answer question 2 fully pl

spending their time in meetings documenting the CDB requirements. They were afraid that the CDB project would lead to a shift of many of their responsibilities and functions to the Corporate Marketing Division. Mr. Hart was also unhappy. The CDB team was spending more time than was budgeted in documenting user requirements. If this trend continued, a revised budget would have to be submitted to the Priorities Committee for approval. He was also growing tired of ordering individuals in the user departments to keep appointments with the CDB team. Mr. Hart could not understand the resistance to his project. Jim Gunn kept trying to obtain analysts for his project but was told by his manager that none were available. Jim explained that the quality of work done by the junior analysts was not "up to par" because of lack of experience. Jim complained that he could not adequately supervise the work quality because he was forced to complete many of the analysis tasks himself. He also noted that the quality review of the user requirements sub-phase was scheduled for next month, making it extremely critical that experienced analysts be assigned to the project. No new personnel were assigned to the project. Jim thought about contacting the general manager again to explain his need for more experienced analysts, but did not. He was due for a semi-yearly evaluation from his manager in two weeks. Even though he knew the quality of the work was below standards, Jim was determined to get the project done on schedule with the resources available to him. He drove both himself and the team very hard during the next few weeks. The quality review of the user requirement sub-phase was held on schedule. Over 90 percent of the assigned tasks had to be redone before the Quality Review Board would sign-off on the review. Jim Gunn was removed as project manager. Three senior analysts and a new project manager were assigned to the CDB project. The project received additional funding from the Priorities Committee. The user requirements sub-phase was completely redone despite vigorous protests from the Consumer Banking and Corporate Banking divisions. Within the next three months the following events happened: the new project manager resigned to accept a position with another firm; John Hart took early retirement; and The CDB project was tabled. Source: Kerzner (2015) Answer ALL the questions in this section. QUESTION 1 1.1 "He drove both himself and the team very hard during the next few weeks". This statement indicates (5 marks) resource overloading where few resources carry the bulk of the work. Identify the option the project manager Jim Gunn utilised for dealing with resource overload and state whether it was the best option available. 1.2 The schedule may become unrealistic if required resources are not available at key points in time. "Jim (15 marks) Gunn kept trying to obtain analysts for his project but was told by his manager that none were available." Advise Jim on how to proactively estimate resource needs for future projects. QUESTION 2 (20 Marks) Since Jim Gunn was advised that there were no analysts available to work on his project, advise Jim on the many other options that he may have utilised to deal more effectively with the resource overload