Project case analysis, baseline control and calculations
An applied study exercise presents a system integration scenario followed by questions that require both a calculation and a diagnosis. Markers reward structural answers that name the management process at fault, quote the evidence in the stem, and propose an executable remedy. Vague exhortations score nothing.
Answering pattern
For every "what went wrong" question, work in four moves:
- Name the missing or misapplied process, using formal terminology such as integrated change control, requirements traceability, validate scope, or risk identification.
- Quote the specific fact from the stem that proves it, for example "the customer's new report requirement was implemented the same day without a change request".
- Explain the consequence: baseline breach, rework, schedule slip, disputed acceptance.
- Give the corrective action plus the preventive control.
Recurring case themes
- Change control breakdown: no written request, no CCB review, no baseline update, no customer sign-off.
- Requirements defects: unverified requirements, no traceability matrix, missing exclusions.
- Schedule failure: single-point estimates, no critical path, overuse of fast tracking.
- Quality failure: inspection substituted for process control, no test plan, external failure at cutover.
- Stakeholder and procurement failure: key operator not identified, contract scope silent on training and data migration.
Worked example
At the end of month 6, PV = 50万元, EV = 40万元, AC = 48万元, BAC = 100万元. SPI = 0.80 and CPI = 0.83, so the project is behind schedule and over budget. The stem notes the client verbally demanded an extra report, which the team built immediately. The answer scores by stating: no change request was submitted, the CCB never assessed impact, the scope and cost baselines were not updated, and the unplanned work is an identified plausible contributor to the deviation, requiring evidence of the actual schedule impact. Remedies: recording and assessing the unauthorized change through the actual governance path, re-baseline with client approval, add the requirement to the traceability matrix, and tighten configuration management. Then compute EAC using the typical formula, 100 / (40/48) =120万元.
Traps that cost marks
- Writing only "strengthen management" with no named process.
- Giving a diagnosis without citing the stem's facts.
- Skipping calculation steps and writing only the final figure.
- Omitting preventive controls after listing corrections.
- Answering a change-control question with a scheduling remedy.