Refer to the network diagram in Fig. 1 and to Table 2 in the Insert.

Mark scheme

Marking points from the official mark scheme (Feb/Mar 2019). The mark or mark type is shown in brackets.

1. [4] (a)(i) Node 3: EST = 2 LFT = 2; Node 4: EST = 4 LFT = 7
2. [1] (a)(ii) ACEK
3. [1] (a)(iii) 9 (weeks)
4. [1] (a)(iv) Free float = EST of next activity – duration this activity – EST of this activity
5. [1] (a)(iv) 5 – 3 – 2
6. [2] (a)(iv) Free float F = 0 (weeks)
7. [0] (b) 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.
8. [0] (b) Planning of when resources are needed and their use can save time
9. [0] (b) Sets target to work towards
10. [0] (b) Construction of network diagram forces managers to plan project carefully
11. [0] (b) Identifies critical activities for management to focus on
12. [0] (b) Figures are based on estimates / assumptions so could be unreliable
13. [0] (b) Identifies whether new outlet can be opened in time for peak seasonal demand
14. [0] (b) 9 weeks minimum time according to the CPA
15. [0] (b) 1 week float
16. [0] (b) Reference to specific critical activities / aspects of the network e.g. equipment must be delivered by week 6
17. [0] (b) 75 cafes so have done this multiple times before
18. [0] (b) Some activities depend on external factors such as ordering and delivery of equipment and building work
19. [0] (b) Planning of when resources are needed help ensure project is more organised and therefore time is managed more effectively
20. [0] (b) Targets set will help motivate staff and increase efficiency therefore more likely to be completed on time
21. [0] (b) Construction of network diagram forces managers to plan project carefully and therefore coordinate resources such as HR, Operations and Finance
22. [0] (b) Identifies critical activities for management to focus on. Thus, if critical activities are delayed managers can divert resources from non-critical activities to get project back on track
23. [0] (b) Figures are based on estimates / assumptions so could be unreliable
24. [0] (b) Network presented is relatively simplistic – more detail needed
25. [0] (b) Doesn't guarantee that project will be completed on time
26. [0] (b) PY has experience of opening many outlets so should be relatively accurate
27. [0] (b) Needs to be managed effectively
28. [0] (b) No control over external influences e.g. suppliers
29. [0] (b) Not much margin for error as only one week float