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are the exact, exam-ready answers for Question 1 (a), Question 1 (b), and Question 1 (c).
You can write these answers directly in your exam paper.
Q1) a) Define the term activity table? Explain activity table of
forward pass? [6 Marks]
Answer:
1. Definition of Activity Table:
An activity table is a structured tabular representation of all the tasks required to complete a
project. It serves as the primary input for creating network diagrams (like CPM or PERT).
It typically contains the following columns:
● Activity ID: A unique label (e.g., A, B, C).
● Activity Name: A brief description of the work (e.g., "Design Database").
● Duration: The estimated time required to complete the task.
● Predecessors: The activities that must be completed before the current activity can
start.
2. Activity Table of Forward Pass:
The "Forward Pass" is a calculation technique used to determine the earliest possible start
and finish times for project activities. When performing a forward pass in an activity table, two
specific columns are calculated:
● Early Start (ES): The earliest time an activity can begin.
○ Rule: For the first activity, ES = 0 (or Start Date). For other activities, $ES =
\text{Maximum EF of all predecessors}$.
● Early Finish (EF): The earliest time an activity can finish.
○ Formula: $EF = ES + \text{Duration}$.
Example of Forward Pass Table:
| Activity | Duration | Predecessor | Early Start (ES) | Early Finish (EF) |
| :--- | :--- | :--- | :--- | :--- |
|A|5|-|0|5|
|B|3|A|5|8|
Q1) b) List and explain activity relationships used in software project
management. [6 Marks]
Answer:
In project scheduling (specifically the Precedence Diagramming Method), relationships define
the logical sequence between two activities: a Predecessor and a Successor. There are four
types of relationships:
1. Finish-to-Start (FS):
○ Explanation: The successor activity cannot start until the predecessor activity
has finished. This is the most common relationship.
○ Example: You cannot start "Testing" until "Coding" is finished.
2. Start-to-Start (SS):
○ Explanation: The successor activity cannot start until the predecessor activity
has started. They can run in parallel.
○ Example: "Project Management" starts as soon as "Project Planning" starts.
3. Finish-to-Finish (FF):
○ Explanation: The successor activity cannot finish until the predecessor activity
has finished.
○ Example: "Writing User Manual" cannot finish until the "Software
Development" finishes (because you need the final screens for screenshots).
4. Start-to-Finish (SF):
○ Explanation: The successor activity cannot finish until the predecessor activity
has started. This is very rare in software projects.
○ Example: In 24/7 support, the "Night Shift" cannot finish until the "Day Shift"
starts (handover).
Q1) c) What is critical path? List the limitations of critical path. [6
Marks]
Answer:
Definition of Critical Path:
The Critical Path is the longest sequence of activities in a project network diagram from start
to finish. It determines the shortest possible duration for the entire project.
● Activities on the critical path have Zero Float (Slack).
● Any delay in a critical activity will directly delay the project's completion date.
Limitations of Critical Path Method (CPM):
1. Deterministic Estimates: CPM assumes that time estimates (durations) are fixed and
known (e.g., exactly 4 days). In reality, software projects are uncertain, and tasks often
take longer than expected.
2. Ignores Resource Limits: CPM focuses only on time relationships. It does not account
for resource availability. It might suggest running 3 critical tasks in parallel even if you
only have one developer.
3. Complexity: For large projects with thousands of activities, the network diagram
becomes extremely complex and difficult to manage without software.
4. Near-Critical Paths: Managers often focus 100% on the Critical Path and ignore
"Near-Critical Paths" (paths with very little float). A small delay on a near-critical path
can make it the new critical path, catching the manager by surprise.
5. Difficulty in Estimates: Getting accurate duration estimates for every single task in a
software project is notoriously difficult, making the calculated Critical Path unreliable.