An Extension of the Resourcebased View

The author explains that during the time frame, the activity where slack or float time is observed can be delayed to a certain extent without delaying the overall completion of the project (Chitkara, 2007). It is evident from Figures 1 and 2 given above that float time or slack is associated with activity D and E. This indicates that activity D and E can be delayed by a definite extent without delaying the overall completion of the project. The float time for activity D is 140 weeks and that of activity E is 115 weeks. Therefore, the total float time for activity D and E is 255 weeks.
Critical Path: The longest path in a project is referred to as the critic path (Clarke, 2008). The project-related activities which fall within the critical path cannot be delayed by any means as delaying these activities would mean delaying the overall completion of the project (Crawford, Pollack and England, 2008). In figure one and two given above, the project-based activities highlighted in red are the critical tasks.
Taking into account the fact that there is a delay of 6 weeks in activity H, it can be seen that a delay of such scale and magnitude will certainly delay in the completion of the project. The major reason behind that is the fact that activity H is a critical task that falls within the critical path of the project and henceforth project managers cannot afford to let loose anything which might result in a delay in any of the critical tasks. However, a project is always associated with external factors and therefore uncertainty. There are various risk factors that can push the overall duration of a project. Therefore, it is the duty of the project managers to adopt appropriate countermeasures in order to be prepared for any adverse scenarios which in turn will allow them to prevent the overall delay of the project. In this case, a delay is noticed on activity H (user acceptance testing). Multiple courses of action can be taken in order to prevent delays&nbsp.in the overall completion of the project.&nbsp.&nbsp.

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An Extension of the Resourcebased View

The author explains that during the time frame, the activity where slack or float time is observed can be delayed to a certain extent without delaying the overall completion of the project (Chitkara, 2007). It is evident from Figures 1 and 2 given above that float time or slack is associated with activity D and E. This indicates that activity D and E can be delayed by a definite extent without delaying the overall completion of the project. The float time for activity D is 140 weeks and that of activity E is 115 weeks. Therefore, the total float time for activity D and E is 255 weeks.
Critical Path: The longest path in a project is referred to as the critic path (Clarke, 2008). The project-related activities which fall within the critical path cannot be delayed by any means as delaying these activities would mean delaying the overall completion of the project (Crawford, Pollack and England, 2008). In figure one and two given above, the project-based activities highlighted in red are the critical tasks.
Taking into account the fact that there is a delay of 6 weeks in activity H, it can be seen that a delay of such scale and magnitude will certainly delay in the completion of the project. The major reason behind that is the fact that activity H is a critical task that falls within the critical path of the project and henceforth project managers cannot afford to let loose anything which might result in a delay in any of the critical tasks. However, a project is always associated with external factors and therefore uncertainty. There are various risk factors that can push the overall duration of a project. Therefore, it is the duty of the project managers to adopt appropriate countermeasures in order to be prepared for any adverse scenarios which in turn will allow them to prevent the overall delay of the project. In this case, a delay is noticed on activity H (user acceptance testing). Multiple courses of action can be taken in order to prevent delays&nbsp.in the overall completion of the project.&nbsp.&nbsp.

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An Extension of the Resourcebased View

