monetary incentives for timely completion of project, or to free resources for use on other
projects. In many cases however, the desire to shorten the length of a project merely reflects an
attempt to reduce the indirect costs associated with running the project, such as facilities and
equipment costs, supervision, and labor and presumed costs. Managers often have certain
options at their disposal that allow them to shorten, or crash, certain options at their disposal
that options are using additional personnel or more efficient equipment and relaxing work
specifications. Hence, a project manager may be able to shorten a project, there by realizing a
savings on indirect

project costs by increasing direct expenses to speed up the project. The goal in evaluating time-
and trade-offs is to identify a plan that will minimize the sum of the indirect and direct project
costs.
Crashing -is accelerating project of those critical activities that have the lowest ratio of
incremental cost to incremental time saved
Crash time -is the minimum time in which activity can be completed in case additional
remoras are inducted.
Crash cost -is the total cost of completing an activity in crash time.

The objective of project crash cost analysis is to reduce the total projected completion time (to
avoid late penalties, to take advantage of monetary incentives for timely completion of a
project, or to free resources for we on other the projects), while minimizing the cost of crashing.

Project completion time can be shortened only by crashing critical activities, which follows that
not all project activities should be crashed. However, when activities are crashed, the critical
path may change, requiring further crashing of previously non-critical activates in order to
further reduce the project completion time. In a nutshell, crashing means adding extra

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resources, and managers are usually interested in speeding up project at the least additional
cost.
In order to make a rational decision about which activities (if any) to crash and the extent of
crashing desirable, a manager needs the following information:

1. Regular time and crash time estimates for each activity (normal)
2. Regular (normal) cost and crash cost estimates for “
3. A list of activates that are on the critical path

 Note: Activities on critical path are potential candidates for crashing between
shortening non critical activities would not have an impact on total project
duration and activities are crashed according to crashing costs. Crash those
activities with the lowest cost first. Moreover, crashing should continue as long
as the cost to crash is less than the benefit received from crashing. These benefits
might take the form of incentive payments for early completion of the project as
part of a government contract, or they might reflect savings in the indirect
project costs, or both

The general procedure for crashing is:

1. Obtain estimates of regular and crash times and costs for each activity.
2. Determine the lengths of all paths and path slack times.
3. Determine which activities are on the critical path.
4. Crash critical activities, in order of increasing costs, as long as crashing costs do not
exceed benefits.

 Note that two or more paths may become critical as the original critical path becomes
shorter, so that subsequent improvements will require simultaneous shortening of two or
more
paths. In some cases it will be most economical to shorten an activity that is on two or more
of the critical paths. This is true whenever the crashing cost for a joint activity is less than
the sum of crashing one activity on each separate path.

Cost/time = Crash cost - Normal Cost

Normal time – Crash time

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Crash Normal
Time
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Example:
Using information below develop an optimum time – cost solution. Assume that indirect project
costs are birr 1000 per day.

Normal Crash Cost/day

Activity
time time to crash
a 6 6 -
b 10 8 500
c 5 4 300
d 4 1 700
e 9 7 600
f 2 1 800

10
6 b 2 End
Start a f
5 9 e
C 4
d

Solution

Step 1. Determine activities on critical path and non critical path and their lengths.

Path Length
1-2-5-6 18
1-3-4-5-6 20 Critical path

2. Rank the critical path activates in order of lowest crashing cost and determine the no of
days each can be crashed.

Activity Cost/day to crash Available crash day

c 300 1
e 600 2
d 700 3
f 800 1

3. Begin shortening the project, one day at a time, and check after each reduction to see
which path is critical.
4. 1. Shorten activity C by one day – length becomes 19 days
2. Shorten e by one day since shortening c is not possible. – length 18 days.

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3. Since there are two critical paths, further improvement will necessitate
shortening one activity on each.

SUMMARY

Path Activity Crash cost per day)

No reduction possible
1-2-5-6 a
(6-6) = 0
b 500*
f 800
No further reduction
1-3-4-5 c
possible
d 700
e 600*
f 800
Path Length after Crashing “n” days
n =0 1 2 3

18 18 18 17
1-2-5-6

20 19 18 17
1-3-4-5-6
Activity to be
- c d f
crashed
Cost of crashing 300 600 800

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Saving 700 400 200

 Note: The next activities to be crashed were „e‟ and„d‟. However, if the two activities were
crashed, the total cost will be greater than (600+ 700 = 1300) the benefit (i.e., 1000/day).
Therefore, we stop the crashing at this point.
Total cost of crashing will be the normal cost of the activities plus the crash cost.

? Dear learner, can you compute the total cost of the above problem?
__________________________________________________________
__________________________________________________________
_

Advantage and limitation of PERT

PERT and similar scheduling techniques can provide important services for the project
manager. Among the most useful features are:
 Use of these techniques forces the manager to organize and quantify available
information and to recognize where additional information is needed.
 The techniques provide a graphical display of the project and its major activities.
 The techniques identify (a) activities that should be closely watched because of the
potential for delaying the project and (b) other activities that have slack time and,
therefore can be delayed without affecting the project completion time. This rises the
possibility of reallocating resources in order to shorten the project completion.

