From the CPM calculations in Example 15.1, the insurance company knows that if the LAN activities continue to take as long as listed in Table 15.2, the entire project will take 62 working days to...

From the CPM calculations in Example 15.1, the insurance company knows that if the LAN activities continue to take as long as listed in Table 15.2, the entire project will take 62 working days to complete. Unfortunately, the project manager is under pressure to finish the job in 56 working days. He estimates that each activity could be crashed by a certain amount at a certain cost. Specifically, he estimates the cost per day of activity time reduction and the maximum possible days of reduction for each activity, as shown in Table 15.5. For example, activity A’s duration could be reduced from 10 days to 9 days at cost $600, or it could be reduced from 10 days to 8 days at cost $1200. (It is even possible to have a fractional reduction, such as from 10 days to 8.5 days at cost $900.) On the other hand, note that three of the activities cannot be crashed at all, probably due to technical considerations. How can the deadline be met at minimum cost?

Objective To use a Solver model to decide how much to crash each activity so that the deadline is met at minimum cost.