Chapter 5

Exercises
1. You are working on a project to develop a new or enhanced system
to help people at your college, university, or organization to find
jobs. The system must be tailored to your student or work
population and be very easy to use. Write a short paper describing
how you would collect requirements for this system and include at
least five requirements in a requirements traceability matrix.

Answer:

Methods: Conduct surveys and focus groups with students and

employers to gather input on user needs. Use interviews with career
services staff to understand workflow requirements.

Key Requirements:

1. Technical: Secure login, user-friendly interface, job matching

algorithm, data privacy compliance, and mobile app
integration.
2. Non-Technical: Clear instructions, easy navigation, fast
performance, robust customer support, and regular updates.

Example of Requirements Traceability Matrix:

I Requirement Source Priori

D ty
R Secure Login Students High
1
R User-Friendly Design Employer High
2 s
R Mobile App Support Surveys Mediu
3 m
R Job Matching Career High
4 Algorithm Staff
R Data Privacy Legal High
5 Compliance Dept

2. Document your approach for collecting requirements for the project.

Include at least five technical requirements and five non-technical
requirements in a requirements traceability matrix. Develop a list of
at least five questions to ask the project sponsor. Let your instructor
answer them if applicable.

Answer:
  Methods: Hosting brainstorming sessions with stakeholders,
distributing questionnaires, and reviewing similar systems.

 Technical Requirements:

o Secure database storage.

o API integration for job boards.

o Multi-platform compatibility.

o Real-time notifications.

o Advanced search functionality.

 Non-Technical Requirements:

o Intuitive user experience.

o Accessibility features.

o Comprehensive help section.

o Feedback mechanisms.

o Multilingual support.

Questions for the Sponsor:

 What is the budget for this system?

 What is the timeline for deployment?

 Who are the primary users of the system?

 Are there existing systems we need to integrate with?

 What metrics will determine project success?

3. Develop a first version of a project scope statement for the project.

Use the template provided on the Companion website for this text
and the example in Chapter 3 as guides. Be specific in describing
product characteristics, requirements, and all project deliverables.
Include the Global Treps website, four shark tank-like events, a
business plan, and outsourced items (e.g., laptops, donation
acceptance, video creation).

Answer: Project Scope Statement:

 Project Title: Job Search System Development

  Objectives: Develop a system that connects students with job
opportunities efficiently and securely.

 Deliverables:

o A responsive web application.

o A mobile application for iOS and Android.

o Integration with major job boards.

o Data analytics dashboard for career services.

o Comprehensive user training materials.

 Boundaries:

o Excludes support for freelance job postings.

 Assumptions:

o Career services will provide data and feedback promptly.

 Constraints:

o Project must be completed within six months and within a

$50,000 budget.

4. Develop a strategy for scope validation and change control for the
project. Write a short paper summarizing the key points of the
strategy.

Scope Validation and Change Control Strategy:

 Scope Validation:

o Stakeholder sign-off on all deliverables.

o Conduct regular project reviews with stakeholders.

o Use prototypes to confirm requirements.

 Change Control:

o Establish a Change Control Board (CCB).

o Document all change requests with justifications.

o Assess impact on timeline and budget before approval.

o Communicate approved changes to the entire team.

o Update project documents to reflect changes.

Chapter 6:
1. Why do you think schedule issues often cause the most conflicts on
projects?

Answer: Schedule issues often lead to conflicts because they

directly impact deadlines, resource allocation, and stakeholder
expectations. Delays in one task can cause a ripple effect, delaying
subsequent tasks and increasing project costs. Competing priorities
among team members and unrealistic deadlines exacerbate these
conflicts.

2. Why is defining activities a process of project schedule management

instead of project scope management?

Answer: Defining activities involves breaking down the work into

smaller, manageable components that are specific to scheduling. It
focuses on "how" and "when" tasks will be performed, which aligns
with schedule management, whereas scope management deals with
"what" needs to be accomplished.

3. Why is it important to determine activity sequencing on projects?

Discuss diagrams you have seen that are similar to network
diagrams. Describe their similarities and differences.

Answer: Determining activity sequencing ensures tasks are executed

in the correct order, preventing bottlenecks and ensuring resource
availability. Network diagrams, like PERT charts, show task
dependencies and critical paths. They are similar to flowcharts in
visualizing processes but differ in focusing on task duration and
relationships rather than decision points.

4. Explain the difference between estimating activity durations and

estimating the effort required to perform an activity.

