Software Project Management
Fall - 2024
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EC-431
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Q.1. Answer the following short questions (5x6 = 30)
Question 1:
Differentiate between “Project” and “Program” with examples?
Answer:
Aspect Project Program
Definition A temporary endeavor A group of related projects
undertaken to create a managed in a coordinated
unique product, service, or way to achieve strategic
result. objectives.
Duration Temporary with a defined Longer-term, ongoing until
start and end. strategic goals are achieved.
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Scope Specific deliverables and Broader objectives, covering
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objectives. multiple projects.
Focus Delivering outputs Achieving outcomes and
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(products/services). benefits across projects.
Management Managed individually, often Managed at a higher level,
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by a Project Manager. usually by a Program
Manager.
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Example Developing a mobile banking Launching a digital
app. transformation program
including multiple apps, IT
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infrastructure upgrades, and
staff training.
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Question 2:
Explain “Projectized Organizations” with an example?
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Answer:
Projectized Organizations are organizational structures where the entire focus is on projects,
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and project managers have full authority over resources and decisions. Team members report
primarily to the project manager rather than a functional manager.
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Example: A construction company like Bechtel operates in a projectized structure, where each
construction project (bridge, building, or highway) has its own dedicated team and manager
responsible for all decisions and resources.
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Question 3:
List the processes of “Monitoring and Controlling” phase?
Answer:
Monitor and Control Project Work – Tracking project performance against the plan.
Perform Integrated Change Control – Reviewing, approving, and managing changes.
Validate Scope – Ensuring deliverables meet project requirements.
Control Scope – Managing changes to project scope.
Control Schedule – Monitoring project timelines and making adjustments.
Control Costs – Tracking and controlling project budget.
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Control Quality – Ensuring deliverables meet quality standards.
Control Communications – Monitoring project communication effectiveness.
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Control Risks – Tracking identified risks and implementing response plans.
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Control Procurements – Managing contracts and supplier performance.
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Control Stakeholder Engagement – Ensuring stakeholders remain engaged and satisfied
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Mnemonic
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“My Perfect Sister Said Cool Cats Quietly Run Past Streets”
● M → Monitor and Control Project Work
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● P → Perform Integrated Change Control
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● S → Validate Scope (think: “Scope” = Sister)
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● S → Control Scope
● C → Control Schedule
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● C → Control Costs
● Q → Control Quality
● R → Control Risks
● P → Control Procurements
● S → Control Stakeholder Engagement
Question 4:
List and explain “Decision Makin Techniques”?
Answer:
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Decision-Making Techniques are methods used by project managers to choose the best
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course of action when multiple alternatives exist. Common techniques include:
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1. Unanimity / Consensus – All team members agree on a single decision.
Example: Team decides unanimously on a software framework.
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2. Majority / Voting – Decision is based on the option that receives most votes.
Example: Choosing a marketing strategy based on team vote.
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3. Autocratic / Authority – Project manager makes the decision alone.
Example: PM selects a vendor due to tight deadlines.
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4. Expert Judgment – Decisions are made based on advice from experts.
Example: Consulting a cybersecurity expert to choose the right firewall.
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5. Multi-Criteria Decision Analysis (MCDA) – Evaluating options using a weighted
scoring system.
Example: Selecting a software tool by scoring cost, ease of use, and scalability.
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Question 5:
Differentiate between “Quality Control” and “Quality Assurance” with examples?
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Answer:
Aspect Quality Control (QC) Quality Assurance (QA)
Definition Process of inspecting and Process of ensuring
testing deliverables to processes are followed
identify defects. correctly to prevent defects.
Focus Detecting and correcting Improving processes to avoid
errors in outputs. errors in the first place.
Timing After or during production of During the project or process
deliverables. execution.
Responsibility Project team or QA testers. Quality assurance team or
project manager.
Example Testing a mobile app for bugs Following Agile best practices
before release. to prevent coding errors.
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Q.2. Answer the following short questions (3x10 = 30)
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Question 1:
Why the document of “Project Charter” generated? Explain its heads in detail?
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Why the Project Charter is Generated
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A Project Charter is a formal document that authorizes the existence of a project and gives
the project manager the authority to apply organizational resources to project activities. It is
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typically created at the beginning of the project during the Initiating Phase of the project life
cycle.
The main reasons for generating a Project Charter are:
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1. Formal Authorization: It officially approves the project and allows the project manager
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to start planning and executing project tasks.
Example: For developing a new e-commerce platform, the charter allows the PM to hire
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developers and allocate budget.
