Please answer the following question ... Kindly read the case ..

a. What are available estimation techniques? Define, compare and contrast at least four different methods including bottom-up estimate - 300 words.

b.When should the bottom-up estimate be used? What project documents are required for an effective bottom-up estimation ? Discuss - 300 words.

c. What factors impact the quality of a bottom-up estimate? Discuss at least four factors 300 words.

Case adopted from: Milosevic, D.Z., Patanakul, P. and Srivannaboon, S., 2010. Case studies in project, program, and organizational project management. John Wiley & Sons..

Case 1 - No Good Estimate, No Job! "We develop perfect quality software" was an informal motto of Software Guru Group (SGG), a unit of a privately held company. Its clients, divisions of the same company, agreed to the very motto. SGG was doing a great job of developing software applications that had almost no bugs. Happy with the quality, the clients did not care much about the actual costs of the projects. For a project to be approved and paid for by the client, SGG would simply submit an order-of-magnitude estimate (a rough estimate) ranging from 1,000 to 10,000 resource hours and that was it. Then, a project would be easily approved and selected. Nevertheless, no one would know the exact cost of any project since the estimate was done based on an educational guess. Then, the company went public and the trend of profit orientation and demonstrated cost efficiency took over. Unable to respond to the trends, all division managers were forced out and new, profit- oriented division executives were brought in. The change impacted the company in many ways. The game of cost estimating also changed. Now SP Group was requested to have better and more accurate cost estimates of its projects, and to provide proofs of such estimates. WHAT ABOUT THE SGG? The new client project managers flatly refused to even look at the order-of-magnitude estimates. Having profit-and-loss responsibility, these project managers wanted to manage their cost and required detailed estimates to approve a project. Lacking the expertise to develop such estimates, a large group of SGG project managers were also forced out. Apparently, the time to learn how to develop a detailed estimate has arrived