...3-Day Exercise Activity Analysis Nicole Pehrson SCI/241 May 10, 2013 Thomas Phillips In this paper, I will review my 3 day activity analysis of physical activities in my life and address ways to better this part of my life. I always feel like I am busy and always on the go. I work full time, school, and of course cleaning, cooking, and keeping up my house hold. As much as I feel I am always moving and on the go, I feel like I should be in better shape, but I’m not. This course has helped me learn to be healthier and in better shape, with not a lot of changes. My daily exercise habits are pretty minimal. I start in the morning with stretching then getting ready for work. I then come home and clean the house and cook. I then try and take an evening walk or jog. I just got my Insanity DVD’s back so I have started doing that as well. It is a 40 minute workout that I do in the evening. I enjoy doing this rather than walking or jogging, especially since it is getting so hot outside. I do not get a lot of exercise at work because I sit at a desk all day, but I make up for it when I get home by cleaning and my evening jog. One day a week I deep clean my house. This seems to really get my heart pumping because I dance around the house while doing so. I am always busy, but honestly I think I have more energy because I am always doing something rather than sitting at home. The super tracker results summary page showed that within the 3 days I tracked my exercise, my...
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...3-Day Exercise Activity Analysis 1 Nutrition John Smith SCI/241 September 4, 2013 Janice M. Johnson, Ph.D. 3-Day Exercise Activity Analysis 2 Here are some ways that can increase energy expenditure and activity levels to help lose weight and fat without having to go to a gym. If you have a physical job like in the construction industry then you are already starting off right. You could try to work harder, perform more of the physical tasks by yourself rather than use a machine and do it quicker. If you have an office job, you could park the car a little further from the office than usual and walk the extra distance. You could take the stairs instead of the elevator or even try jogging up the stairs. At lunch breaks, you can try to spend 20 minutes eating lunch slowly and then taking a brisk walk outside for 40 minutes. Instead of calling or emailing your colleague, walk over to him or her. Housework is a great way of spending energy because it is something that needs to be done and the feeling of having a nice clean house is also something to feel good about. Make every week cleaning a spring clean by cleaning thoroughly in hard to reach places and taking everything out and dusting off the shelves. Cooking and preparing your own vegetables and meat, as well as making your own bread or cakes by hand instead of buying them pre-prepared is also a good way of working out. It will also...
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...Problem 1 Activity Duration Predecessors A 3 Days --- B 4 Days --- C 6 Days --- D 2 Days A, B E 1 Days C F 3 Days D G 3 Days E, F H 7 Days D I 10 Days G a. For the above information, draw an AIB diagram. [pic] Slack or Float = LF – EF or LST – EST Activities on the critical path have zero slack/float. b. What is the Scheduled Completion of the Project? 22 Days c. What is the Critical Path of the Project? B-D-F-G-I d. What is the EST for Activity D? Day 4 e. What is the LST for Activity G? Day 9 f. What is the EF for Activity B? Day 4 g. What is the LF for Activity H? Day 22 h. What is the float for Activity I? 0 Days Problem 2 The following data were obtained from a project to build a pressure vessel: Activity Duration Predecessors A 4 weeks --- B 4 weeks --- C 3 weeks B D 2 weeks A, C E 3 weeks B F 5 weeks D, E, G G 2 weeks B H 6 weeks F I 3 weeks G J 1 week I a. Construct a network for the project. [pic] Slack or Float = LF – EF or LST – EST Activities on the critical path have zero slack/float. b. Calculate the scheduled completion time and identify the critical path. Scheduled completion time = 20 weeks Critical Path = B, C, D, F, H c. What is the slack time (float) for activities A, D, E, and G? A=3 weeks D=0 weeks E=2 weeks G=3 weeks Problem 3 The following...
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...Final Exam Timeline The project that the G& E Company is considering undertaking is the construction of the new Pilot Stadium. The company has been given a window from June 1, 2003 until April 1, 2006 to complete the project. For every day that the project runs over schedule the company will be assessed a $50,000 penalty. Project manager must determine through critical path analysis if the project can be completed on time given the amount of individual projects and projected duration times. In calculating the available work time the following variables must be considered. The workers will only work Monday through Friday and observe the following holidays, January 1, Memorial Day (last Monday in May), July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in November), December 25 and 26. In addition if the holiday falls on a Saturday then previous Friday will be given off, and if the holiday falls on a Sunday then the following Monday will be given off. Illustration 1 is the breakdown of the years minus holidays, and weekends for calculating available amount of days to compete the project. The calculated amount of available work days for the project is 719. Year | Days | Weekends | Holidays | Total | June 1 2003- May 31 2004 | 366 | 104 | 7 | 255 | June 1 2004-May 31 2005 | 365 | 104 | 8 | 253 | June 1 2005-April 1 2006 | 304 | 86 | 7 | 211 | | 1035 | 294 | 22 | Total: 719 | Illustration 1. Breakdown of available workdays for Pilot...