Answer: Estimating activity durations refers to the total time required

to complete a task, including waiting and resource constraints.
Estimating effort focuses on the actual working hours or resources
needed. For example, a task may take 3 days to complete but only
require 8 hours of effort.
5. Explain the following schedule development tools and concepts:
Gantt charts, critical path method, PERT, critical chain scheduling,
and sprints.

 Gantt Charts: Visual timelines showing task schedules,

dependencies, and progress.
 Critical Path Method (CPM): Identifies the longest
sequence of tasks that determine project duration.
 PERT (Program Evaluation and Review Technique):
Estimates project timelines using optimistic, pessimistic, and
most likely durations.
 Critical Chain Scheduling: Considers resource constraints
and adds buffers to protect the project timeline.
 Sprints: Short, iterative cycles used in Agile to complete a set
of tasks within a fixed time frame.

6. What do you think about adding slack to individual task estimates

(sometimes called padding estimates)? What do you think about
adding a project buffer for the entire project, as critical chain
scheduling suggests? What are some ethical considerations when
using slack and buffers?

Answer: Adding slack to individual tasks can lead to inefficiencies and

inflate timelines unnecessarily. A project buffer, as in critical chain
scheduling, is more effective since it protects the overall schedule.
Ethically, slack and buffers should be used transparently and based on
realistic assessments, avoiding manipulation to hide poor planning.

7. How can you minimize or control changes to project schedules?

Answer: To minimize schedule changes, ensure thorough planning,

clear communication, and stakeholder buy-in. Use change control
processes to evaluate the impact of changes before approval. Regular
monitoring and adaptive strategies also help mitigate unforeseen
delays.

8. Why is it difficult to use project management software well?

Answer: Project management software can be challenging due to its

complexity, steep learning curves, and the need for accurate data
input. Misaligned expectations, inadequate training, and resistance to
adoption by team members further complicate its effective use.
9. How is schedule management different when using an agile
approach?

Answer: In Agile, schedule management is iterative and flexible,

focusing on delivering smaller increments of value within fixed time
frames (sprints). Unlike traditional methods, Agile prioritizes
adaptability to change and collaboration, reducing the emphasis on
detailed upfront planning.

10. Which of the following processes involves determining the

policies, procedures, and documentation that will be used for
planning, executing, and controlling the project schedule?

a. Planning schedule management

b. Defining activities
c. Estimating activity resources
d. Activity sequencing

11. Predecessors, successors, logical relationships, leads and lags,

resource requirements, constraints, imposed dates, and
assumptions are all examples of: a. Items in an activity list
b. Items on a Gantt chart
c. Milestone attributes
d. Activity attributes

12. As the project manager for a software development project,

you are helping to develop the project schedule. You decide that
writing code for a system should not start until users sign off on the
analysis work. What type of dependency is this?

a. Technical
b. Mandatory
c. Discretionary
d. External

13. You cannot start editing a technical report until someone else
completes the first draft. What type of dependency does this
represent?

a. Finish-to-start
b. Start-to-start
 c. Finish-to-finish
d. Start-to-finish

14. Which of the following statements is false?

a. A burndown chart is a tool for schedule control.

b. Duration and effort are synonymous terms.
c. A three-point estimate includes an optimistic, a most likely, and a
pessimistic estimate.
d. A Gantt chart is a common tool for displaying project schedule
information.

15. What symbol on a Gantt chart represents a slipped milestone?

a. A black arrow
b. A white arrow
c. A black diamond
d. A white diamond

16. What type of diagram shows planned and actual project

schedule information? a. A network diagram
b. A Gantt chart
c. A Tracking Gantt chart
d. A milestone chart

17. ________ is a network diagramming technique used to predict

total project duration.

a. PERT
b. A Gantt chart
c. Critical path method
d. Crashing

18. Which of the following statements is false?

a. Growing grass was on the critical path for a large theme park
project.
b. The critical path is the series of activities that determine the
earliest time by which a project can be completed.
c. A forward pass through a project network diagram determines the
early start and early finish dates for each activity.
d. Fast tracking is a technique for making cost and schedule
trade-offs to obtain the greatest amount of schedule
compression for the least incremental cost.

19. ________ is a method of scheduling that considers limited

resources when creating a project schedule and includes buffers to
protect the project completion date.
a. Parkinson’s Law
b. Scrum
c. Critical path analysis
d. Critical chain scheduling
Chapter 7
1. Discuss why many IT professionals may overlook project cost
management and how this might affect the ability to complete
projects within budget.

