Q1, Identify the following define scope components appropriately as inputs, tools and

techniques, or outputs. Component Category (Input, Tool and Techniques, Output)

Project scope statement

Expert judgement

Product analysis

Project documents

Project charter

Project management

Plan Data analysis

Decision Making

Interpersonal and team skills

Solution

Component Category
Project scope statement Output
Expert judgement Tool and Techniques
Product analysis Tool and Techniques
Project documents Input
Project charter Input
Project management Plan Input
Data analysis Tool and Techniques
Decision Making Tool and Techniques
Interpersonal and team skills Tool and Techniques

Q2, During planning, your team has identified the items in the following table as work to be
done on the project. All relationships re F-S relationships and duration are in weeks.

Task Duration Predecessor

A 1 Start

B2A

C4B

D2B
E3B

F 4 D,C

G1E

H3F

I5G

J 2 H,I

What is the critical path?

Solution

To find the critical path, we need to first calculate the earliest start time (EST), earliest
finish time (EFT), latest start time (LST), and latest finish time (LFT) for each task, and
then determine the tasks that have zero slack (i.e., the difference between the LST and
EST) on the longest path.

Using the table, we can create a network diagram as follows:

1 2 4 2 3 4 1 3 5 2

| | | | | | | | | |

A -> B -> C -> F -> H -> J -> | I -> | |

\ | /\ | /\ | /\ |

\ | / \ | / \ | / \ |

D ->| E G ->| -> | -> |

------------------------------- ------

Critical Path

Using this network diagram, we can calculate the EST, EFT, LST, and LFT for each task as follows:

Task EST EFT LST LFT

---------------------------

A 1 2 1 2

B 2 4 2 4

C 4 8 4 8
D 4 6 4 6

E 4 7 5 8

F 8 12 8 12

G 7 8 8 9

H 12 15 12 15

I 15 20 15 20

J 20 22 20 22

The critical path is the longest path through the network diagram, which is:

A -> B -> C -> F -> H -> J

Therefore, the critical path is 1 + 2 + 4 + 4 + 3 + 2 = 16 weeks.

Q3. If the duration of task D changes to 3 weeks, what is the impact to the duration of the
project?

Solution

If the duration of task D changes to 3 weeks, we need to recalculate the EST, EFT, LST, and LFT
for tasks E, F, H, and J, which are dependent on task D. Using the updated duration for task D,
the new network diagram and the new calculations are as follows:

1 2 4 3 3 4 1 3 5 2

| | | | | | | | | |

A -> B -> C -> F -> H -> J -> | I -> | |

\ | /\ | /\ | /\ |

\ | / \ | / \ | / \ |

D ->| E G ->| -> | -> |

------------------------------- ------

Critical Path

Task EST EFT LST LFT

---------------------------

A 1 2 1 2
B 2 4 2 4

C 4 8 4 8

D 4 7 4 7

E 7 10 7 10

F 10 14 10 14

G 8 9 9 10

H 14 17 14 17

I 17 22 17 22

J 22 24 22 24

The critical path remains the same, which is:

A -> B -> C -> F -> H -> J

The duration of the project is now 2 + 4 + 4 + 3 + 3 + 2 = 18 weeks, which is 2 weeks longer

than the original duration of 16 weeks. Therefore, the change in duration of task D from 2 weeks
to 3 weeks has increased the overall duration of the project by 2 weeks.

Q4. What is the slack of task G?

The slack of a task is the amount of time that a task can be delayed without delaying the
project's overall completion time. To calculate the slack of task G, we need to find the
difference between its early start time (EST) and late start time (LST), or between its early
finish time (EFT) and late finish time (LFT).

Using the original duration of 2 weeks for task G, the EST and EFT for task G are 7 and 8
weeks, respectively, as shown in the network diagram:

1 2 4 2 3 4 1 3 5 2

| | | | | | | | | |

A -> B -> C -> F -> H -> J -> | I -> | |

\ | /\ | /\ | /\ |

\ | / \ | / \ | / \ |

D ->| E G ->| -> | -> |

------------------------------- ------
 Critical Path

The LST and LFT for task G can be calculated as follows:

LST = LFT - duration LFT = minimum LFT of its successors = min(9, 22) = 9

Therefore, the LFT for task G is 9 weeks, and its LST is 9 - 2 = 7 weeks. The slack of task
G is the difference between its LST and EST, which is:

Slack = LST - EST = 7 - 7 = 0

This means that task G has zero slack, and any delay in task G will delay the overall
completion time of the project.