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... 2. What is the minimum total cost associated with completing the project in 12 weeks? 3. What is total time of the minimum-cost schedule? TABLE 2.8 DATA FOR THE EQUIPMENT INSTALLATION PROJECT Activity Normal Time (days) Normal Cost ($) Crash Time (days) Crash Cost ($) Immediate Predecessor($) A - 3 2 7,000 10,000 B - 1 1 3,000 3,000 C A 4 2 12,000 40,000 D B 2 1 12,000 28,000 E C 1 1 8,000 8,000 F D,E 4 2 5,000 15,000 G E 2 1 9,000 18,000 Based on the data in the Table, we can make the following network diagram: We see from the diagram that there are three paths for completion: Path 1: A – C – E – G Path 2: A – C – E – F Path 3: B – D – F We now calculate the time taken to complete each path to determine the critical path. Time taken for completion of Path 1 (A – C – E – G): 3 + 4 + 1 + 2 = 10 days Time taken for completion of Path 2 (A – C – E – F): 3 + 4 + 1 + 4 = 12 days Time taken for completion of Path 3 (B – D – F): 1 + 2 + 4 = 7 days From this we can see that Path 2 takes the longest time and hence is the Critical Path. We will start crashing the process on the critical path. To decide which activity to crash first, we look at the crashing cost per day and the activity with the least crashing cost per day will be crashed first. We see that from the activities on the critical path, Activity A has the least crashing cost per day. Hence we crash activity A. Now, the new completion times are: Time taken for completion of Path 1 (A – C – E – G):...
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...element for successful management of complex projects. It can provide information on completion performance of critical activities, highlight activities that need additional resources, and suggest the project duration that will minimize costs. However, whether projects are large or small, the people who manage them or perform the activities will ultimately determine the outcome of the project. The project manager must have the ability to coalesce a diverse group of people into an effective team. The organization of the firm must also be conducive to cross-functional inputs. 2. This question is best used when it is given as an assignment prior to class. Responses will vary, but rely on the students with some business experience. The projects do not have to be large ones. Stories in the headlines include natural disasters (earthquakes, fires, tornadoes, and hurricanes), cleanup of oil spills, and delays in the introduction of new products. 3. This question is best used when it is given as an assignment before class so that the students will have a chance to think about it before discussion. Most everyone should be able to describe some project they have been a part of. Common ones include preparing a high-school yearbook, planning a major party, building a new home, and organizing a banquet for a club or student group. Take time to elicit examples of activities and their interrelatedness. Press the students for the reasons behind their rating of the project manager. If the student...
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... the work must be finished by a certain time, or date, as efficiently as possible. Answer: FALSE Diff: 1 Section: 12.1 The Basics of Resource Constraints Skill: Definition AACSB Tag: Reflective 3) All that is needed to create a resource loading calendar is the work breakdown structure and the activity network. Answer: FALSE Diff: 2 Section: 12.2 Resource Loading Skill: Factual AACSB Tag: Reflective 4) Because resource management is typically a multivariate, combinatorial problem (i.e., on that is characterized by multiple solutions involving literally dozens, hundreds, or even thousands of activity variables) truly correct answers are not possible. Answer: FALSE Diff: 2 Section: 12.3 Resource Leveling Skill: Definition AACSB Tag: Reflective 5) A resource loading table is created through identifying the project activities and their resources required to completion and applying this information to the project schedule baseline. Answer: TRUE Diff: 2 Section: 12.3 Resource Leveling Skill: Factual AACSB Tag: Reflective 6) If resources have been over-allocated, the loading table must be reconfigured to eliminate resource contention points. The project manager can focus solely on the original point of contention since the activities in a project are separate entities. Answer: FALSE Diff: 2 Section: 12.3 Resource Leveling Skill: Conceptual AACSB Tag: Reflective 7) Resource loading charts are used to display the amount of resources...