Answer: IT professionals may overlook project cost management due to a

strong focus on technical tasks and a lack of formal training in financial
practices. This neglect can lead to underestimated budgets, uncontrolled
costs, and ultimately failed projects. Proper cost management ensures
resource allocation aligns with the budget, minimizing financial risks.

2. Explain some of the basic principles of cost management, such as

profits, life cycle costs, tangible and intangible costs and benefits,
direct and indirect costs, and reserves.

Answer:

 Profits: The difference between revenue and total costs, essential

for project justification.

 Life Cycle Costs: Total cost of ownership, including development,

operation, and maintenance.

 Tangible Costs/Benefits: Quantifiable items like equipment costs

or revenue increases.

 Intangible Costs/Benefits: Non-measurable factors like employee

morale or customer satisfaction.

 Direct Costs: Expenses directly tied to project activities, like

salaries.

 Indirect Costs: Overhead costs shared across projects, like utilities.

 Reserves: Contingency funds for unexpected risks.

3. What is meant by a sunk cost? Give examples of typical sunk costs

for an IT project as well as examples from your personal life. Why is
it difficult for people to ignore them when they should?

Answer: Sunk costs are past expenses that cannot be recovered. In IT

projects, examples include outdated software purchases or training costs
for cancelled systems. In personal life, examples include concert tickets
for events you can't attend. People struggle to ignore sunk costs due to
emotional attachment or fear of wasted investment.
 4. Give examples of when you would prepare rough order of magnitude
(ROM), budgetary, and definitive cost estimates for an IT project.
Give an example of how you would use each of the following
techniques for creating a cost estimate: analogous, parametric, and
bottom-up.

 ROM Estimates: Early stage, e.g., estimating the cost of a

potential data center upgrade.
 Budgetary Estimates: Planning phase, e.g., detailed costs for
software licenses.
 Definitive Estimates: Execution phase, e.g., vendor quotes for
hardware procurement.
 Analogous Estimation: Using a similar past project, e.g.,
estimating costs based on a previous website development project.
 Parametric Estimation: Using metrics, e.g., cost per server for a
deployment.
 Bottom-Up Estimation: Calculating individual task costs, e.g.,
aggregating programming hours.

5. Explain what happens during the process to determine the project

budget.

Answer: Determining the budget involves aggregating estimated costs of

individual tasks, applying reserves, and establishing a cost baseline. This
includes analyzing risks, refining estimates, and securing stakeholder
approval to ensure alignment with financial constraints.

6. Explain how earned value management (EVM) can be used to

control costs and measure project performance and explain why you
think it is not used more often. What are some general rules of
thumb for deciding if numbers for cost variance, schedule variance,
cost performance index, and schedule performance index are good
or bad?

Answer: EVM integrates scope, schedule, and cost data to evaluate

project performance. Despite its effectiveness, it’s underused due to its
complexity and the need for accurate data. Rules of thumb:

 Cost Variance (CV): Positive values indicate under budget;

negative values indicate over budget.

 Schedule Variance (SV): Positive values indicate ahead of

schedule; negative values indicate delays.
  CPI/SPI: Values above 1 are favorable, below 1 indicate issues.

7. What is project portfolio management? Can project managers use it

with earned value management?

Answer: Project portfolio management involves selecting and prioritizing

projects to align with organizational goals. It complements EVM by
providing strategic oversight, ensuring resources are allocated effectively
across multiple projects.

8. Describe several types of software that project managers can use to

support project cost management.

Answer:

 Microsoft Project: Offers cost tracking and resource management.

 Primavera: Suitable for large-scale projects with advanced cost

analytics.

 QuickBooks: Simplifies financial tracking for smaller projects.

 SAP Project Systems: Integrates cost data with enterprise

resource planning.

9. How is project cost management different when using an agile

approach?

Answer: Agile emphasizes iterative budgeting, adapting costs based on

evolving requirements. Traditional methods focus on detailed upfront cost
planning, while Agile uses cost estimates per sprint or iteration, enabling
flexibility and real-time adjustments.