Q5. Now that all the previous changes have occurred (Task D changes to 3 weeks) and task G
changes to 4 weeks), management asks you to cut the project duration by 2 weeks. Which of the
following are viable options to do this? Question 5 options: a) Reduce scope, thereby reducing
task F by 2 weeks b) Fast track tasks B and C, so they can be started together and worked in
parallel. c) Add additional resources to task H taken from task D, reducing the expected duration
of H by 2 weeks and increasing the duration of task D by 1 week. d) Add additional resources to
tasks I and C from outside the project, reducing the expected duration of both by 2 weeks.

Solution

Option a) Reduce scope, thereby reducing task F by 2 weeks, is a viable option to cut
the project duration by 2 weeks. By reducing the scope of the project, task F can be
shortened, which may allow the project to be completed within the new, shorter
timeframe.

Option b) Fast track tasks B and C, so they can be started together and worked in
parallel, may not be a viable option as task B is already a predecessor to task C, and it is
not clear how this task can be fast-tracked further. Additionally, adding more resources
to a task may not always result in a proportionate reduction in its duration.

Option c) Adding additional resources to task H taken from task D, reducing the
expected duration of H by 2 weeks and increasing the duration of task D by 1 week, may
not be a viable option as it may cause a delay in task D and an increased duration,
offsetting the potential benefits of a reduced duration of task H.
Option d) Adding additional resources to tasks I and C from outside the project,
reducing the expected duration of both by 2 weeks, may not be a viable option as it
may not always be feasible to add external resources to a project, and it may not always
result in a proportionate reduction in the duration of the tasks.

Therefore, the most viable option to cut the project duration by 2 weeks would be to
reduce the scope, thereby reducing the duration of task F by 2 weeks.

Q6. Now that all the previous changes have occurred (Task D changes to 3 weeks and task G
changes to 4 weeks), how much longer will it take to finish the project with these changes? Note
- write duration only, For example - 7 weeks

Solution

With the changes in the duration of tasks D and G, the new critical path for the project
is:

Start - A - B - D - E - G - I - J - End

The duration of the critical path is:

1 week (Start) + 1 week (A) + 3 weeks (B) + 3 weeks (D) + 4 weeks (E) + 4 weeks (G) + 5
weeks (I) + 2 weeks (J) + 1 week (End) = 24 weeks

Therefore, the project will take 24 weeks to finish with the changes in the duration of
tasks D and G. This is 2 weeks longer than the original duration of 22 weeks.

Q7. Leaving in the prior change (Task D changes to 3 weeks), if the duration of task G changes to
4 weeks, what is the new critical path?

Solution

With the change in the duration of task G to 4 weeks and the earlier change in duration
of task D to 3 weeks, the new critical path for the project is:

Start - A - B - D - E - G - I - J - End

The duration of the critical path is:

1 week (Start) + 1 week (A) + 3 weeks (B) + 3 weeks (D) + 4 weeks (E) + 4 weeks (G) + 5
weeks (I) + 2 weeks (J) + 1 week (End) = 24 weeks

Therefore, the new critical path is the same as the previous critical path, which is Start -
A - B - D - E - G - I - J - End. However, the duration of the critical path has increased
from 22 weeks to 24 weeks due to the changes in the duration of tasks D and G.

Q8. Match the following definitions to the correct terms:

a: Overseeing activities to meet the performance objectives of the project

b: Carrying out the project management plan by performing the activities included in it

c: Using existing knowledge and creating new knowledge to achieve project objectives while
also contributing to organizational learning

d: Finalizing all activities to formally close the project or phase

e: Identifying, evaluating, and managing changes throughout the project life cycle

f: Coordinating all planning efforts to create a consistent, coherent document—the project

management plan

g: Working with stakeholders to create the document that formally authorizes a project—the
charter

Option:

1: Developing the project charter,

2: Developing the project management plan,

3: Directing and managing project work,

4: Managing project knowledge,

5: Monitoring and controlling project work,

6: Performing integrated change control,

7: Closing the project or phase.

Solution

a: Overseeing activities to meet the performance objectives of the project (5): Monitoring and
Controlling Project work
b: Carrying out the project management plan by performing the activities included in it (3):
Directing and Managing Project Work

c: Using existing knowledge and creating new knowledge to achieve project objectives while
also contributing to organizational learning (4): Managing project knowledge

d: Finalizing all activities to formally close the project or phase (7): Closing the project or
phase

e: Identifying, evaluating, and managing changes throughout the project life cycle (6):
Performing integrated change control

f: Coordinating all planning efforts to create a consistent, coherent document—the project

management plan (2): Developing the project management plan

g: Working with stakeholders to create the document that formally authorizes a project—the
charter (1): Developing the project charter

