COIT12208 Assessment item 2 — Individual case study
Due date: 11:00pm AEST, Monday, Week 11 (27-May-2019)
All students are to submit electronically – max file size is 2Mb. ASSESSMENT
Weighting: 35% 2
Length: No set length
Introduction and Student Guide
This assessment item is to be completed individually.
The case study simulates a project management scenario where the student takes on the role of project manager. The case information is not complete so where necessary students will have to argue the pros and cons of any assumptions they make. If necessary, students are expected to find relevant information in the academic literature to justify their answers and provide appropriate references.
The following information is provided to assist students to develop their assessment solution:
• Product development case description
• Specific assessment questions that must be answered
• Information regarding the submission of the assessment
• Marking guide
Important notes regarding assignment submission
1. You must aim to submit your assignment at least 1 hour before the due date. This will avoid unnecessary late penalties if you have any technical issues while submitting your assignment.
2. If you do have a problem uploading your assignment online and cannot get help from TASAC, make sure that you email your assignment files to your tutor before the due date. This will allow your tutor to view the work that was completed before the deadline. Note that you will also be required to submit the assignment online through Moodle.
3. Any drafts in Moodle may be automatically submitted by Moodle at the due date. However, you must not rely on this for your submission. Note that this does mean that you should not leave something uploaded as a draft if you do not want it to be submitted automatically. If you upload after the due date (this includes students with extensions) you must ensure that you press ‘submit for marking’ or you may incur a further late penalty.
Preparation for the assignment
1. You must complete the MP practicals 1 and 2 before you start this assignment.
2. You must also complete practical 3 before you attempt to add resources to your assignment.
You are required to take your Microsoft Project practical’s and this assignment to your tutorial/practical classes from week 3 onwards. The course is scheduled to commence the practical’s in week 3 and you are expected to start work on this assignment in week 6 (or earlier).
The Mo Mo Factory Outlet Case Description
The last four years had been a roller coaster ride for the companies three founders Raju, Vaneet and Dipesh. The readymade Nepalese’s dumpling (Mo Mo) business had exploded before their eyes. Their choice of street front premises had proved very successful. As the business expanded they were able to grow with the acquisition of a warehouse at the rear of the property from which they were able to manufacture and dispatch there product to restaurants and supermarkets across Sydney and with the capacity to produce product for the whole of Australia and beyond.
The next stage of growth comes with some substantial constraints which will direct the nature of future projects. The easiest thing to do, is more of the same but that requires extending the geographic reach of its distribution which in turn, pushes up costs. The last few months have shown that the wholesales customer base would not tolerate the required price increase. Forays into the Brisbane and Melbourne markets have cost the company dearly and left the company strapped for cash. The only positive outcome from these trials, was the knowledge gained to structure air flight delivery to those capitals.