10. Accountants usually define ________ as a resource sacrificed or

foregone to achieve a specific objective.

a. money
b. liability
c. trade
d. cost

11. What is the main goal of project cost management?

a. To complete a project for as little cost as possible

b. To complete a project within an approved budget
 c. To provide truthful and accurate cost information on projects
d. To ensure that an organization’s money is used wisely

12. Which of the following is not an output of the project cost

management process called estimating costs, according to the
PMBOK® Guide – Sixth Edition?

a. Cost estimates
b. A cost baseline
c. Basis of estimates
d. Project documents updates

13. If a company loses $5 for every $100 in revenue for a certain

product, what is the profit margin for that product?

a. 25 percent
b. 5 percent
c. 2%
d. $5

14. ________ reserves allow for future situations that are

unpredictable.

a. Contingency
b. Financial
c. Management
d. Baseline

15. You are preparing a cost estimate for a building based on its
location, purpose, number of square feet, and other characteristics.
What cost-estimating technique are you using?

a. Parametric
b. Analogous
c. Bottom-up
d. Top-down

16. ________ involves allocating the project cost estimate to

individual material resources or work items over time.

a. Reserve analysis
b. Life cycle costing
c. Project cost budgeting
d. Earned value analysis

17. ________ is a project performance measurement technique that

integrates scope, time, and cost data.
 a. Reserve analysis
b. Life cycle costing
c. Project cost budgeting
d. Earned value management

18. If the actual cost for a WBS item is $1,500 and its earned
value is $2,000, what is its cost variance, and is it under or over
budget?

a. The cost variance is $500, which is over budget.

b. The cost variance is $500, which is under budget.
c. The cost variance is $2,500, which is over budget.
d. The cost variance is $2,500, which is under budget.

19. If a project is halfway completed, its schedule performance

index is 110 percent, and its cost performance index is 95 percent,
how is it progressing?

a. It is ahead of schedule and under budget.

b. It is ahead of schedule and over budget.
c. It is behind schedule and under budget.
d. It is behind schedule and over budget.

20. Given the following information for a one-year project, answer

the following questions. Recall that PV is the planned value, EV is
the earned value, AC is the actual cost, and BAC is the budget at
completion.

o PV $22,000

o EV $20,000

o AC $25,000

o BAC $120,000

a. What is the cost variance, schedule variance, cost performance index

(CPI), and schedule performance index (SPI) for the project?

Answer:

 Cost Variance (CV) = EV - AC = $20,000 - $25,000 = -$5,000 (Over

budget)

 Schedule Variance (SV) = EV - PV = $20,000 - $22,000 = -$2,000

(Behind schedule)

 Cost Performance Index (CPI) = EV / AC = $20,000 / $25,000 = 0.8

  Schedule Performance Index (SPI) = EV / PV = $20,000 / $22,000 =
0.91

b. How is the project doing? Is it ahead of schedule or behind schedule? Is

it under budget or over budget?

Answer: The project is behind schedule (SPI < 1) and over budget (CV <
0 and CPI < 1).

c. Use the CPI to calculate the estimate at completion (EAC) for this
project. Is the project performing better or worse than planned?

Answer: EAC = BAC / CPI = $120,000 / 0.8 = $150,000.

The project is performing worse than planned as the estimated cost to
complete is higher than the budget.

d. Use the SPI to estimate how long it will take to finish this project.

Answer: Original duration = 12 months (1 year).

Estimated duration = Original Duration / SPI = 12 / 0.91 = 13.19 months
(approximately 13.2 months).

e. Sketch the earned value chart for this project, using Figure 7-6 as a
guide.

The chart would display:

 Planned Value (PV) increasing linearly to $22,000.

 Earned Value (EV) lagging behind at $20,000.

 Actual Cost (AC) exceeding EV at $25,000. This visualization shows

that the project is behind schedule and over budget.

21. Create a cost estimate and model for building a new, state-of-
the-art multimedia classroom for your organization within the next
six months. The classroom should include 20 high-end personal
computers with appropriate software for your organization, a
network server, Internet access for all machines, an instructor
station, and a projection system. Be sure to include personnel costs
associated with the project management for this project. Document
the assumptions you made in preparing the estimate and provide
explanations for key numbers.

Answer:

Cost Estimate:

 20 High-end PCs: $1,500 each x 20 = $30,000

  Software licenses: $200 per PC x 20 = $4,000

 Network server: $5,000

 Internet setup and wiring: $3,000

 Instructor station: $2,000

 Projection system: $3,500

 Personnel costs for project management: $8,000

 Miscellaneous (e.g., furniture, setup costs): $4,000

 Total Estimated Cost: $59,500

Assumptions:

 High-end PCs are necessary for multimedia applications.

 All software licenses are one-time purchases.

 The network server will support 20 PCs and provide reliable internet
access.

 Internet setup costs include wiring and labor.

 Project management involves planning, procurement, and

installation supervision.

 Miscellaneous costs account for unforeseen expenses like furniture

and minor equipment.

