Liberty
University BUSI 313 quiz 2 solutions answers right
How
many versions: 5 different versions
Question 1 A typical responsibility matrix
will include not only those responsible for a specific task but can also
include those who supply support and assistance.
Question 2 Integrating a project's work
packages within the organization's management structure is known as work
breakdown structure.
Question 3 If the project time should be
accepted, then the project must be completed on time.
Question 4 In reviewing the project plan,
Susan sees that the first prototype must be completed by October 12. This would
be best classified as a
Question 5 Which of the following is a good
example of a Process Breakdown Structure?
Question 6 There are 5 steps involved when
defining a project; which of the following is the first?
Question 7 The final stage in defining a
project is coding the organization breakdown structure or OBS for the
information system.
Question 8 For large companies, the
organization breakdown structure is used rather than the work breakdown
structure.
Question 9 The highest element in the
hierarchical breakdown of the WBS is the first major deliverable for the
project and the lowest element is a work package.
Question 10 Accounting would be an example
of which of the following costs typically found in a project?
Question 11 Estimates are supposed to be
based on normal conditions. While this is a good starting point, it rarely
holds true in real life.
Question 12 Cost, time, and budget
estimates are the lifeline for control; they serve as the standard
for comparison of the actual and the planned throughout the life of the
project.
Question 13 Refining estimates may be
necessary for a number of reasons. For example, people working on prototype
development needing time to interact with the design engineers after the design
is completed is a good example of
Question 14 A good starting point for
developing time and cost estimates is
Question 15 The ideal approach to
estimating project time and costs is to use both the topdown and the bottomup
approach.
Question 16 Topdown estimates usually are
derived from someone who uses experience and/or information to determine the
project duration and total cost.
Question 17 Past experience is almost
always used primarily in the initial phases of estimating.
Question 18 The requirement for a freshly
poured foundation to cure before beginning construction is an example of which
of the following type of lag?
Question 19 Tom is responsible for ordering
hardware for a custom home his company is building. The contractor installing
the hardware is scheduled to start in 5 working days, but the hardware is on
backorder and will not arrive for another 9 working days. Fortunately, Tom has
10 days of slack; however, he shares this slack with the hardware
installer. He will have to let the contactor know that the hardware will be
ready 4 days later than expected and that the slack for the installer has been
reduced by 4 days. Tom and the installer share 10 days of
Question 20 The critical path is the
shortest path through a network and indicates activities that cannot be delayed
without delaying the project.
Question 21 Which of the following will
correctly calculate the total slack in an activity?
Question 22 A merge activity is one that
merges with other activities into a succeeding activity.
Question 23 Different activities along the
same path can have different total slack.
Question 24 It is acceptable for arrows to
cross one another in a network diagram.
Question 25 Which of the following can be
used without coordinating with managers of succeeding activities?
1. How is project scope defined?
2. Jose is looking at a document that outlines the
specific deliverables and subdeliverables required to complete the writing of a
technical support manual. He is most likely viewing the
3. There are 5 steps involved when defining a project;
which of the following is the first?
4. Linda has just been assigned manager of a project to
develop a new advertising campaign for an established product. Her first step
should be to
5. Which of the following is NOT true regarding scope
creep?
6. An expected output over the life of a project would be
classified as
7. The first step of project scope definition is to
8. In reviewing the project plan, Susan sees that the
first prototype must be completed by October 12. This would be best classified
as a
9. The ability of a 911 emergency system to identify the
caller's phone number and location is considered to be a
10. Which of the following is NOT one of the items that
would appear on a project scope statement or checklist?
11. "To construct a high-quality, custom home within
five months at costs not to exceed $150,000" is best classified as
12. There are 5 steps involved when defining a project;
which of the following is the second? A. Analyze the strategic plan
13. One of the primary jobs of a project manager is to
manage the trade-offs associated with the project. Which of the following is
NOT one of the basic classifications of project priorities?
14. After reviewing the project scope statement, the
owner specifies that costs MUST stay within $400,000. This criterion is
classified as
15. Scott has just been given a project that has a
specific completion date. After a discussion with top management he finds that
while the date is important the cost is more important and a slip in delivery
would be acceptable if required to meet the cost targets. The completion date
is best classified as
16. The _________ is used to assist in making project
trade-offs among schedule, budget, and performance objectives.
17. The lowest element in the hierarchical breakdown of
the WBS is
18. The highest element in the hierarchical breakdown of
the WBS is
19. All of the following are ways the WBS helps in
managing projects EXCEPT
20. All of the following are usually included in a work
package EXCEPT
21. The integration of the lowest level of the WBS with
the organizational units responsible for performing the work is known as
22. There are 5 steps involved when defining a project;
which of the following is the last?