2. Defines Objectives: It clearly states what the project is intended to achieve.
Example: “Launch a mobile app within 6 months with online payment integration.”
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3. Assigns Responsibility: The charter appoints a project manager and identifies key
stakeholders.
Example: Project Manager: Ali Khan; Stakeholders: Marketing Head, IT Director.
4. Provides a High-Level Overview: Summarizes scope, deliverables, risks, and
assumptions.
Example: Deliverables: Mobile app, admin dashboard, payment integration. Risk: Delay
due to API integration issues.
5. Aligns Project with Organizational Goals: Ensures the project supports strategic
objectives.
Example: The e-commerce app aligns with the company’s goal to expand digital sales
by 20%.
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Heads / Sections of a Project Charter
A standard Project Charter typically contains the following main heads:
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1. Project Title and Description
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○ Name of the project and a brief overview.
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○ Example: “E-Commerce Mobile App Development – A platform for online
shopping with real-time inventory.”
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2. Project Objectives
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○ Defines what the project aims to achieve in clear, measurable terms.
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○ Example: “Increase online sales by 15% in the first year.”
3. Scope Overview
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○ High-level description of the project scope, deliverables, and boundaries.
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○ Example: Include: Mobile app, admin panel; Exclude: Physical store operations.
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4. Key Stakeholders
○ Lists people or organizations with an interest in the project.
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○ Example: Project Sponsor: CEO, Project Manager: Ali Khan, Marketing Head:
Sara.
5. Project Manager and Authority Level
○ Names the project manager and defines the authority to allocate resources and
make decisions.
○ Example: Project Manager authorized to hire developers and purchase software
tools.
6. Milestones and Timeline
○ High-level schedule with key milestones.
○ Example: Design Approval: Month 1; Beta Release: Month 4; Final Launch:
Month 6.
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7. Budget Overview
○ Preliminary budget estimates or cost allocations.
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○ Example: Total estimated budget: $50,000; Development: $30,000; Marketing:
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$15,000.
8. Risks and Assumptions
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○ High-level risks that could affect project success and assumptions made.
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○ Example: Risk: Delay in API integration; Assumption: Cloud servers will be
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available on time.
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9. Constraints
○ Limitations such as time, budget, or resources that may restrict the project.
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○ Example: Project must be completed within 6 months with a $50,000 budget.
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10.Approval Signatures
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○ Formal sign-off from key stakeholders to authorize the project.
○ Example: Signature of Project Sponsor, Date.
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Summary
The Project Charter is essentially the foundation of a project. It:
● Authorizes the project formally
● Defines objectives, scope, stakeholders, and responsibilities
● Provides a reference point for future project decisions
● Aligns the project with organizational goals
Without a Project Charter, a project lacks formal authority, direction, and alignment with
business objectives, which can lead to scope creep, resource conflicts, or project failure.
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Question 2:
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Explain the inputs, tools and techniques and outputs of “Project Human Resource
management” ?
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Answer:
Project Human Resource Management Overview
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PHRM is about planning, acquiring, developing, and managing the project team to achieve
project goals effectively. According to PMBOK, it involves four key processes:
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1. Human Resource Planning
2. Acquire Project Team
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3. Develop Project Team
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4. Manage Project Team
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Each of these processes has Inputs, Tools & Techniques, and Outputs (ITTO). Let’s break it
down:
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1. Human Resource Planning
Objective: Identify roles, responsibilities, and skills needed for the project.
Inputs:
● Project Management Plan – Overall plan of the project.
● Organizational Process Assets – Templates, previous project lessons, HR policies.
● Enterprise Environmental Factors – Company culture, labor laws, market conditions.
Tools & Techniques:
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● Organizational Charts – Hierarchical, matrix, or projectized structure.
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● Responsibility Assignment Matrix (RAM)/RACI Chart – Defines who is Responsible,
Accountable, Consulted, Informed.
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● Expert Judgment – Advice from experienced project managers or HR experts.
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● Meetings/Workshops – To identify roles, responsibilities, and staffing needs.
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Outputs: S
● Human Resource Management Plan – Documents roles, responsibilities, reporting
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relationships, and staffing management.
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● Updates to Project Management Plan/Project Documents – Roles, responsibilities,
and staffing requirements integrated into project plan.
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2. Acquire Project Team
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Objective: Obtain the team members required to perform project work.
Inputs:
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● Human Resource Management Plan – Guides how to acquire staff.
● Project Schedule – Shows when resources are needed.
● Enterprise Environmental Factors – Availability of skilled staff, organizational hiring
policies.
● Organizational Process Assets – Recruitment procedures, historical staffing records.