Chapter 8

1. Discuss some of the examples of poor quality in IT projects

presented in the “What Went Wrong?” section. Could most of these
problems have been avoided? Why do you think there are so many
examples of poor quality in IT projects?

Answer: Examples of poor quality include systems crashing due to

lack of testing, data breaches caused by inadequate security
measures, and missed deadlines from improper scheduling. These
issues could often be avoided with better planning, testing, and quality
assurance processes. Poor quality persists due to tight deadlines,
budget constraints, and insufficient expertise in quality management.

2. What are the main processes in project quality management?

Answer: The main processes are:

 Planning Quality Management: Identifying standards and metrics

to meet quality requirements.

 Performing Quality Assurance: Ensuring standards are followed

through audits and process improvements.

 Controlling Quality: Monitoring outcomes to ensure deliverables

meet the required standards.

3. Why is quality management becoming more important? What does

it mean to use lean in quality assurance?

Answer: Quality management is crucial in ensuring customer

satisfaction, meeting regulatory requirements, and reducing costs.
Lean in quality assurance focuses on minimizing waste, improving
efficiency, and delivering maximum value to the customer.

4. How do functionality, system outputs, performance, reliability, and

maintainability requirements affect quality planning?

Answer: These requirements shape the scope and standards of

quality:

 Functionality: Ensures the product performs the required tasks.

 System Outputs: Guarantees accuracy and usability of reports or

results.

 Performance: Ensures speed and efficiency meet expectations.

 Reliability: Minimizes failures and downtime.

 Maintainability: Simplifies updates and repairs, reducing long-term

costs.

5. What are benchmarks, and how can they assist in performing quality
assurance? Describe typical benchmarks associated with a college
or university.

Answer: Benchmarks are standards or points of reference used to

measure performance. In quality assurance, they help identify areas for
improvement. Examples in academia include graduation rates, student
satisfaction scores, and faculty-to-student ratios.
 6. What are the three main categories of outputs for quality control?

Answer: The three categories are:

 Acceptance Decisions: Determine if deliverables meet

requirements.

 Rework: Correcting defects to meet quality standards.

 Process Adjustments: Refining processes to prevent future issues.

7. Provide examples of when you would use at least three of the Seven
Basic Tools of Quality on an IT project.

Answer:

 Fishbone Diagram: Identifying root causes of a system crash.

 Control Chart: Monitoring server uptime against performance

standards.

 Pareto Chart: Prioritizing the most common bugs reported by

users.

8. Discuss the history of modern quality management. How have

experts such as Deming, Juran, Crosby, and Taguchi affected the
quality movement and today’s use of lean and Six Sigma?

Answer:

 Deming: Advocated for continuous improvement and statistical

process control.

 Juran: Emphasized quality planning and customer focus.

 Crosby: Introduced the concept of "zero defects."

 Taguchi: Developed methods to improve product design and reduce

variation. Their principles influenced lean and Six Sigma
methodologies to enhance quality and efficiency.

9. Discuss three suggestions for improving IT project quality that were

not made in this chapter.

 Automated Testing: Use automated tools to identify defects

earlier.
 User Involvement: Engage end-users throughout the project
lifecycle to align deliverables with needs.
  Training: Provide ongoing training for team members in quality
management tools and techniques.

10. What are some of the considerations for project quality

management in agile/adaptive environments?

Answer: Agile environments emphasize:

 Iterative Testing: Quality checks are performed after every sprint.

 Collaboration: Close interaction between developers and

stakeholders.

 Flexibility: Adjusting quality requirements as user needs evolve.

Quick Quiz
1. ________ is the degree to which a set of inherent characteristics
fulfills requirements.

a. Quality
b. Conformance to requirements
c. Fitness for use
d. Reliability

2. What is the purpose of project quality management?

a. To produce the highest-quality products and services possible

b. To ensure that appropriate quality standards are met
c. To ensure that the project will satisfy the needs for which it was
undertaken
d. All of the above

3. ________ generates ideas for quality improvements by comparing

specific project practices or product characteristics to those of other
projects or products within or outside the performing organization.

a. Quality audits
b. Design of experiments
c. Six Sigma
d. Benchmarking

4. What does the term kaizen mean?

a. Minimize waste
b. Maximize value
c. Do it right the first time
d. Improvement
5. What tool can you use to determine whether a process is in control
or out of control?

a. A cause-and-effect diagram
b. A control chart
c. A run chart
d. A control panel diagram

