Project Management Gradulate level

Ensure to read the entire document A radar project is in the processes of being authorized, and you have been requested to develop a schedule. Assume that the start date is 7 July 2014 with a normal schedule (i.e., five-day work weeks) and no holidays. An activity defined as a 5 week activity requires 5 work weeks x 5 work days per work week = 25 work days. However, when calculating a completion date, a 5 week activity equates to 5 calendar weeks x 7 calendar days per calendar week = 35 calendar days. Without using any computer-based scheduling tools, provide the following scheduling diagrams and information for the project listed below. 1. AON (Activity on Node) Network diagram using the most likely duration from the table below. The network should only use and show defined precedence relationships. Indicate the critical path and calculate the duration of the project. The AON diagram should show the task predecessors and the ES, EF, LS, LF times in a manner similar to (see attached). Note, however, that you are requested to draw the diagram with Most Likely Durations, and thus you may omit the expected time and variance shown inside each box in the text’s figure. Also note that network diagrams show durations, not calendar days. 2. Gantt schedule chart (a bar chart of the schedule) using the most likely duration. In contrast to the previous display, calendar time should be represented on the time axis of a Gantt chart. The graphic part of the Gantt chart to be at a level of detail similar to the chart shown in (see attachmented). You do not need to provide the columns (duration, start, finish, etc.) seen on the left part of the figure. The Y axis should only list the task names or ids corresponding to the bars on the Gantt chart. The time axis can be shown in months to fit the Gantt chart on one page. 3. A table with calendar dates for start and end of each activity and the project completion date using the most likely duration. 4. Calculate the expected time, the variance and the standard deviation for each task on the critical path. 5. Using the project completion date from 3 as the desired completion, calculate the likelihood that the project will complete by that date. 6. In a couple of paragraphs, in about half a page, explain to a client who has known only the Critical Path Method what you have done to produce the likelihood in 5, above. Assuming a mature project management organization, how were the various durations (i.e., optimistic, most likely, and pessimistic) for each task produced? What assumptions go into a PERT calculation? All Durations Are In Weeks. No. Task Name Optimistic Most Likley Pessimistic Predecessors 1 Radar Project Authorized 0 0 0 2 Antenna Design 3 5 5 1 FS 3 Antenna H/W Design 6 8 10 2 SS + 5 (lag) 4 Antenna S/W Design 12 15 20 2 FS + 5 (lag) 5 Radar Interface Unit Design 4 5 6 10FS, 9FS, 4FS,3 FS 6 Radar Interface H/W Design 5 7 7 5 FS 7 Radar Interface S/W Design 12 14 16 5 FS 8 Receiver Design 3 5 7 1 FS 9 Receiver Hardware Design 5 7 9 8 FS 10 Receiver Software Design 6 8 10 8 SS 11 Design Review 3 4 6 6 FS, 7FS 12 Radar Material Acquisition 8 10 12 11 FS 13 Prototype Manufacturing 6 9 12 12 FS