To revitalise the company’s fortunes and to pay for the up keep of the company yacht, Rakshya, Aashish and Dipesh have put together a plan to grow the business and change the business model and revenue stream of the company.
The Mo Mo Factory are to risk cannibalising there exiting business and to start selling directly to the general public. The project will involve setting up retail outlets in 10 shopping centre food court in each of the three eastern seaboard capitals. 30 shops in all.
Project work has been divided into 7 sections from which you the Project manager will create the WBS for the project
1.0 Fund Raising
2.0 Securing retail spaces
3.0 Retail Spaces Fit out
4.0 Systems Development
5.0 Hardware Acquisition
6.0 Staff Acquisition and training
7.0 Marketing and promotion
As old Alumni’s of CQU Rakshya, Aashish and Dipesh had come to the college and requested your help to turn their plan into a set of MS project worksheets. You will carry out this work individually with the assistance of your tutor.
You have responsibility for scheduling the work of a team of 16 professionals and will need to manage their labour, accommodation and air travel costs. Other transport and material costs will be incorporated into the Mo Mo Factory’s operational cost centre and will not be included in your MS Project plan. You also do not need to include your our own labour cost/resources and that of Rakshya, Aashish and Dipesh in the MS project files.
Rakshya, Aashish and Dipesh have left some notes that formed the basis of the plan and your structure for your WBS in your Ms Project in this table below.
WBS Task Name Comments/task sequence Effort and Resources
1.0 Fund Raising Project start date 10th June 2019 3 weeks Rakshya, Aashish and Dipesh. (Don’t show these resources in the project plan )
2.0 Securing retail spaces Start after fund raising A region manager will be recruited at each site.
2.1 Determine locations Work can be done simultaneously in each region 2 weeks simultaneous work by each of the three RM’s
2.2 Negotiate rental contract After Determining Location 2.2 4 weeks of 3 RM’s
2.3 Review and Sign Contracts After Review and Sign Contracts 2 weeks 1 RM
3.0 Retail Spaces Fit out
3.1 Carpentry After the Review & Sign Contract. 5.1.4 carpentry work can commence. Three days each shopping centre
3.1.1 Sydney 30days of 2 SF and 10% of RM
3.1.2 Melbourne Start After Sydney 30days of 2 SF and 10% of RM
3.1.3 Brisbane Start after Sydney 30days of 2 SF and 10% of RM
3.2 Electrics One days each shopping centre
3.2.1 Sydney Start once Carpentry in Sydney is complete 2.1.1 10days of 2 SF and 10% of RM
3.2.2 Melbourne Start once Carpentry in Melbourne is complete 2.1.2 10days of 2 SF and 10% of RM
3.2.3 Brisbane Start once Carpentry in Brisbane is complete 2.1.3 10days of 2 SF and 10% of RM
3.3 Plumbing Work can be done at each site at the same time Two shopping centres each day
3.3.1 Sydney Start once Electrics in Sydney is complete 2.2.1 5 days of 2 SF and 10% of RM
3.3.2 Melbourne Start once Electrics in Melbourne is complete 2.2.2 5 days of 2 SF and 10% of RM
3.3.3 Brisbane Start once Electrics Brisbane is complete 2.2.3 5 days of 2 SF and 10% of RM