No analytical technique is without limitations. Among the more important limitations of

PERT are:
 In developing the project net work, one or more important activities may be omitted.
 Precedence relationships may not all be correct as shown.
 Time estimates usually include a fudge factor: managers feel uncomfortable about
time estimates because they appear to commit themselves to completion within a
certain time period.
 The use of a computer is essential for large projects.

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Activity:
1. Given the following information:

Activity Description Immediate Time

predecessor
Select office site - 3
A
B Create organizational and financial - 5
plan
C Determine personnel requirement 3
B
D Design facility A and C 5
E Construct interior material 6
D
F Select personnel to move C 3
G Hire new employees F 2
H Move records, key personnel F 1
I Make financial arrangements with B 4
institution & selected sight
J Train new personnel H,E,G 2

Determine:
a)Critical path and Critical activities
b) Duration of the project
c) Slack time of activities

2.Given the following information,

Estimat
(months
Activit a es
) m b
1--->2
y 4 8 12
1--->3 6 10 15
1--->4 2 10 14
2--->5 3 6 9
2--->6 1 4 13
3--->5 3 6 18
4--->5 0 0 0
4--->7 2 8 12
5--->8 9 15 22
5--->7 5 12 21
7--->8 5 6 12
6--->9 7 20 25
8--->9 3 8 20

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Determine the following:

a. Expected activity times
b. Earliest event times
c. Latest event times
d. Activity slack
e. Critical path
f. Expected project duration and variance

3. The Stone River Textile Mill was inspected by OSHA and was found to be in violation of a
number of safety regulations. The OSHA inspectors ordered the mill to alter some existing
machinery to make it safer (Le., add safety guards, etc.); purchase some new machinery to
replace older, dangerous machinery; and relocate some machinery to make safer passages and
unobstructed entrances and exits. OSHA gave the mill only 35 weeks to make the changes; if
the changes w re not made by then, the mill would be fined $300,000. The mill determined the
activities in a PERT network that would have to be completed and then estimated the indicated
activity times, as shown below. Construct the PERT network for this
project and determine the following:

a. Expected activity times

b. Earliest and latest event times and activity slack
c. Critical path
d. Expected project duration and variance
e. The probability that the mill will be fined $300,000

Time
Estimates
(weeks)
Activity Description a m b
1-->2 Order new machinery 1 2 3
1-->3 Plan new physical layout 2 5 8
1-->4 Determine safety changes in 1 3 5
existing machinery
2-->6 Receive equipment 4 10 25
2-->5 Hire new employees 3 7 12
3-->7 Make plant alterations 10 15 25
4-->8 Make changes in existing 5 9 14
machinery
5-->6 Dummy 0 0 0
6-->7 Dummy 0 0 0
7-->8 Dummy 0 0 0
6-->9 Train new employees 2 3 7
7-->9 Install new machinery 1 4 6
8-->9 Relocate old machinery 2 5 10

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9-->10 Conduct employee safety orientation 2 2 2

4.The following
1. table provides the information necessary to construct a
project network and project crash
data. . Activity Time
(weeks) Activity Cost ($)
Activit (i,j) Predecessor Normal Crash Normal Crash
ay (1. 2) - 16 8 $2,00 $4,400
b (1,3) - 14 9 1,0000 1.800
c (2.4) a 8 6 500 700
d (2,5) a 5 4 600 1,300
e (3,5) b 4 2 1,500 3.000
f (3.6) b 6 4 800 1,600
g (4,6) c 10 7 3,000 4.500
h (5,6) d.e 15 10 5,000 8.000
a. Construct the project network.
b. Manually crash the network to 28 weeks.
c. Formulate the general linear programming model for this network.
d.Formulate the linear programming crashing model that would crash this model by the
maximum amount

5. Indirect costs for a project are $12,000 per week for as long as the project lasts. The
project manager has supplied the cost and time information shown below.

a) Determine the optimum crashing plan

b) Graph the total costs plan

Activity Crashing potential ( weeks) cost per week to crash

a 3 11,000
b 3 3,000 first week, 4000 others
c 2 6000
d 1 1000
e 3 6000
f 1 2000

10 14
a b
13 6
d
15 c
e 8
f

6. The following table provides the information necessary to construct a project network
and project crash data.
Activity Time Activity Cost ($)
(weeks)
Activit
(i,j) Predecessor Normal Crash Normal Crash
y

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a (1,2) 20 8 $1,000 $1,480

b (1,4) - 24 1,400
20 1,200
c
(1,3) - 14 7 700 1,190
d
(2,4) a 10 6 500 820
500
6
e (3.4) c 11 5 550 730
a. Construct the project network.
b. Compute the total allowable crash time per activity and the crash
cost per week for each activity.
c. Determine the maximum possible crash time for. the network and
manually crash the net work the maximum amount
7. Given the following network with the indicated distances between nodes (in miles),
determine the shortest route from node 1 to each of the other four nodes (2, 3, 4, and 5).

8. Given the following network with the indicated distances between nodes (in miles),
determine the shortest route from node 1 to each of the other four nodes (2, 3, 4, and

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