A high-performing project team can be defined as a group of individuals who work collaboratively to achieve project objectives with exceptional efficiency, quality, and effectiveness. These teams consistently exceed expectations and deliver superior results through their collective capabilities and synergistic interactions.Key factors associated with high-performing project teams include:Clear goals and objectives: Team members understand the project purpose and their specific rolesEffective communication: Open, transparent, and timely exchange of informationTrust and psychological safety: Members feel secure to express ideas and take risksComplementary skills: Diverse expertise that covers all project requirementsAccountability: Individual and collective responsibility for outcomesAdaptability: Ability to respond to changing conditions and requirementsConflict resolution mechanisms: Constructive approaches to addressing disagreementsStrong leadership: Guidance that balances direction with empowermentRecognition and rewards: Acknowledgment of achievements and contributionsContinuous improvement: Regular reflection and adaptation of processesContextualizing these factors to a software development project I observed at a technology company:The project involved developing a customer relationship management system under tight deadlines. The team demonstrated high performance through several key factors. Clear goals were established through detailed user stories and sprint planning sessions, giving everyone precise understanding of deliverables. Communication excellence was evident in daily stand-ups where blockers were transparently discussed and resolved. Trust developed as senior developers encouraged junior members to propose solutions without fear of criticism.The team's complementary skills were strategically assembledfrontend developers, backend specialists, UX designers, and quality assurance professionalscovering all technical requirements. Accountability manifested through a shared dashboard tracking individual commitments and progress. When market requirements suddenly changed, the team demonstrated remarkable adaptability by reprioritizing features while maintaining core functionality.When conflicts arose about architectural decisions, the team employed a structured decision-making framework that allowed all perspectives to be heard before reaching consensus. The project manager exemplified strong leadership by removing obstacles, securing resources, and providing direction without micromanaging technical decisions. Regular recognition occurred through "kudos" sessions in weekly retrospectives, acknowledging exceptional contributions.Finally, the team's commitment to continuous improvement was evident in their bi-weekly retrospectives where processes were refined based on lessons learned, resulting in steadily increasing velocity throughout the project lifecycle.QUESTION 4[20]EliteTech Services has decided to move forward with a new data centre construction project. The key activities required for the project have been identified in the precedence table below\table[[Task/Number,Duration (Days),Predecessons],[A,12,-],[B,8,A],[C,4,A],[D,7,B]]2\table[[E,6,D.C],[F,7,E]]Sketch the Activity-on-Fiode (AON) network diagram on your working page and fill in the missing information in the table telow for the data centre construction project as well as determine the crifical path and its duration for successful project completion.\table[[Task,Predecessor,Duration,Es,EF,Ls,LF,Slack],[A,-,12,0,12,0,12,4.1],[8,A,8,12,20,4.2,20,0],[C,A,4,12,16,23,27,4.3],[0,8,7,4.4,77,20,4.5,0],[E,0,0,6,27,46,27,33,4.7],[F,E,7,4.8,40,33,4.9,0]]