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...example: Activity Duration (days) Predecessor(s) A 5 --- B 2 --- C 4 A D 6 B E 3 C, D F 1 D Follow this sequence: 1. Construct the Network diagram. 2. Check the network diagram. 3. Add durations to the activities. 4. Identify all paths through the network. 5. Identify the critical path (CP) and scheduled duration. 6. Calculate slack times (float) for each activity. 1. Construct the Network diagram. Using the AIB method: Draw a box on the left labeled "Start" Add boxes to the right of this box for activities with no predecessors, in the example A, and B. Connect these boxes to the box labeled start, but not to each other! I always start with box A at the top, and others in sequence underneath, vertically. Add arrows to the end of the lines where they connect to the activity (A and B) boxes. (This is important for step 4). Draw a box to the right of activity A for any activities which list A as a predecessor. (C in our example). Connect this box to activity A, don't forget the arrow! Draw a box to the right of activity B for any activities which list B as a predecessor. (D in our example). Connect this box to activity B, don't forget the arrow! Draw a box to the right of activity C for any activities which list...
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...designed to assist in the planning, scheduling, and control of projects. A project is defined as a collection of interrelated activities with each activity consuming time and resources. PERT: Program Evaluation and Review Technique CPM : Critical Path Method. Framework of PERT and CPM There are six steps common to both PERT and CPM. 1. Define the project and all of its significant activities or task. 2. Develop the relationships among the activities. Decide which activities must precede and follow others. 3. Draw network connecting all of the activities. 4. Assign time and/or cost estimates to each activity. 5. Compute the longest time path through the network; this is called critical path. 6. Use the network to help plan, schedule, monitor, and control the project. ** Finding the critical path is a major part of controlling a project. The activities on the critical path represent task that will delay the entire project if they are delayed. Managers derive flexibility by identifying non critical activities and re-planning, rescheduling, and reallocating resources such as personnel finances. ** Although PERT and CPM are similar in their basic approach, they do differ in the way activity times are estimated. For every PERT activity three time estimates are combined to determine the expected activity completion time and its variance. Thus PERT is a probabilistic technique; it allows us to find the probability that...
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...country Activity A: Get bids on moving company Activity B: Choose a moving company Activity C: Go through belongings and decide what to keep and what to sell/give away Activity D: Prepare for and do a yard sale for unwanted items Activity E: Give away unwanted items not sold in garage sale Activity F: Inventory remaining items Activity G: Pack remaining items Activity H: Move Activity Preceding Activities Duration in Days A Start 9 B A,C 3 C Start 13 D C 9 E D 2 F E 10 G F 11 H B,G 3 1. Draw the network diagram for this project (draw by hand and scan or create diagram in PowerPoint, word or excel and import) 2. What is the critical path and what is its duration? The critical path is C+D+E+F+G+H = 48 days 3. What is the slack/float for Activity B? Slack/Float for Activity B is 29 A+B+H = 15 C+B+H=19 (longest path for B) Critical Path – longest path for B 48 - 19 = 29 days 4. Which path has the longest (most) slack? The shortest path: A+B+H = 15 5. What is the slack of the path in question #4? Critical Path – Shortest path 48 - 15 = 33 days 6. If Activity B slips from three days to six days, what is the critical path? C+D+E+F+G+H = 48 doesn’t change the critical path. 7. With the duration adjustment in question 6, what is the new slack for Activity B? *new/adjusted* Slack/Float for Activity B is 26 days A+B+H...
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...10 Project Scheduling: Lagging, Crashing, and Activity Networks 10.1 True/False 1) Finish to start lags are the same as additional activity slack. Answer: FALSE Diff: 2 Section: 10.1 Lags in Precedence Relationships Skill: Factual AACSB Tag: Reflective 2) The least common type of lag relationship occurs when a successor's finish is dependent upon a predecessor's start. Answer: TRUE Diff: 2 Section: 10.1 Lags in Precedence Relationships Skill: Factual AACSB Tag: Reflective 3) Gantt charts cannot depict float. Answer: FALSE Diff: 1 Section: 10.2 Gantt Charts Skill: Factual AACSB Tag: Reflective 4) In order to accelerate completion of a project, the manager must crash critical path activities. Answer: TRUE Diff: 1 Section: 10.3 Crashing Projects Skill: Factual AACSB Tag: Reflective 5) The critical path may not contain a dummy activity. Answer: FALSE Diff: 1 Section: 10.3 Crashing Projects Skill: Factual AACSB Tag: Reflective 6) Quite often the marginal gains in employee productivity decrease dramatically with the increased use of overtime. Answer: TRUE Diff: 2 Section: 10.3 Crashing Projects Skill: Factual AACSB Tag: Reflective 7) Most project management software employs AOA diagramming Answer: FALSE Diff: 2 Section: 10.4 Activity-on-Arrow Networks Skill: Factual AACSB Tag: Reflective 8) AOA is a more useful technique than AON if the project is complex and has many significant milestones. Answer: TRUE Diff: 2 Section: 10.4 Activity-on-Arrow Networks Skill: Factual AACSB Tag: Reflective...