4.0 Systems Development The Mo Mo factory did not set out to replace information systems for this project , but it soon became clear that sound financial control and accurate demand pull, product delivery were essential.
7 software modules were Identified. All will be cloud hosted services but will require substantial configuration. Discussion with software engineers indicated this section would take 70 days. Diagram below turned out to be an over simplification with more detailed dependences outlined in the inserted table below the diagram. Each module has multiple tasks Each task requires multiple resources (these are summary headings and we never assign resources to summary headings)

4.1 Manufacturing Resource Processing The BA later explained first module 4.1 was in fact 5 tasks shown in the next 5 rows. Details of the other modules: 4.2,4.3,4.4,4.5 were later forwarded in an e-mail in table form ( below ) as the associated tasks were similar.
4.1.1 Inventory control After IB Acceptance 1.1. 2 wks of Business Analysts (BA) ,Software Engineer (SE) and Production Specialist (PS)
4.1.2 Modelling production lines After inventory control 5.1.1 2 wks of Business Analysts (BA) ,Software Engineer (SE) and Production Specialist (PS)
4.1.3
Capacity planning After inventory control 5.1.1 1 wks Software Engineer (SE) and Production Specialist (PS)
4.1.4 Live production reporting After Modelling production Lines 5.1.2 and Capacity Planning 5.1.3 3 Days Business Analysts (BA) Software Engineer (SE) and Production Specialist (PS)
4.1.5 Integrations After Activity learning 5.1.2 2 Day of Business Analysts (BA) , Software Engineer (SE) and Production Specialist (PS)
The other software modules all have similar tasks so have been arranged in this table below
Task Name Module 4.2 Logistics 4.3 Human Resource Roistering 4.4 Point of Sales System 4.5 Purchase Order 4.6 General ledger Comments
Duration
Requirements Analysis /codes Identification 3 days with BA, RM,PS 2 wks BA, RM, PS 4 wks BA, RM, CH,EM 2 wks BA, RM 4 days BA, Start after Fund Raising1 1.0 and relevant testing of previous modules per network diagram above.
Process Configuration 1 wk BA,SE,PS 4 days BA, SE 3 wks BA, SE, RM 1 wk BA, SE 1 wk
BA After requirements Analysis/Codes identification
System population 1 wks SE,PS 2 wks SE, RM 2 wks CH, SE and PS 3 wks SE
3 days BA, CH,PS, RM Start after process configuration is tested
Test 2 days SE, PS 4 days SE, RM 2 wks SE, RM 3 days SE & PS, RM 2days BA, RM Start after system population
In addition to these instructions the BA tells you the Logistics requirements 4.2.1 cannot be started until Inventory Control 4.1.1 has completed
5 Hardware To fit out at each of the 30 locations
Micro Wave
Point of Sale equipment
LCD Screens
Warmer cabinets
Bins
. Don’t need to include these capital resources in the plan.
5.1 Hardware Order The day after the IB Acceptance 1.0
5.1.1 Develop Tender Document After IB acceptance 6 days work for BA, RM, PS, EM & CH
5.1.2 Open Tender After Develop Tender Document 5.1.1 2 weeks no resources
5.1.3 Award Tender After Open tender 5.1.2 1 day BA & RM
5.1.4 Review & Sign Contract After Award tender 5.1.3 1 day BA &RM
5.2.1 Hardware Shipping After Sign review Contract 5.1.4. All equipment is delivered to Burwood NSW 2 weeks, no resources
5.2.2 Hardware received and checked 4 Day PS,SF and EM
5.3 Food court outlet configuration Staff from Sydney will be used for these tasks. One SE / EM will travel in a hired van to each city meaning we can do only one region at a time in addition accommodation and van rental will need to be calculated for these tasks Van travel time in days between regions will need to be added to the task or new tasks created for capturing the correct labour and material
Location Sydney Melbourne Brisbane
Sydney - 2 days 2 days
Melbourne 2 days - 5 days
Brisbane 2 days 5 days -
5.3.1 Warmer Cabinet assembly On arrival of the Hardware 5.2. 1 days each site. Start or Finish in Sydney to avoid paying for weekend accommodation. 2 weeks of SF and EM and RM 10% per region plus travel time
Accommodation is $100 per unit/day
Van Hire are $50 per unit/day. (remember to add these in MS project as materials not work)
5.3.2 Servers/network ½ days each site. Start or Finish in Sydney to avoid paying for weekend accommodation. Requires the network (5.3.1) to be in place. 6 days of SE. Should be done in conjunction with Network. Server will be delivered with Warmer Cabinets. SE can travel with the van or Fly down
5.3.3 POS Assembly On arrival of the Hardware 5.2. 2 days each site. Start or Finish in Sydney to avoid paying for weekend accommodation. Requires the Servers (4.1) to be in place. 4 weeks of EM, SE and RM 10%. Per region plus travel time. Separate van trip delivering POS and LED Screens. Require accommodation while away from Sydney. Van Hire and accommodation for EM
5.3.4 LED Screen installation After 5.3.2 and 5.3.3 6 days of both CH & SE and RM 10%. Will require flights for the CH and accommodation
Sections 5.3.1 to 5.3.5 will need subtasks for the different location to provision the differing resource requirements The relevant team members will need to fly from the factory in Sydney to the other capitals to complete the work for each of these tasks. While others will travel by van. It will be necessary to make 2 van trips to each location one for Cabinets and server the other for POS and led’s as they won’t all fit in the first trip.These tasks will consume flight resources and Accommodation resources but only for the time away from Sydney. All of them will need van resources Accommodation is $100 per unit
Flights are $200 per unit. Van Hire $50 per unit (remember to add these in MS project as materials not work)

