out of which $1,000,000 have already been spent. However, the remaining activities to complete the project sum up to $800,000. Hence, you are considering de-scoping activities (that is, not doing some accivities that were originally planned) in order to keep the project cost within the budget. While the company will provide you with the necessary contingency if your project goes over budget, your boss will not be happy. Your objective is to make sure the project stays within the original budget. The team has identified two alternatives. Two expensive tests could be omitted. Your teams considers that omitting both tests simultaneously would be unwise, certainly leading to critical problems. Hence, you do not consider such alternative worth exploring. Not doing Test A will reduce the cost of the remaining activities in $400,000. Not doing Test B will reduce the cost of the remaining activities in $600,000. In addition, your team indicates that omitting Test A will help in reducing the schedule by 20% with a probability of 40% and by 30% with a probability of 60%. Omitting Test B will do the same by 30% with probability 45% and by 40% with a probability of 55%. In reality, the test team does not want to omit any of them. They do not really feel comfortable doing so. Your team also indicates that omitting the tests generates risks. Specifically, 37.5% of de-scoping activities performed by your company result in minor problems and 44% of them result in major problems. Only 18.5% of de-scoping efforts are fully successful. Test A was omitted in 48.6% of the de-scoping activities that led to success, in 32% of those that resulted in minor problems, and in 20% of those that resulted in major problems. Test B was omitted in 24.3% of the de-scoping activities that led to success, in 48% of those that resulted in minor problems, and in 51.5% of those that resulted in major problems. When you have presented minor problems for acceptance to your customer, they accept them in 50% of the occasions and reject them in 50% of them. Odds are not that good when you present major problems. Specifically, 80% of them are rejected and 20% are accepted. In this project, if the customer does not accept the problems, them being minor or major, a penalty of $600,000 is applied to the project with no limits. In case of minor problems, you prefer to not initiate a discussion with the customer and directly opt to invest $75,000 in solving the problem, which is guaranteed. In case of major problems, you may consider the possibility to try to fix the problems. Your team tells you that the repair activity will cost $100,000 and be successful in 30% of the cases. Given this information, provide a recommendation of how to proceed. out of which $1,000,000 have already been spent. However, the remaining activities to complete the project sum up to $800,000. Hence, you are considering de-scoping activities (that is, not doing some accivities that were originally planned) in order to keep the project cost within the budget. While the company will provide you with the necessary contingency if your project goes over budget, your boss will not be happy. Your objective is to make sure the project stays within the original budget. The team has identified two alternatives. Two expensive tests could be omitted. Your teams considers that omitting both tests simultaneously would be unwise, certainly leading to critical problems. Hence, you do not consider such alternative worth exploring. Not doing Test A will reduce the cost of the remaining activities in $400,000. Not doing Test B will reduce the cost of the remaining activities in $600,000. In addition, your team indicates that omitting Test A will help in reducing the schedule by 20% with a probability of 40% and by 30% with a probability of 60%. Omitting Test B will do the same by 30% with probability 45% and by 40% with a probability of 55%. In reality, the test team does not want to omit any of them. They do not really feel comfortable doing so. Your team also indicates that omitting the tests generates risks. Specifically, 37.5% of de-scoping activities performed by your company result in minor problems and 44% of them result in major problems. Only 18.5% of de-scoping efforts are fully successful. Test A was omitted in 48.6% of the de-scoping activities that led to success, in 32% of those that resulted in minor problems, and in 20% of those that resulted in major problems. Test B was omitted in 24.3% of the de-scoping activities that led to success, in 48% of those that resulted in minor problems, and in 51.5% of those that resulted in major problems. When you have presented minor problems for acceptance to your customer, they accept them in 50% of the occasions and reject them in 50% of them. Odds are not that good when you present major problems. Specifically, 80% of them are rejected and 20% are accepted. In this project, if the customer does not accept the problems, them being minor or major, a penalty of $600,000 is applied to the project with no limits. In case of minor problems, you prefer to not initiate a discussion with the customer and directly opt to invest $75,000 in solving the problem, which is guaranteed. In case of major problems, you may consider the possibility to try to fix the problems. Your team tells you that the repair activity will cost $100,000 and be successful in 30% of the cases. Given this information, provide a recommendation of how to proceed