23. When work packages are integrated with organizational
units, a control point is created called a
24. The WBS is best suited for projects that have a
tangible outcome. Which of the following is used when the final outcome of the
project is less tangible or is a product of a series of steps or phases?
25. If a project is small and does not require an
elaborate system to assign tasks, which of the following is a good choice?
26. The project scope statement indicates that the client
is responsible for training the people who will be using the equipment and that
the project team will train the client's trainers. This is an example of
27. The tendency for the project deliverables to expand
over time—usually by changing requirements, specifications, and priorities—is
called
28. Which of the following is a good example of a Process
Breakdown Structure?
29. Which of the following is least likely to be included
in a work package?
30. Having a strong communication plan can go a long way
toward mitigating project problems. A communication plan should address all of
the following EXCEPT
31. A selective outline of the project that ensures the
identification of all tasks and an understanding of what is to be done is
called a(n) ___________.
32. The first step in planning any project is to
___________.
33. The definition of the end result or mission of your
project, or what you expect to deliver to your customer when the project is
complete is the project ___________.
34. Significant events in a project that occur at a
specific point in time, are natural control points, and are easily recognized
by project participants are known as ___________.
35. The need for a functioning computer in countries
having different electrical systems is an example of a ________.
36. The agreement that training will be the
responsibility of the customer and not the team is an example of a project
________.
37. The last element of a project scope statement or
checklist ensures an understanding and agreement of expectations. This is known
as ____________.
38. In regard to project priorities, if a project
parameter such as the completion date or the cost of a project is fixed and
must be met it is considered ____________.
39. Taking advantage of opportunities to reduce costs or
accelerate the schedule are examples of project criteria classified as
____________.
40. In making project trade-offs, a criterion that is
allowed not to meet the original target, for example, allowing the schedule to
slip, is classified as ___________.
41. A technique that clearly establishes priorities with
customers and top management so as to create shared expectations and avoid
misunderstandings is developing a(n) ___________.
42. The result of subdividing the work of a project into
smaller and smaller work elements is called a(n) __________.
43. The most detailed element in the hierarchical
breakdown of the project work to be accomplished is known as the __________.
44. The intersection of work packages and the
organizational unit creates a project control point called a(n) ___________.
45. When specific work packages are assigned to a
particular group or person within the organization, the result is called a(n)
___________.
46. The final step in defining a project is __________
the WBS for the information system.
47. The WBS is best suited for design and construction
projects that have tangible outcomes. When the final outcome of the project is
less tangible or it is result of a series of steps or phases, some project
managers choose to utilize a(n) ___________.
48. Once the __________ has been established, it is the
basis for making trade-off decisions later in
the project.
Priorities
49. The type of information that will need to be
collected during a project and who will receive this information can be found
in the project __________ plan.
50. One tool that is used by project managers of small
projects to summarize the tasks to be accomplished and who is responsible for
what on a project is called a(n) __________.
51. A document that is issued by upper management and
provides the project manager with written authority to use organizational
resources for project activities is called a(n) __________.
52. Scope creep can be reduced by carefully writing a(n)
__________ statement.
53. One of the primary jobs of a project manager is to
manage the trade-offs among time, cost, and performance. To do so, the project
manager must define and understand the ___________ of the project.
54. The gradual expansion of project requirements,
specifications and priorities during the execution of project is known as
____________.
55. Scope creep occurs when your project is completed
over-budget.
56. There is a strong correlation between project success
and clear project scope definition.
57. Project scope describes what you expect to deliver to
your customers when the project is complete.
58. One of the items included on a project scope
statement or checklist is the review with the customer.
59. An expected output over the life of a project would
be classified as a target.
60. An activity that represents a major segment of work
is a good example of a milestone.
61. The fact that a new home being built must meet local
building codes is an example of a limit and exclusion.
62. If a project criterion should be optimized if at all
possible, it is classified as being constrained. 63. If the project time should
be accepted, then the project must be completed on time.
64. During the course of a project, it is possible that
the project priorities may change.
65. Profit, time and performance are all basic
classifications of project priorities.
66. Integrating a project's work packages within the
organization's management structure is known as work breakdown structure.
67. The highest element in the hierarchical breakdown of
the WBS is the first major deliverable for the project and the lowest element
is a work package.
68. Process breakdown structures are used when the size
and the scope of the project do not warrant an elaborate WBS or OBS.
69. Responsibility matrices are used primarily with small
and medium-sized projects and have limited use in large projects.
70. A communication plan should include limits on who has
access to certain kinds of information.
71. The intersection of work packages and the
organizational unit creates a project control point called a cost account.
72. The project charter provides the project manager with
written authority to use organizational resources for project activities.