6.0 Staff Acquisition and training
6.1 Advertise positions Start after Fund Raising 1.0 2 weeks 10% engagement of MA and RM
6.2 Interview On completion of requirements analysis of HRR 4.3.1 2 weeks 25% of 3 RM or 75% of 1 RM
6.3 Develop training materials On completion of the process configuration of the POS 4.4.2 2 weeks CH, RM, 50% ME
6.4 Undertake Training Start after regional shop fit and 6.2 and 6.3 2weeks of RM
7.0 Marketing and promotion
7.1 Regional analysis On completion of the review and signing of contracts 2.3 for the retails spaces. 3 weeks Marketing Analysis (MA) & RM
7.2 Campaign plan After Regional analysis 7.1 2 weeks MA
7.3 Media tenders After Campaign plan 7.2 9 Days 10% of MA and 10% of RM
7.4 Design and print Finish 10 days before Campaign launch 7.6 5 days 50% MA
7.5 Campaign launch Start 10 days before outlets open. 6 weeks no project resources
Table 1
The Factory in Burwood, from which operations will be co-ordinated will also be the centre for developing the information systems. The three regional managers will each oversee the operations in their ten respective food outlets. Shop Fitters will be hired locally. All other staff will need accommodation and travel resources when they are outside Sydney. As well as co-ordinating the build of the outlet they will also be responsible for the hiring and training of staff locally.
MILESTONES
You’ve determined that Mo Mo Factory Outlet project has 5 key milestones which will help you motivate the team around accomplishing the project:
M1: The start of the project
M2: Food court outlets Ready
M3: All software programs complete
M4 : First Outlet Opens
M5 : Campaign Launch
The Team.
Specialists Number of team members $/hour
Regional Manager (RM) 3 $80
Business Analysts (BA) 1 $120
Production Specialist (PS) 1 $95
Software Engineers (SE) 2 $110
Catering and Hygiene Analyst (CH) 1 $80
Shop Fitter (SF) 6 $50
Electrical and Mechanical Engineer (EM) 1 $100
Marketing Analysis (MA) 1 $150
Table 2
Do not include specific names such as your own or the owners in your resource sheet. Use the role name when you enter the resources in the resource sheet. For example, you would enter Software Engineer, Work (in the type field), SE (in the Initial field), 200% (in max), $110.00 / hr (in Std. Rate).
Note: For the purposes of this assignment, unless otherwise specified, you should only allocate one of the required resources to each task.
Assumptions
As you develop your schedule and answer the questions below, there may be assumptions that you need to make about the case study. If that is the case, make sure that you list all your assumptions at the beginning of the document. Assumptions should not contradict information given in the specification and must be reflected in your solution. Each assumption must be justified and stated clearly. Marks will be deducted for any unreasonable assumption or for stating an assumption and then ignoring it in your assignment.
Part A: Developing the Schedule
For part A of the assessment you must complete the following tasks and questions. Read all the questions before you commence the tasks. The schedule is to be developed in an appropriately named Microsoft Project 2016 file (see the name specified below) and the questions are to be answered in a Word document. Any assumptions must also be listed at the beginning of the Word document (after the coversheet).
1. Use Microsoft Project to develop the project schedule according to the instructions below.
For this assignment, unless the specification states otherwise, you must initially allocate only one of each required resource to a task. To clarify, some examples from past assignments are given below.
• One Workshop Assistant (WA) to work on task “2.1.1 Painting Sydney” for 2 weeks.
• One Mechanical Engineer and two Software Engineers to work together on task “15.4 robitic arm repair” for 3 weeks. Be careful when you change 100% SE to 200% ms project does not reduce the duration to 1.5 weeks. Keep it as 3 weeks by clicking on the green tab before you click out of the task.

• 5.4 Workstation installation would require a Craft Artisan and Workshop assistant but also Flight and Accommodation for the Craft Artisan allowing for him to visit Hawthorn and Toowong. This will require not just the material resource “accommodation” for the number of days of the task but also for any weekends and any other none working days spent away from Sydney.
All tasks must be automatically scheduled tasks for this assignment. Remember to make this the default setting before you begin adding tasks to your schedule.
a) The following holiday/non-working times:

Good Friday
19th April 2019
Easter Monday 21th April 2019
ANZAC day 25th of April 2019

Queens Birthday 10th June 2019
Labour Day 7th October 2019
Summer Holiday 24th Dec 2019 to 11th Jan 2020.
Table 3
b) A project title of “Mo Mo Factory Outlet project”. This is also to appear as the overall project summary at the top of your “WBS” in the .mpp file. It must appear as task 0 with WBS number 0. All tasks should be “indented” according to the WBS structure described in the case study (see table 2). See the Microsoft Project practicals for details about how to add the project title and how to make it the overall project summary.
A WBS column before the “Task Name” column and a WBS Predecessors column after the “Task Name” column as shown below:
(task number – no column title) Task
Mode WBS Task Name WBS Predecessors Duration Start Finish Predecessors Resource Names
Table 4
c) All Tasks are entered correctly in accordance with the Table 1.
d) All Predecessor relations are entered in accordance with Table 1.
e) All “Work” resources and “Materials” resources are allocated correctly in the resources sheet
f) The milestones are to appear at the end of the task list in your schedule. See the notes after table 2 for more details about the project milestones. (Note that this is not always a requirement in a project schedule. Milestones can be embedded in the schedule or listed at the start. In this assignment you are required to add them at the end).
For “Milestones” use a customised WBS code rather than dot notation used for other WBS code (1.1, 1.2 etc) example, if you double click on the first milestone, you can change the WBS code to M1 as illustrated in the screenshot below.

