QUESTION TWO $[15]$

Using the information in the table below, assuming that the project team k a standard

working week $(5$ working days in $1$ week$)$ and possible:

Task Description Duration

$($Working Days$)$

Predecessor$/$s

A Requirement Analysis $4-$

B Systems Design $12$ A

C Programming $20$ B

D Telecoms $6$ B

E Hardware Installation $23$ B

F Integration $7$ C$,$ D

G System Testing $13$ E$,$ F

H Documentation $2$ G

I Training$/$Support $5$ H

J Handover and Go$-$Live $3$ H

K Maintenance $3$ I, J

$2\mathrm{.}1$ Determine the critical path of the project. $(8)$

$2\mathrm{.}2$ Calculate the planned duration of the project in weeks. $(4)$

$2\mathrm{.}3$ Identify any non$-$critical tasks and the float $($free slack$)$ on each. $(3$

$1\mathrm{.}1$ Assume that you were the project manager for the King Shaka International Airport project. Illustrate clearly the process you would have engaged in to manage successfully the scope of this successful project

$1\mathrm{.}2$ Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope. $$Key people from Turner & Townsend UK visited the Ilembe consortium in early $2007$ to understand the principle requirements$.$ Critically appraise at least FIVE $(5)$ tools$/$techniques that Turner & Townsend together with the Ilembe consortium could have used to collect requirements. $(20)$