Project management
Learn the core concepts and decision-making in Cambridge 9626 Topic 15, then practise recall, application and transfer with fictional scenarios.
Exam scope and assessment notes
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Before you begin
- Check whether your route is AS Level (Topics 1–11) or full A Level (Topics 1–21).
Work on paper. Try each question before revealing help, and explain why your method works.
Quick readiness check
Before Topic 15: project management
What you will learn
- Plan initiation, objectives, scope, stakeholders, resources, success criteria, schedules, execution, monitoring and closure
- Use project-management software for planning, scheduling, resource allocation, cost, communication and collaboration
- Create and interpret Gantt and PERT charts; use WBS, duration, dependencies, milestones, deliverables and float
- Calculate a critical path and evaluate Gantt, PERT and CPM for a scenario
Projects need agreed outcomes and controlled change
Initiation defines objectives, scope, stakeholders, resources and measurable success criteria. Planning breaks work into tasks, estimates time and cost, assigns resources and records dependencies. Execution carries out the plan; monitoring tracks time, cost and quality and reports exceptions. Closure confirms deliverables, reviews performance and records lessons. A change should be assessed for its effect on other tasks and resources.
Charts reveal different kinds of schedule information
A Gantt chart shows tasks against time and can show overlap and progress. A PERT network shows precedence and estimated durations; CPM identifies the longest dependent path and minimum completion time. Float is time a task can slip without delaying the project or a later task. Use a work breakdown structure to define tasks. Software helps coordinate work but requires accurate updates and may introduce access or licensing costs.
Sources for this lesson
Pause and explain
Which approach best demonstrates secure, reliable IT practice in project management?
Worked example
Tasks A=2 days, B=4 after A, C=3 after A, D=2 after both B and C. Find the project duration and float on the shorter branch.
Show the worked solution
- List paths from start to finish.
- Compute A–B–D and A–C–D durations.
- Compare each with the longest path.
Answer A–B–D takes 2 + 4 + 2 = 8 days; A–C–D takes 2 + 3 + 2 = 7 days. The critical path is A–B–D, so the minimum duration is 8 days. C has 1 day of float before delaying D, assuming the durations and dependencies are correct.
Try a topic test
Choose Easy, Normal or Difficult. Save your answers and open worked review after finishing.
Test this topic →From guided practice to a new situation
Write your answer and reasoning first. Use a hint only if you are stuck. The model solution is for self-checking; your written work is not automatically marked.
A software upgrade must meet a fixed exam date. Name three initiation decisions and one way to monitor delivery.
Give me a hint
Set the purpose, boundaries and evidence of success before scheduling detail.
Compare my reasoning
- Set objective and scope.
- Identify stakeholders/resources and success criteria.
- Track progress, cost and quality against agreed milestones.
Initiation should agree the upgrade's objective, which systems/users are in scope, stakeholder needs, required people and budget, and success criteria such as a tested release before the exam date. Monitor actual progress and quality against milestones, raise delays early and report their effect to stakeholders.
Look for these in your work
- Defines objective/scope
- Names resources or stakeholders
- Uses measurable monitoring
A task has earliest start 6, latest start 9 and duration 2 days. What is its total float, and what would zero float indicate?
Give me a hint
Float is the difference between latest and earliest start here.
Compare my reasoning
- Subtract earliest start from latest start.
- Check the task does not exceed its latest finish.
- Interpret zero float against the critical path.
Total float is 9 − 6 = 3 days. A zero-float task cannot be delayed without delaying the overall completion date, so it lies on a critical path under the schedule assumptions. Resource limits or changed dependencies may alter that conclusion.
Look for these in your work
- Calculates float
- Interprets zero float
- Recognises schedule assumptions
A sponsor asks to add a feature halfway through the project. How should the project manager assess it?
Give me a hint
Compare benefits with scope, schedule, cost, quality and stakeholder consequences.
Compare my reasoning
- Clarify the requirement and success measure.
- Estimate effect on dependencies, resources, cost and delivery date.
- Document a decision and update the plan if approved.
Clarify the feature and who needs it, estimate added work and dependencies, and compare cost, schedule, risk and quality effects against the project's objectives. The sponsor should approve or reject a documented change. If approved, update tasks, resource allocation, milestones and stakeholder communication rather than hiding the extra work in the old schedule.
Look for these in your work
- Uses change control
- Assesses multiple constraints
- Updates the schedule transparently
Common mistakes
- Calling the path with the most tasks critical without calculating duration
- Ignoring dependencies when planning parallel tasks
- Treating a software schedule as current if tasks are not updated
What can you explain now?
A software upgrade must meet a fixed exam date. Name three initiation decisions and one way to monitor delivery.
Compare with the explanation
Initiation should agree the upgrade's objective, which systems/users are in scope, stakeholder needs, required people and budget, and success criteria such as a tested release before the exam date. Monitor actual progress and quality against milestones, raise delays early and report their effect to stakeholders.
Set the purpose, boundaries and evidence of success before scheduling detail.
After trying it yourself, choose your next review. This is your self-assessment.
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Make it stick
What does the critical path tell a project manager?
If you needed the solution, close it and solve the problem again from a blank page. A correct answer is stronger when you can explain the reason for each step.