Part A: The case describes the activities of a hypothetical roadside assistance organization which is considering relocating its call center from an existing base in the West Midlands of England to a location in Mumbai in Western India.TimeEach activity in this project includes time for the duration of the activity. For example, the business plan is expected to take four working weeks, the presentation meeting is expected to be completed in one day, and so on. Therefore, time is one of the considerations that could be taken into account when deciding this project. Cusworth and Franks (2007) state that actual progress must equal or exceed planned progress. Project activities must be completed on or before schedule. Time management is beneficial to the project to decide what should be done and what not to do. The most important function of time management involves planning as a reminder and guideline (Time Management, n.d.). Viewing time as a neutral resource can help project managers grasp the present rather than miss the past or future. Managers should take into account the time needed to achieve objectives. There will be some risk of uncertainty for the analysis that may take place as part of the decision. Regarding time in this case, there could be different types of risks. Cusworth and Franks (2007) believe that the common risk for projects is failure to start work on time. For example, if the deal in this case has communication problems or suggestions between the overseas group and potential sellers in Mumbai fail to reach an agreement. As a result, it may take longer than two weeks, which can lead to delays. Factors may place the… middle of paper… business 5 at around £150 a day and could fall 5 days. First, the original number of working days needed to complete the project is 148 to 147 days, the cost should be increased by ￡150 in one day and add the cost of task 1 of about ￡100, for a total of about ￡250. So the critical path will also keep the line 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 12, 13, 14, 20, 21. Secondly, the days will be shortened sequentially from 147 days to 146 days. Subsequently the cost will increase to ￡400 (￡150 + ￡150 +￡100). The critical path keeps 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 12, 13, 14, 20, 21. If we continue to reduce the number of working days from 147 days to 146 days, therefore, the cost will be reached to £550 which exceeds £500. Finally, the incident days can be decided to three days and the cost is £400. According to the analysis, the critical path always remains the same.