g) The critical path(s) automatically displayed in red on the bars of the Gantt chart view of your schedule.
At this point there may be resource over allocation issues. Save this version of your schedule in MMFO_PartAQ1.mpp. You will be required to submit this file as part of your assignment submission.
Part A Question 2
2. Copy your MMFO_PartAQ1.mpp schedule renaming it MMFO_PartAQ2.mpp.
If your schedule has any resource over-allocation issues resolve these in the PartAQ2.mpp file without adding any additional resources. For this assignment, do not “split tasks” and do not allow levelling to “adjust individual assignments on a task”. Save this “modified” version of the MMFO_PartAQ2.mpp file. You will be required to submit the MMFO_PartAQ2 as this is needed as part of your assignment submission.
a) Describe how you used (or how you would have used Microsoft Project) to resolve any resource over-allocation issues.
b) Copy the table below into your Word Document answers and complete the table.
MMFO_PartAQ1.mpp MMFO_PartAQ2.mpp
Total Duration Total Cost Total Duration Total Cost

c) What are the causes for the differences between the Totals you see in the two files.
d) Take a close look at the changes to the sequence of tasks. Are there any potential problems for the project as a result of the way MS Project levelled the tasks?
Part A Question 3
3. Based on the results from your MMFO_PartAQ2.mpp Write a memo to the owners informing them of the completion of the planning stage of the project and providing the following information:
a) the expected completion date of the project, assuming it commences with task 1 on 10th of June 2019;
b) the total duration of the project;
c) an explanation of the main factors that cause the project to require that length of time and any recommendations that you might make to reduce the duration if time was a priority for the project;
d) the estimated direct costs for each of the resource types working on the project. Present the costs in a table similar to the following:
Resource Name Cost
Regional Managers (RM)
Business Analysts (BA)
Production Specialist (PS)
Software Engineers (SE)
Catering and Hygiene Analyst (CH)
Shop Fitter (SF)
Electrical and Mechanical Engineer (EM)
Marketing Analyst (MA)
Total direct labour costs:
Accommodation
Flights
Van Hire
Total Cost
Table 5
Assume that you will send the project schedule as an attachment to the memo. The information in the memo must correspond to the MMFO_PartAQ2.mpp file.
Information about writing memos can be found on the unit website in the same area as this specification.
Part A Question 4
Rakshya, Aashish and Dipesh have now offered to hire one more person for the project and have asked you which resources would have the greatest impact on reducing the duration of the project. Mike has asked you to produce a “What if “ new plan utilising this new resource.
Copy your MMFO_PartAQ1.mpp schedule renaming it: MMFO_PartAQ3.mpp. You will need to re-do this stage for each of the resources you want to test out.
In the resource sheet change the max amount for the resource you have selected from 100% to 200%. Allocate this resource only to tasks that will have an impact on the total duration of the project. Make sure your changes are highlighted in Blue for each task you change.
When you change the unit of resources allocated to a task you need to make sure you do not change the amount of work allocated to that task. You need to see a reduction in duration. So Change the duration but keep the amount of work the same.
Copy your MMFO_PartAQ3.mpp schedule renaming it MMFO_PartAQ4.mpp. You will also need to re-do this stage for each of the resources you want to test out.
If your schedule has any resource over-allocation issues resolve these in the PartAQ3.mpp file without adding any additional resources. For this assignment, do not “split tasks” and do not allow levelling to “adjust individual assignments on a task”. Save this “modified” version of the MMFO_PartAQ3.mpp file. You will be required to submit the MMFO_PartAQ4.mpp as it is needed as part of your assignment submission.
a) Give your resource choice with an explanation for why you have chosen to add this type of resource over others to the project.
b) Copy the table below into your Word Document answers and complete the table.
MMFO_PartAQ3.mpp MMFO_PartAQ4.mpp
Total Duration Total Cost Total Duration Total Cost

c) Explain which tasks you have shortened and what has happened to Total Duration and project cost and why the final result is what it is. Do you have any further recommendation for Harold as a result of your “What If’’ Analysis.
Part A Question 5
1. Project Quality
a) While you were working on the WBS, Rakshya, Aashish and Dipesh asks you to identify Quality issues and make an assessment for a Quality Plan. List and discuss two Quality issues that may occur on this project. (refer to Week 9 Supplementary Material in the course website for more detail).
b) Which tasks you would add to the WBS now which would support your quality initiatives. Do not add this to any of your MS Project files but provide their details by copying the table below into your word document.
WBS Number Task Name Predecessor’s Duration Resource

