Q1:

The presence of repetitive elements does not change the fundamental uniqueness of the
project work. For example:
A project to develop a new commercial airliner may require multiple
proto-types.
A project to bring a new drug to market may require thousands of doses of
the drug to support clinical trials.
A real estate development project may include hundreds of individual
units.
A development project (e.g., water and sanitation) may be implemented in
five geographic areas.
Q4:
Project Time Management includes the processes required to ensure timely Completion of
the project. The followings are main processes in developing the project time schedule:
(a) Activity Definitionidentifying the specific activities that must be performed to
produce the various project deliverables. Activities are smaller decomposed components of
the project work packages, which represent the work necessary to complete the work
package
(b) Activity Sequencingidentifying and documenting interactivity dependencies. It can be
performed by using manual or automated techniques or project management software.

(c) Activity Duration Estimatingestimating the number of work periods that will be
needed to complete individual activities. It is closely coordinated with the Estimate Costs
process.
(d) Schedule Developmentanalyzing activity sequences, activity durations, and resource
requirements to create the project schedule. It is an iterative process that determines the
project activities scheduled start and finish dates.
(e) Schedule Controlcontrolling changes to the project schedule.
These processes interact with each other and with the processes in the other knowledge
areas as well. Each process may involve effort from one or more individuals or groups of
individuals, based on the needs of the project. Each process generally occurs at least once
in every project phase.
Graphically presented using:
Milestone charts
Bar charts
Project schedule network diagrams

Q5:
The major benefit of off the shelf software packages is their low cost when compared with acquiring
special tailored software with the same level of functionality.
However COCOMO does not account for differences in hardware constraints, personnel quality and
experience, use of modern tools and techniques.
Factors to consider when deciding whether to buy or build a project :
1) Total Cost of Ownership- utilizing internal IT resources (or outsourced development) as well as the
continuing cost of maintaining and improving that software over its expected lifetime
2) Budgetary considerations Many vendor products are offered with compelling price models.
3) Resource Usage Recourse allocation for the project.
4) Opportunity Cost Every IT resource spent working on Project X, means an IT resource not available
to work on Project Y.
5) Multi-Platform development Contrast this to a vendor who remains on the hook for providing the
cross platform support.
6) Ability to Execute the ability to execute may be constrained until further hiring or training takes
place.