CBPA Project Planning: Parallel Tasks Do Not Always Add to the Calendar Duration

A list of task durations is not enough to determine a project's finish. Some tasks must wait for others, while some can overlap. Make the dependencies explicit before adding every number into one timeline.

Need help choosing a next step? Scan the contact QR code below or contact Hanlin on WeChat. Send CBPA PARALLEL TASKS 1102 and tell us your school year and question.

Write the fictional network

In an original classroom model, task A takes two days. After A finishes, tasks B and C can begin in parallel; B takes three days and C takes five. Task D takes one day and can start only when both B and C are finished.

Assume sufficient separate resources for the parallel work, no waiting delays and continuous calendar-day durations. These assumptions define the model rather than describing an actual team's schedule.

Find the earliest shared finish

A finishes at day two. B can finish at day five, while C finishes at day seven. D must wait until day seven and therefore finishes at day eight.

The total duration is 2 + max(3,5) + 1 = 8 days. Adding 2 + 3 + 5 + 1 = 11 would treat B and C as sequential even though the model allows them to overlap.

Check which branch controls completion

The A-B-D path totals six days; A-C-D totals eight. In this model the longer path determines the earliest completion.

Shortening B from three days to one does not shorten the eight-day finish because C still controls the wait for D. If C is shortened from five days to two, B becomes the longer parallel branch and the total becomes six days, not five.

Revisit resources before using the result

If B and C need the same person or equipment and cannot overlap, the parallel assumption fails. Weekends, handoffs, uncertain durations or additional dependencies can also change the timeline.

This is general project-planning practice relevant to CBPA interests, not an organiser's required plan or a finished student submission. Students should independently map their own permitted work and justify assumptions. A useful review checks start conditions, branch lengths and resource availability before presenting a completion date.

Continue reading: CBPA Team Planning: A Task List Is Not Yet a Timeline.

Contact Hanlin

Planning a first attempt or reviewing a topic you find difficult? Scan the QR code and send CBPA PARALLEL TASKS 1102. Include your school year, country or competition region, experience and the question you want to discuss.

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Official information and further reading: Source 1

CBPA Business Numeracy: An Expected Cost Is Not a Guaranteed Bill

An expected cost combines possible outcomes using their probabilities. It describes a model's weighted average, rather than the amount that must appear on the next bill. Keep those two interpretations separate before comparing options.

Need help choosing a next step? Scan the contact QR code below or contact Hanlin on WeChat. Send CBPA EXPECTED COST 1101 and tell us your school year and question.

List the fictional outcomes and assumptions

In an original classroom model, option A costs 60 currency units in a low-demand outcome and 180 in a high-demand outcome. Assume their probabilities are 0.75 and 0.25.

The outcomes are mutually exclusive and exhaustive in this simplified model, and their probabilities add to one. These are invented assumptions, not estimates from customer research.

Calculate the weighted average

The expected cost is 0.75 × 60 + 0.25 × 180 = 45 + 45 = 90 units. Taking the unweighted average of 60 and 180 would give 120, incorrectly treating the outcomes as equally likely.

The expected value ninety is not itself one of the model's two possible bills. The realised cost is sixty or one hundred and eighty, depending on the outcome.

Compare a fixed alternative without overstating the result

Suppose fictional option B costs 100 units in either outcome. A has the lower expected cost under the stated assumptions, but it costs more than B in the high-demand outcome.

A budget limit or other constraint may therefore matter alongside the average. The expectation alone does not prove that one option is acceptable in every outcome or determine a complete decision.

Test how much depends on the probabilities

If the high-demand probability were instead 0.5, with low demand also 0.5, A's expected cost would be 120. Changing an assumption can reverse the comparison, so the source of each probability belongs beside the calculation.

This is general business-numeracy learning relevant to CBPA interests, not an organiser's required method or a completed student project. The figures are fictional. Students should independently justify any probabilities used in their own permitted work and keep model assumptions distinct from observed evidence.

Continue reading: CBPA Business Project Skills: Make a Decision Matrix You Can Explain.

Contact Hanlin

Planning a first attempt or reviewing a topic you find difficult? Scan the QR code and send CBPA EXPECTED COST 1101. Include your school year, country or competition region, experience and the question you want to discuss.

Scan to contact Hanlin on WeChat. Send CBPA EXPECTED COST 1101.

Contact Hanlin on WeChat

On your phone, use the button or save the QR image and scan it within WeChat.

Official information and further reading: Source 1

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