73. For large companies, the organization breakdown
structure is used rather than the work breakdown structure.
74. The hierarchical work breakdown structure provides
management with information appropriate to each level.
75. The final stage in defining a project is coding the
organization breakdown structure or OBS for the information system.
76. "Reviews with customer" only refers to
projects with external customers who are paying for the project.
77. A typical responsibility matrix will include not only
those responsible for a specific task but can also include those who supply
support and assistance.
1. The process of
forecasting or approximating the time and cost of completing project
deliverables is called
A. Budgeting.
B. Predicting.
C. Estimating.
D. Planning.
E. Guesstimating.
2. In practice,
estimating processes are frequently classified as
A. Top down/bottom
up.
B. Rough/polished.
C. Precise/order of
magnitude.
D. Draft/final.
E. Broad/Specific.
3. What is the
relationship between organizational culture and estimating?
A. There is no
relationship
B. Cultural norms
affect the accuracy of estimates
C. Culture determines
whether estimates are made
D. Estimating alters
cultural norms
E. Estimating and
culture are independent
4. A good starting
point for developing time and cost estimates is
A. Past experience.
B. Work packages.
C. Task analysis.
D. Time and motion
studies.
E. Work breakdown
structure.
5. Which of the
following is NOT one of the factors that need to be considered to improve
quality of estimates for project times and costs?
A. Planning horizon
B. People
C. Padding estimates
D. Profit
E. Project structure
6. Ed is looking over
the actual results of projects and comparing them to what was estimated. He
notices that the projects that took six months or longer to complete were
noticeably more off the estimates. Which of the following factors is he
recognizing?
A. Padding estimates
B. Project duration
C. Project structure
D. People
E. Organization
culture
7. Janet is
forecasting how much money her department needs to support a new project. She
estimates that two people and $25,000 in expenses will cover her needs. Because
management typically insists on reducing forecasts by 20 percent, she increases
her estimates to allow for that reduction. Which of the following factors is
illustrated in this situation?
A. Padding estimates
B. Planning horizon
C. Project structure
D. People
E. Organization
culture
8. Which of the
following is a good condition for top-down estimating?
A. Cost and time
important
B. Fixed price
contract
C. Customer wants
details
D. Internal, small
project
E. Large scale
project involving several subcontractors
9. Which of the
following is a good condition for bottom-up estimating?
A. When the project
involves strategic decision making
B. When the project
is internal and small
C. When there is a
fixed price contract
D. When there is high
uncertainty involved in the project
E. When there is an
unstable scope
10. Richard is
collecting estimates for a house that he will have the funding to build in 12
months. Which of the following factors does Richard need to consider in regard
to the quality of these estimates?
A. Padding estimates
B. Planning horizon
C. Project structure
D. People
E. Project duration
11. Which of the
following does NOT help describe a bottom-up estimating approach?
A. They are made by
someone who uses experience and/or information from someone else to
determine overall
project cost and duration
B. They establish
low-cost, efficient methods for completing activities
C. They typically
comes from the people actually doing the work and who are most knowledgeable
about the task at
hand
D. Estimates are made
at the work package level and then "rolled up" to determine estimates
for
major deliverables
and for the project itself
E. They can take
place after the project has been planned in detail
12. Which of the following
methods is NOT considered a top-down approach to estimating project time and
cost?
A. Ratio
B. Template
C. Apportion
D. Function point
E. Learning curve
13. Jose is
forecasting project time and cost for constructing a new building by
multiplying the total square footage by a given dollar amount. Which of the
following methods is he using?
A. Ratio
B. Template
C. Apportion
D. Function point
E. Learning curve
14. Sean is
forecasting the time and cost of developing a customized software program by looking
at the number of inputs, outputs, inquiries, files, and interfaces. Which of
the following methods is he using?
A. Ratio
B. Template
C. Apportion
D. Function point
E. Learning curve
15. Laura is
forecasting the time and cost of developing an intranet for a new customer. Her
department has completed six such intranets for customers during the last two
years. Although the proposed system is about the same size as the others, she
estimates that it will take about 10 percent less time and money. Which of the
following methods is she using?
A. Ratio
B. Template
C. Apportion
D. Function point
E. Learning curve
16. Learning curves
are more likely to be applied in situations where most of the costs are
A. Materials.
B. Labor.
C. Overhead.
D. Evenly spread over
materials, labor, and overhead.
E. Labor and
materials.
17. Which of the
following describes the consensus method?
A. Should be used
only for projects that require the same task, group of tasks, or product to be
repeated several
times
B. Uses several people
with relevant experience regarding the task at hand to make time and cost
estimates
C. Uses pooled
experience of senior and/or middle managers to estimate the total project
duration
and cost
D. Uses the number of
square feet to estimate the total cost and time of the project
E. Uses weighted
macro variables or major parameters such as the number of inputs or outputs to
estimate the total
cost and time of the project
18. Which of the
following is NOT one of the bottom-up approaches to estimating project time and
cost?
