Case StudiesThe wedding第17组：吕沁文于鸿雁孙光莹The wedding5.1Make a list of assumptions that will be used as the basis for panning the wedding.1.Determine Wedding location, determine the ceremony and wedding feast style.2.Determine Wedding banquet food supply.3.Estimate costs and determine the scope of the cost.4.Draw up the guest list: relatives, college classmates, neighbors and friends.municate with families and friends about the wedding plan.6.Make a Clear division of tasks7.Determine the best man, bridesmaid, minister, and chief witness at a wedding ceremony8.Make certain of the weather condition in case it rains5.2Make a list of activities that need to be done between now and the wedding day.5.3For each activity ,identify the person who will responsible for seeing that the activities is accomplished.6.1Develop a duration estimate for each activity.6.4Develop a cost estimate for each activity and determine the totalThe total budget for the wedding is $13670.5.4Using the list of activities , develop a network diagram showing the interrelationships of all the activities.6.2Using a project start time of 0 and a required project completion time of 180 days ,calculate the ES,EF,LS and LF times and total slack for each activity.6.3Determine the critical path and identify the activities that make up the critical path.7.1．If the schedule you calculated in Chapter 6 has negative slack, you need to revise your plan and calculate a revised schedule to eliminate all negative slack. Also make any associated changes to the cost estimate for activities and calculate a revised total budget for the project.If the schedule you calculated in Chapter 6 did not have negative slack, proceed to item 2.7.2 Assume it is March 31.Provide a list of activities that have completed as of March 31, along with the actual finish dates and actual costs expended for each of these completed activities.numb er activitytimecost Actual cost1 Invitation 31 120 1002 Procurement 29 6000 55003 Decorate homes 27 1000 8004 Character design 181500 8015 Determine a priest 4 100 1206 Make Reservation for Restaurant 15 3000 33007 Make a makeup appointment 3 200 1708 Wedding car booking 6 100 809 Make a Wedding photographyappointment6 100 11510 Others 9 500 450 7.3. Provide a scenario for problems that have come up that will cause a delay in at least two activities that are scheduled to be completedbetween May 1 and June 30.Tony get sick，this problem may delay the activities such as Wedding photo and Develop a plan of the honeymoon.7.4. Based on the actual finish times and the schedule delay problems identified in item 2, calculate a revised schedule, and then make the necessary revisions to the plan and schedule and continue to do so until all negative slack is eliminated.8 Using the revised schedule you calculated in response to item 1 in Chapter 7 to eliminate all the negative slack, and the responsibility matrix you developed in Chapter 5, now develop:8.1a planned resource utilization chart;8.2 a resource profile, for each resource, based on an as-soon-as possible schedule.9.1. Now determine actual costs expended through March31 for eachactivity that is scheduled to be in progress as of March31.Make an estimate of the percent complete of the work performed for each of those same activities that are in progress as of March31.9.2. Using the plan, schedule, and activity cost estimates from item 1 in Chapter 7, prepare a budgeted cost by period table and graph a cumulative budgeted cost (CBC) curve for the project.9.3. Using the actual cost data from item 1 above, prepare an actual cost curve to the CBC graph prepared in item 2 above.9.4. Using the percent complete data(through March31)from item 1 above, prepare a cumulative earned value by period table and add a cumulative earned value(CEV)curve to the CBC and CAC graph.EV=CBC(By the March 31)9.5. As for March31, cumulate for the total project, the:Cost performance index (CPI)Cost variance (CV)Forecast cost at completion (FCAC)CPI=CEV/CAC=11945.1÷11336=1.053731475CV=CEV-CAC=11945.1-11336=609.1FCAC1=TBC/CPI=13670÷1.053731475=12972.94455FCAC2=CAC+(TBC-CEV)=11336+(13670-11945.1)=13060.99.6. If the FCAC in item 5 exceeds the total budgeted cost (TBC) for the project, what suggestions could your team make to reduce the costs of any in-progress activities or those activities not yet started, to get the FCAC within the TBC for the project?We should focus on the activities that have a large cost estimate, such as project 2. We can make some negotiations with decoration company, in order to reduce some cost.。