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...of Information Technology at the bank, was assigned for this task and asks for help. For easier demonstration I renamed the Activities as follows: Benchmarking | Activity A | Project Plan and Project definition Doc. | Activity B | Website Design | Activity C | Developing the Website's Database | Activity D | Developing and Coding the actual Web pages | Activity E | Developing and Coding the Website's forms | Activity F | Test and Debugging | Activity G | Task 1: What is the cost of completing this project if no overtime is used? Ho long will it take to complete the project? Costs of Completing this Project | Normal | | Activity | Time (Days) | Costs ($) | A | 10 | 15000 | B | 5 | 3750 | C | 15 | 45000 | D | 10 | 9000 | E | 10 | 15000 | F | 7 | 8400 | G | 3 | 4500 | Total | | 100650 | Table 1 The total costs of completing this project if no overtime is used are $100650 (Table 1) The critical path of the project consists of the path A – B – C – (D or E) – G and has duration of 43 Days (Figure 1). Figure 1 Task 2: What is the shortest amount of time in which the project can be completed? What is the cost of completing the project in the shortest amount of time? The shortest amount of time results from the critical path A – B – C – E – G, which is shown in Figure 2, and has duration of 30 days. Figure 2 Total costs are shown in the following table (Table 2). Table 2...
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...structure-activity relationship of azetidinone compounds to probe the effect and sensitivity of the nature and pattern of substitution on the hypocholesterolemic activity in 7-day cholesterol-fed hamster model. Investigation identified that 4-alkoxyphenyl and absolute stereochemistry at C-4 (compound 23), well placed phenylalkyl group (compound 105) and monosubstitution at C-3, an aryl group at N-1 irrespective of substitutions (compound 65) and azetidinone scaffolds is essential for the in vivo CAI activity. Compound 23 Compound 105 Compound 65 Compound 6 X- 4-C2H5O X- OCH3 R- H X- 4-CH3O R1- Ph(CH2)3 Y- H R1- Ph(CH2)3 R2- H R1- F R2- Ph(CH2)3 R2- H SC- -52%(50mg/kg/day) -30%(50mg/kg/day) -49%(50mg/kg/day) -29% (50mg/kg/day) LCE- -98%(50mg/kg/day) -94% (20mg/kg/day) -95%(40mg/kg/day) -77.5%(50mg/kg/day) ...
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...| 4 | N/A | Essay | 2 | N/A | | Grade Details | | | | 1. | Question: | Using the network below and the additional information provided, find the following: a) The crash cost per day per activity (5 points) b) Which activities should be crashed to meet a project deadline of 10 days at minimum cost (5 points) c) The new budget (or cost of the project) (5 points) | | Your Answer: | The crash cost per day: Crash cost /days (Crashed cost time - crashed time ) The crash cost per day for activity A (500 - 300 (4 - 3 200 The crash cost per day for activity B (325 - 250 (3 - 1 37 .5 The crash cost per day for activity C (550 - 400 (7 - 4 50 The crash cost per day for activity D (250 - 150 (5 - 3 50 maximum crash cost per day is for activity A that is equal to 200 per day 1-2 7 4 $30, $50, $70 2-3 9 6 $40, $45, $65 1-3 12 10 $60, $60 2-4 11 9 $35, $60 3-4 3 3 - | | Instructor Explanation: | (a) (A) $125 (B) $50 (C) $250 (D) $300 (E) $250 (b) B for one day and E for one day at cost of $300 (c) $1,750 | | Points Received: | 5 of 15 | 2. | Question: | Using the network below and the additional information provided, find the following: a) The crash cost per day per activity (7 points) b) Which activities should be crashed to meet a project deadline of 13 days at...
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... | |i| | |c| | |]| | |[| |[| |p|[pic] |p| |i|PERT requires three estimates of activity completion time, while CPM only requires a single estimate. |i| |c| |c| |]|[pic] |]| | |[pic] | | | | | | | | ...
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