The author explains that during the time frame, the activity where slack or float time is observed can be delayed to a certain extent without delaying the overall completion of the project (Chitkara, 2007). It is evident from Figures 1 and 2 given above that float time or slack is associated with activity D and E. This indicates that activity D and E can be delayed by a definite extent without delaying the overall completion of the project. The float time for activity D is 140 weeks and that of activity E is 115 weeks. Therefore, the total float time for activity D and E is 255 weeks.
Critical Path: The longest path in a project is referred to as the critic path (Clarke, 2008). The project-related activities which fall within the critical path cannot be delayed by any means as delaying these activities would mean delaying the overall completion of the project (Crawford, Pollack and England, 2008). In figure one and two given above, the project-based activities highlighted in red are the critical tasks.
Taking into account the fact that there is a delay of 6 weeks in activity H, it can be seen that a delay of such scale and magnitude will certainly delay in the completion of the project. The major reason behind that is the fact that activity H is a critical task that falls within the critical path of the project and henceforth project managers cannot afford to let loose anything which might result in a delay in any of the critical tasks. However, a project is always associated with external factors and therefore uncertainty. There are various risk factors that can push the overall duration of a project. Therefore, it is the duty of the project managers to adopt appropriate countermeasures in order to be prepared for any adverse scenarios which in turn will allow them to prevent the overall delay of the project. In this case, a delay is noticed on activity H (user acceptance testing). Multiple courses of action can be taken in order to prevent delays&nbsp.in the overall completion of the project.&nbsp.&nbsp.

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An Extension of the Resourcebased View

The author explains that during the time frame, the activity where slack or float time is observed can be delayed to a certain extent without delaying the overall completion of the project (Chitkara, 2007). It is evident from Figures 1 and 2 given above that float time or slack is associated with activity D and E. This indicates that activity D and E can be delayed by a definite extent without delaying the overall completion of the project. The float time for activity D is 140 weeks and that of activity E is 115 weeks. Therefore, the total float time for activity D and E is 255 weeks.
Critical Path: The longest path in a project is referred to as the critic path (Clarke, 2008). The project-related activities which fall within the critical path cannot be delayed by any means as delaying these activities would mean delaying the overall completion of the project (Crawford, Pollack and England, 2008). In figure one and two given above, the project-based activities highlighted in red are the critical tasks.
Taking into account the fact that there is a delay of 6 weeks in activity H, it can be seen that a delay of such scale and magnitude will certainly delay in the completion of the project. The major reason behind that is the fact that activity H is a critical task that falls within the critical path of the project and henceforth project managers cannot afford to let loose anything which might result in a delay in any of the critical tasks. However, a project is always associated with external factors and therefore uncertainty. There are various risk factors that can push the overall duration of a project. Therefore, it is the duty of the project managers to adopt appropriate countermeasures in order to be prepared for any adverse scenarios which in turn will allow them to prevent the overall delay of the project. In this case, a delay is noticed on activity H (user acceptance testing). Multiple courses of action can be taken in order to prevent delays&nbsp.in the overall completion of the project.&nbsp.&nbsp.

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An Extension of the Resourcebased View

The author explains that during the time frame, the activity where slack or float time is observed can be delayed to a certain extent without delaying the overall completion of the project (Chitkara, 2007). It is evident from Figures 1 and 2 given above that float time or slack is associated with activity D and E. This indicates that activity D and E can be delayed by a definite extent without delaying the overall completion of the project. The float time for activity D is 140 weeks and that of activity E is 115 weeks. Therefore, the total float time for activity D and E is 255 weeks.
Critical Path: The longest path in a project is referred to as the critic path (Clarke, 2008). The project-related activities which fall within the critical path cannot be delayed by any means as delaying these activities would mean delaying the overall completion of the project (Crawford, Pollack and England, 2008). In figure one and two given above, the project-based activities highlighted in red are the critical tasks.
Taking into account the fact that there is a delay of 6 weeks in activity H, it can be seen that a delay of such scale and magnitude will certainly delay in the completion of the project. The major reason behind that is the fact that activity H is a critical task that falls within the critical path of the project and henceforth project managers cannot afford to let loose anything which might result in a delay in any of the critical tasks. However, a project is always associated with external factors and therefore uncertainty. There are various risk factors that can push the overall duration of a project. Therefore, it is the duty of the project managers to adopt appropriate countermeasures in order to be prepared for any adverse scenarios which in turn will allow them to prevent the overall delay of the project. In this case, a delay is noticed on activity H (user acceptance testing). Multiple courses of action can be taken in order to prevent delays&nbsp.in the overall completion of the project.&nbsp.&nbsp.

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