4. CALCULATION PROBLEMS(5marks per question and total 10marks) 1) Use the information in the table to sketch the AON network and compute early start and finish times, late start and finish times, total slack for each activity. 3.DISCUSSION QUESTIONS(5marks per question and total 10marks) You are a member of the senior management staff at XYZ Corporation. You have historically been using a functional structure set up with five departments: finance, human resources, marketing, production, and engineering. a. Create a drawing of your simplified functional structure, identifying the five departments. b. Assume you have decided to move to a project structure. What might be some of the environmental pressures that would contribute to your belief that it is necessary to alter the structure? 2) Use the earned value table for Project Terrace to calculate their estimated cost to completion (all dollar amounts are in hundreds). w.escarcn a real project through library resources or the Internet. (1) Develop a brief scope statement for the project, a general WBS, and any other information pertaining to the scope management for the project. (2)Analyze the key characteristics of the project, and describe the basic elements and methodology of the project life cycle. (3) Think of the reasons that the project is successful or unsuccessful(60marks) ( Please refer to the notification on the Chaoxing platform for the template for writing project studies. Please print out the original case text and related problem analysis, and put them together with the paper.) 2.Case study (10marks per question and total 20marks) Recently, Kathy Smith, a project manager for a large industrial construction organization, was assigned to oversee a multi-million-dollar chemical plant construction project in Southeast Asia. Kathy had earned this assignment after completing a number of smaller construction assignment in North America over the past three years. This was her first overseas assignment and she was eager to make a good impression, particularly given the size and scope of the project. Successfully completing this project would increase her visibility within the organization dramatically and earmark her as a candidate for upper management. Kathy had good project management skills; in particular, she was organized and highly sel -motivated. Team members at her last two project assignment used to joke that just trying to keep up with her was a full-time job! Kathy wasted no time settling in to oversee the development of the chemical plant. Operating under her normal work approach, Kathy routinely required her staff and the senior members of the project team to work long hours, ignoring weekend breaks if important milestones were coming up ,and generally adopting a round -the -clock work approach for the project . Unfortunately, in merely expecting her team , made up of local residents, to change their work habits to accommodate her expectations, Kathy completely misread these individuals. They bitterly resented her overbearing style, unwillingness to consult them on key questions, and aloof nature. Rather than directly confront her ,however, team members began a campaign of passive resistance to her leadership. They Would purposely drag their feet on important assignment s or cite in insurmountable problems when none, in fact ,existed. Kathy's standard response was to push herself and her project team harder, barraging subordinates with increasingly urgent communications demanding faster serformance. To her bewilderment, nothing seemed to work. The project quickly became bogged down due to poor team rformance and ended up costing the project organizational large penalties for later delivery. Kathy night have had many s that worked in her favor, but she was seriously lacking in the ability to recognize the feelings and expectations of s and take them into considerations