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 from England to a location in Mumbai in Western India.TimeEach activity in this project includes the duration over which the activity will take place. For example, the business plan should take four weeks of work, the presentation meeting should be completed in one day, etc. Time is therefore one of the considerations that could be taken into account when deciding on this project. Cusworth and Franks (2007) argue that actual progress must match or exceed planned progress. Project activities must be completed before or on time. Time management is beneficial to the project in deciding what to do and what not to do. The most important function of time management is to view planning as a reminder and guideline (Time Management, n.d.). Viewing time as a neutral resource can help project managers embrace the present rather than losing the past or future. Managers must take into account the time required to achieve objectives. The analysis that may take place as part of the decision will involve certain risks of uncertainty. Regarding timing, in this case there may be different types of risks. Cusworth and Franks (2007) consider that the common risk of projects is not starting work on time. For example, if the negotiation in this case presents communication problems or if the suggestions between the foreign group and the potential sellers in Mumbai fail to reach an agreement. Therefore, it may take longer than two weeks, which may cause delays. Factors can place middle of paper ......tivity 5 around ￡150 per day and it could break down within 5 days. Firstly, the initial number of working days required to complete the project is 148 days to 147 days, the cost should be increased by ￡150 in one day and add the cost of activity 1 about ￡100, making a total about ￡250. Then the critical path also maintains the line 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 12, 13, 14, 20, 21. Second, the days will be reduced sequentially from 147 days to 146 days. The cost will then 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 reach ￡550, which exceeds ￡500. Finally, crash days can be decided in three days and the cost is 400￡. According to the analysis, the critical path always remains the same.