Refer to Appendix 1. Calculate: earliest start time (EST) for Activity F

Mark scheme

Marking points from the official mark scheme (May/June 2021). The mark or mark type is shown in brackets.

1. [1] Some attempt at identifying EST, e.g. additions of previous EST or definition
2. [1] EST = 18 + 3
3. [2] EST = 21 days
4. [1] Definition - Total float is max. time an activity can be delayed without delaying the whole project (if no relevant equation or calculation)
5. [1] LFT - duration – EST
6. [2] Total float = 21 – 2 – 0
7. [3] = 19 days
8. [1] Definition - Free float is max. time an activity can be delayed without delaying the next activity (if no relevant equation or calculation)
9. [1] EST next activity – duration – EST
10. [2] Free float = 18 – 6 – 0
11. [3] = 12 days
12. Knowledge: Definition of network analysis: this is part of project management to ensure that resources are used efficiently. Also known as critical path analysis it identifies all tasks in a project, puts them in the correct sequence and allows for the identification of the critical path.
13. Knowledge: Critical path identified so managers focus on high priority activities.
14. Knowledge: Key dates can be determined, and activities planned.
15. Knowledge: Appropriate resources can be assembled.
16. Knowledge: Progress can be monitored.
17. Knowledge: Gives workforce a guide so that finishing date can be met.
18. Knowledge: Managers are enabled to focus on high priority activities.
19. Application: Reference to more efficient faster coffee roasters, enabling over capacity at current production levels.
20. Application: Ideas for expansion (open cafes) rely on greater coffee production.
21. Application: Inexperienced new production manager has provided the information for the CPA.
22. Application: Impact of installation on current production.
23. Application: Marketing plan timing following installation (planned for one week after).
24. Application: Use of data in Appendix 1: Minimum time of 28 days – Peter has set a deadline of one month.
25. Application: Use of data in Appendix 1: Non-critical activities B, C, D, G
26. Application: Use of data in Appendix 1: Critical path AEFH
27. Analysis: CPA enables project duration to be calculated so that key dates can be determined, and activities planned.
28. Analysis: CPA enables start times of activities to be known so that appropriate resources can be assembled.
29. Analysis: CPA enables latest finish times to be known so that progress can be monitored, and action taken if activities are not going to be on time.
30. Analysis: Knowing floats enables consequences of delays to be identified and resource allocation altered to minimise disruption to schedules.
31. Analysis: Consequences of delays can be identified, and resource allocation altered to make sure roasters are ready on time.
32. Analysis: CPA could set (unrealistic) targets that workers in striving to meet result in errors and mistakes in installation
33. Evaluation: Technique only as good as data – would production manager be best person for collating this information?
34. Evaluation: Difficulty of estimating activity durations – has contractor any input?
35. Evaluation: CPA costs but is small compared to cost of project.
36. Evaluation: Is CPA worthwhile for such a small simple project?