Q9. Recently, several banks have started offering customers remote deposit capture. With this
new service, customers do not have to physically go to banks or ATM machines to deposit
checks anymore. Instead, they can send checks as a scanned image through an Internet portal
provided by the bank. This technology can save banks and customers time and money making
the transactions. Blue Bank is considering implementing this new service. The bank prides itself
on being customer-oriented, having several large bank buildings, ATMs and remote bank sites in
many grocery stores, primarily throughout the Midwest. Many of its customers have banked with
Blue Bank their whole lives, but less than half of them use any of its current Internet banking
services. The new VP of IT, Harold Johnson was hired to prepare Blue Bank for the future and to
reduce the loss of younger customers who have moved to banks that are more progressive. To
use remote deposit capture, customers need a remote capture account with Blue Bank and a
special scanner to get the necessary images to make the electronic deposit. Once the account is
established in the system, customers will be able to scan all of their checks anytime and
anywhere by accessing the Blue Bank service through the Internet, logging in, and scanning the
checks. The service should be as easy as sending an attachment in an email. Of course, this new
application has to be very reliable, secure, and easy to use. It must be integrated into the current
Blue Bank Web site, and the Web site must also provide the ability for customers to purchase the
special scanner. Blue Bank will set up the scanner-purchasing ability with several appropriate
hardware vendors and sell the devices at its physical banks as well. Blue Bank is not sure yet
what to change for the scanners or service. The Web site will also provide online technical
support and instructions showing customers how to set up and use the new scanner and service.
Support will be provided 24/7 via the Web site and telephone. The project steering committee
has asked you to put together your project team. They suggest that you have two people from IT,
two from marketing, and one person from the purchasing department all working part-time on
the project. As always, you will need the services from Code Corp., the software company that
has developed the entire Blue Bank Web site. Code Corp. has people working in several different
countries, mostly in a virtual environment. The main contact with that company is Christian
Jones. Since this new remote capture service requires the use of a special scanner, you will need
to compare different scanners on the market right now. For this reason, you will be working with
DevAn, a devices analysis consulting firm based in India that will help you determine which
scanners to use with the new application. Alexandra will be the DevAn consultant assigned to
you. An initial estimate suggests that one half of the budget will go to outsourced software and
consulting services.
Considering the above scenario, answer the following questions.
1. What is the project in this scenario? Why is it a project?
2. Who are the stakeholders?
3. What are some of the main issues that you will need to address in this project?
4. What is the scope of this project? What is out of scope?
5. How will you validate the scope of the project?
6. How will you control the scope of the project?
7. What are some of the questions you will ask to gather requirements for the project?
8. Give examples of product-oriented deliverables and project-oriented deliverables based on the
scenario.
9. Who should be the project sponsor of the project? Why?
10. What resources will you need for this project? What skillset will they ideally have?

Solution

1. The project in this scenario is implementing a remote deposit capture service for
Blue Bank. It is a project because it is a temporary endeavor with a specific goal
and timeline that requires a dedicated team to accomplish.
2. The stakeholders in this project include Blue Bank customers, the IT department,
the marketing department, the purchasing department, Code Corp. and their
employees, DevAn and their consultant, and the project team members.
3. Some of the main issues that need to be addressed in this project include
selecting the appropriate scanner hardware, integrating the remote deposit
capture service into the current Blue Bank website, ensuring the security and
reliability of the service, and promoting the service to current and potential
customers.
4. The scope of this project is to implement a remote deposit capture service for
Blue Bank, including selecting the appropriate scanner hardware, integrating the
service into the current Blue Bank website, and providing online technical support
and instructions for customers. Out of scope would be any other changes to the
Blue Bank website or any major changes to the bank's overall business strategy.
5. The scope of the project can be validated by ensuring that it aligns with the
project objectives and goals, and by reviewing the project scope statement with
stakeholders to ensure that all requirements and deliverables are included.
6. The scope of the project can be controlled through scope change management,
which involves reviewing all change requests and assessing their potential impact
on the project scope, schedule, and budget before making any decisions.
7. To gather requirements for the project, some of the questions that can be asked
include: what features and functionality should be included in the remote deposit
capture service, what types of scanner hardware would customers prefer, what
are the security requirements for the service, and how can the service be
integrated into the current Blue Bank website?
8. Product-oriented deliverables for this project could include the remote deposit
capture service itself and the scanner hardware that customers can purchase.
Project-oriented deliverables could include the project plan, the project scope
statement, and the project status reports.
9. The project sponsor for this project should be a senior leader in Blue Bank who
has the authority to make decisions and allocate resources to the project. This
could be the VP of IT or another executive who is invested in the success of the
project.
10. Resources needed for this project include two IT team members, two marketing
team members, one purchasing department team member, Code Corp.
employees, and a DevAn consultant. Ideally, these team members should have
experience in website development, marketing, customer support, software
development, and project management.