6. Six Sigma’s target for perfection is the achievement of no more than

________ defects, errors, or mistakes per million opportunities.

a. 6
b. 9
c. 3.4
d. 1

7. The seven run rule states that if seven data points in a row on a
control chart are all below the mean, above the mean, or all
increasing or decreasing, then the process needs to be examined for
problems.

a. Random
b. Nonrandom
c. Six Sigma
d. Quality

8. What is the preferred order for performing testing on IT projects?

a. Unit testing, integration testing, system testing, user acceptance

testing
b. Unit testing, system testing, integration testing, user acceptance
testing
c. Unit testing, system testing, user acceptance testing, integration
testing
d. Unit testing, integration testing, user acceptance testing,
system testing

9. ________ is known for his work on quality control in Japan, and he

developed the 14 Points for Management in his text "Out of the
Crisis."

a. Juran
b. Deming
c. Crosby
d. Ishikawa

10. PMI’s OPM3® is an example of a model or framework for

helping organizations improve their processes and systems.
 a. Benchmarking
b. Six Sigma
c. Maturity
d. Quality

11. Assume that your organization wants to hire new instructors

for your project management course. Develop a list of quality
standards that you could use in making this hiring decision. Suppose
that some current instructors do not meet these standards. Provide
suggestions for how you would handle this situation.

Answer:

Quality Standards for Hiring New Instructors:

1. Advanced degree in Project Management or a related field.

2. Minimum of 5 years of industry experience in project management.

3. Proven teaching or training experience.

4. Familiarity with PMI standards and methodologies.

5. Effective communication and presentation skills.

6. Ability to use modern teaching tools and software.

7. Positive feedback from previous students or trainees.

Handling Current Instructors Who Do Not Meet Standards:

1. Identify Gaps: Conduct performance reviews to pinpoint

deficiencies.

2. Provide Training: Offer professional development opportunities.

3. Set Deadlines: Establish a timeline for meeting required standards.

4. Consider Alternatives: Reassign non-compliant instructors to

supportive roles.

5. Termination as Last Resort: If no improvements are made,

consider replacing the instructor to maintain quality.

12. Review the information in this chapter about Six Sigma

principles and Six Sigma organizations. Brainstorm ideas for a
potential Six Sigma project that could improve quality on your
campus, at your workplace, or in your community. Write a short
paper describing one project idea and explain why it would be a Six
Sigma project. Review and discuss how you could use the DMAIC
process on this project.
Answer:

Potential Six Sigma Project: Reducing IT Support Ticket Resolution

Time

Why It is a Six Sigma Project:

 Addresses a measurable issue (delays in ticket resolution).

 Focuses on improving efficiency and customer satisfaction.

 Involves analyzing processes to minimize errors and delays.

Using DMAIC:

 Define: Identify common issues and set resolution time goals.

 Measure: Collect data on average ticket resolution time.

 Analyze: Determine root causes of delays (e.g., resource

limitations, poor categorization).

 Improve: Implement changes, such as automated ticket

categorization and training.

 Control: Monitor ticket resolution times and adjust processes as

needed.

13. Develop a list of quality standards or requirements related to

meeting the stakeholder expectations described in the running case.
Provide a brief description of each requirement. For example, two
requirements related to the new website might be that users can
read the content in several different languages and that users
provide good ratings for the online video training.

Answer:

Quality Standards/Requirements:

1. Multilingual Support: Website content available in at least 3

languages.

2. User Feedback: Online training videos must achieve a minimum

average rating of 4 out of 5.

3. Accessibility: The website must comply with WCAG 2.1 standards.

4. Loading Speed: Pages must load within 3 seconds.

5. Security: Implement SSL and regular vulnerability scans.

 6. Mobile Optimization: Ensure the website is fully responsive across
devices.

7. Engagement Metrics: Achieve at least 30% user engagement rate

for video training.

14. Based on the list you created for Task 1, determine how you
will measure progress on meeting the requirements. For example,
you might have people take a survey after they view the online
training videos to collect feedback.

Answer:

Measuring Progress:

1. Surveys: Collect user ratings and feedback on training videos post-

viewing.

2. Web Analytics: Monitor bounce rates, page load times, and user
session durations.

3. Accessibility Audits: Conduct regular checks using tools like Axe

or WAVE.

4. Language Metrics: Verify correct display and functionality of

multilingual content.

5. Engagement Tracking: Use heatmaps and click tracking to

measure user interaction.

6. Security Reports: Generate logs of security scans and incidents.

7. Mobile Testing: Perform tests across various devices and screen

resolutions to confirm responsiveness.