Tools & Techniques:
● Pre-assignment – Staff assigned to the project before it starts.
● Negotiation – Acquiring the right people from functional managers.
● Acquisition – Hiring or contracting external resources.
● Virtual Teams/Collaboration Tools – Tools like Slack, MS Teams for remote teams.
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Outputs:
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● Project Staff Assigned – Names of team members assigned.
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● Resource Calendars – Availability of each team member.
● Updates to Project Documents – Staffing assignments, resource availability.
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3. Develop Project Team
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Objective: Improve team competencies, interaction, and overall team environment.
Inputs:
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● Human Resource Management Plan – Guides development strategies.
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● Project Staff Assignments – List of assigned resources.
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● Team Performance Assessments – Current performance data.
Tools & Techniques:
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● Training – Technical, managerial, or soft skills training.
● Team-Building Activities – Workshops, offsite events, or exercises to improve
collaboration.
● Ground Rules – Guidelines for team behavior and interaction.
● Co-location / Virtual Teams – Enhances communication among distributed teams.
● Recognition & Rewards – Motivates and encourages performance.
Outputs:
● Team Performance Assessments – Measures improvements in skills and team
dynamics.
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● Updates to Project Documents – Training records, team assessments.
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4. Manage Project Team
Objective: Track team performance, provide feedback, resolve issues, and ensure team
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motivation. S
Inputs:
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● Human Resource Management Plan – Roles, responsibilities, and reporting structure.
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● Team Performance Reports – Data on team progress and productivity.
● Issue Logs – Current team issues or conflicts.
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Tools & Techniques:
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● Observation & Conversation – Monitoring team performance and behavior.
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● Project Performance Appraisals – Evaluating individual and team contributions.
● Conflict Management – Resolving disputes using negotiation, mediation, or
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problem-solving.
● Interpersonal Skills / Leadership Skills – Motivating, coaching, and guiding team
members.
Outputs:
● Change Requests – Adjustments in staffing or roles if needed.
● Project Management Plan Updates – Updates to HR plan, schedules, or processes.
● Project Document Updates – Team performance reports, issue logs, lessons learned.
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Question 3:
Explain the following concepts with examples:
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Lead and Lag
Activity Dependencies
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Project’s Budgeting
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Answer: S
1. Lead and Lag
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Definition:
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● Lead: The amount of time by which a successor activity can start before its
predecessor finishes.
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● Lag: The amount of time by which a successor activity must be delayed after its
predecessor finishes.
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Examples:
● Lead Example:
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○ You’re painting a wall and want to start drying the second coat 1 day before the
first coat is fully dry. That 1-day overlap is lead.
● Lag Example:
○ After pouring concrete for a foundation, you wait 7 days before starting
construction on it. That waiting period is lag.
Key Point:
● Lead = fast-forwarding tasks
● Lag = intentional delay between tasks
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2. Activity Dependencies
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Definition:
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Activity dependencies define the relationship between tasks, i.e., which tasks depend on
others before they can start or finish. They are essential for schedule planning.
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Types of Dependencies:
1. Finish-to-Start (FS): Predecessor must finish before successor starts. (Most common)
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○ Example: “Foundation must finish before walls are built.”
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2. Start-to-Start (SS): Predecessor must start before successor starts.
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○ Example: “Start electrical wiring as soon as wall construction starts.”
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3. Finish-to-Finish (FF): Predecessor must finish before successor finishes.
○ Example: “Testing finishes only after coding finishes.”
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4. Start-to-Finish (SF): Predecessor must start before successor finishes. (Rarely used)
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○ Example: “New shift must start before old shift ends in operations handover.”
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Key Point: Dependencies are essential for critical path calculation and avoiding scheduling
conflicts.
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3. Project’s Budgeting
Definition:
Project budgeting is the process of estimating the total costs of a project, allocating funds to
various activities, and monitoring expenditures to ensure the project stays within budget.
Steps:
1. Estimate Costs: Determine costs for resources, labor, materials, and equipment.
2. Determine Budget: Aggregate individual costs to create the total project budget.
3. Control Costs: Track spending and manage changes to stay within budget.
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Example:
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● Developing a mobile app:
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○ Developers: $20,000
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○ Designers: $10,000
○ Marketing: $5,000
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○ Contingency: $5,000 S
○ Total Budget = $40,000
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● During execution, if marketing costs rise to $6,000, adjustments may be needed
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elsewhere to stay within $40,000.
Key Point:
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● Budgeting ensures resources are allocated efficiently, prevents overspending, and
allows project managers to make financial decisions proactively.
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