Part A Question 6
Identify any 2 further tasks that you feel have been left out of the project which will go to making the project a success. Briefly explain their inclusion.
Part B: Revising the Plan
Copy your MMFO_PartAQ2.mpp schedule renaming it MMFO_PartB.mpp.
The Business Analyst has written to you requesting changes to the way the Point of sales module is developed. She has said she does not believe that a traditional software development method will work on this part of the project. She requests that we use an agile methodology. You have read about this being used in other ERP module implementations and agree to adopt the Scrum mythology to implement this module for this part of the project.
You agree to 4 Sprint cycles each lasting 3 weeks to be carried out at different times during the entire project life. This will replace the whole of the Point of sales module 4.4. Each Sprint is to provide useful working functionality to the project. Each Sprint team is to include the business analyst, one of the regional managers, a software engineer, Electrical and mechanical engineer and the marketing analyst.
The First Sprint the new 4.4.1 is to start at the same time as the electrics in Sydney 3.2.1 is completed.
The Second Sprint 4.4.2 to start once hardware tenders are awarded 5.1.3.
The Third Sprint 4.4.3 to start 1 week into the HRR module requirements task 4.3.1.
The Forth Sprint to finish with the completion of the marketing campaign 8.5.
Part B Question 1
1. Replace the tasks 4.4.1 through to 4.4.4 with the new task names ‘Sprint 1’, ‘Sprint 2’, ‘Sprint 3’ and ‘Sprint 4’. Change the predecessors and successor dependencies as required. Also take care not to have two sprints running at the same time.
When answering this question, do NOT attempt to resolve any resource over-allocation issues until you have completed all the changes required (i.e. all the changes to 4.4.1 – 4.4.4). Some of the issues may be resolved as you work through the changes. Level at the end if necessary.
You need the information about the impact of each change to answer questions 2 and 3 below. If as a result of all the changes there are any resource over-allocation issues resolve these and note any resultant change to the project duration.
Highlight all the changes on your schedule in Purple. Save your schedule with the highlighted changes in your MMFO_PartB.mpp file. This MMFO_PartB.mpp file is also to be included as part of your final assignment submission.
Part B Question 2
2. Describe the impact for each of these changes on the project duration in a table similar to the following:
Change Impact on project duration
(longer, shorter or no impact) Explanation ( which resources and task clashes were the cause)
Removal of POS module
Addition 5.2.1 Sprint 1
Addition 5.2.2 Sprint 2
Addition 5.2.3 Sprint 3
Addition 5.2.4 Sprint 4
Part B Question 3
3. Describe the impact of each of these changes on the project cost in a table similar to the following:
Change Impact on project Cost
(greater ) Explanation ( which additional resources were the cause)
Removal of POS Module
Addition 5.2.1 Sprint 1
Addition 5.2.2 Sprint 2
Addition 5.2.3 Sprint 3
Addition 5.2.4 Sprint 4
Part B Question 4
Discuss, as the Project manager how are you going to manage and monitor progress of the 4 sprints.
Assignment End.
Marking Guide/Criteria
Assignment Question Criteria Marks available Marks awarded
Part A
Assumptions Listed, justified and stated clearly at the start of the Word document (if any ) Included within Q1
Q1 The adequacy of the Project Schedule
a) Holidays
b) Tasks; correct WBS; overall summary task; auto scheduling
c) Durations/effort
d) Resources allocated
e) Predecessor relationships
f) Milestones
g) Critical path highlighted
(You may have resource over allocation at this point) 7
Q2 No over allocation of resources in MMFO_PARTAQ2
a) Levelling explanation
b) Table of Cost and Duration
c) Causes
d) Problems with levelling 0.5
1
0.5
1
1
Q3 Appropriateness of the written memo
a),b)Data corresponding to the schedule of MMFO_PARTAQ2.
c) Explanation for the length of time
d) Correct Costs 1
1
1
1
Q4 a) Appropriateness of the selected resource and explanation.
b) Table as per MMFO_PARTAQ3 and MMFO_PARTAQ4
c) i. Tasks
ii. Change
iii. Explanation of Change 1
2
3

Q5 a) Identification of potential Quality failings
b) Quality assurance tasks 2
2
Q6 Missing Project Tasks 1
Sub Total Part A 27
Part B
Q1 The adequacy of the amended Project Schedule predecessors and successors correctly attached 2
Q2 Description of impacts of each of the changes on duration. Impact 0.25 ea. Explanation 0.25 ea. 2.5
Q3 Description of impacts of each of the changes on cost.
Impact 0.25 ea. Explanation 0.25 ea. 2.5
Q4 Monitoring progress of the 4 Sprints 2
Sub Total Part B 8
TOTAL 35
References:
https://www.youtube.com/watch?v=p16qDc9WFSc
https://www.youtube.com/watch?v=puIm8776Gwc