A. Parametric
procedures applied to specific tasks
B. Estimates for the
WBS work packages
C. Learning curve
D. Template method
E. Range estimates
19. Which of the
following would be the best method for projects where the final product is not
known and the uncertainty is very large?
A. Function point
B. Template
C. Learning curve
D. Phase estimating
E. Apportion
20. Rob is
responsible for estimating a work package that has a significant amount of
uncertainty associated with the time and cost to complete. Due to the
uncertainty involved he will be making a low, an average and a high estimate.
Rob is using which estimating approach?
A. Parametric
procedures applied to specific tasks
B. Template method
C. Apportion method
D. Range estimating
E. Learning curve
21. Which of the
following is NOT true in regard to the level of detail estimates should
contain?
A. It will vary with
the complexity of the project
B. Detailed estimates
are crucial to project success; therefore, an effort should be made to make
estimates as detailed
as possible for all projects
C. The more detailed
the estimate is the more the estimate will cost to create
D. Inadequate detail
might lead to estimates that fall short of their intended purpose
E. Excessive detail
means unproductive paperwork and unnecessary expenditures
22. The salary of the
project manager would be an example of what type of cost found in a project?
A. Labor
B. Direct
C. Direct project
overhead
D. General and
administrative overhead
E. Salary
23. Typical kinds of
costs found in a project include all of the following EXCEPT
A. Direct costs.
B. Project overhead
costs.
C. General and
administrative overhead costs.
D. Labor.
E. All of these are
examples of costs found in a project.
24. Accounting would
be an example of which of the following costs typically found in a project?
A. Labor
B. Direct
C. Direct project
overhead
D. General and
administrative overhead
E. Salary
25. Which of the
following would best represent direct project costs?
A. Only labor
B. Only materials
C. Only equipment
D. Both labor and
materials
E. Labor, materials
and equipment
26. Which of the
following is NOT one of the recommended guidelines for developing useful work
package estimates?
A. Estimates should
be made by those responsible for the work
B. Use several people
to estimate the same work
C. Estimates should
be based on normal conditions
D. Estimates should
include a normal level of contingency
E. Estimates should
be independent of other projects
27. Companies are
using which of the following for improving the estimating process for future
projects?
A. Adjusting
estimates based on individual forecasting abilities
B. Benchmarking and
using the experience of other companies
C. Using time and
motion studies
D. Creating
historical databases of previous projects
E. Establishing an
estimating training course for all employees
28. Reasons why
estimating time and cost are important include all of the following EXCEPT
A. To schedule work.
B. To determine how
long the project should take and cost.
C. To develop cash
flow needs.
D. To determine how
well the project is progressing.
E. To help establish
a project selection process.
29. The bottom-up
approach for estimating times and costs that uses costs from past projects that
were similar to the current project is known as
A. Detailed WBS work
package estimates.
B. Template method.
C. Function point
method.
D. Time-phased cost
estimates.
E. Phase estimating.
30. Which of the
following top-down methods is used when projects closely follow past projects
in regard to features and costs of those features, and result in costs being
assigned by percentages to major segments of the project?
A. Apportion
B. Function point
C. Phase estimating
D. Learning curve
E. Consensus
31. Refining
estimates may be necessary for a number of reasons. For example, resource
shortages, in the form of people, equipment, or materials, can extend original
estimates. This is a good example of
A. Hidden interaction
costs.
B. Things going wrong
on a project.
C. Normal conditions
not applying.
D. Changes in project
scope.
E. The customer not
being clear about their expectations.
32. Refining
estimates may be necessary for a number of reasons. For example, people working
on prototype development needing time to interact with the design engineers
after the design is completed is a good example of
A. Hidden interaction
costs.
B. Things going wrong
on a project.
C. Normal conditions
not applying.
D. Changes in project
scope.
E. The customer not
being clear about their expectations.
33. Refining
estimates may be necessary for a number of reasons. For example, a manager
getting further into a project and obtaining a better understanding of what
needs to be done to accomplish a project and meet the needs of the customer is
an example of
A. Hidden interaction
costs.
B. Things going wrong
on a project.
C. Normal conditions
not applying.
D. Changes in project
scope.
E. There is never a
good reason to refine estimates.
34. Refining
estimates may be necessary for a number of reasons. For example, design flaws
being revealed after the fact, extreme weather conditions, and accidents
occurring are good examples of
A. Hidden interaction
costs.
B. Things going wrong
on a project.
C. Normal conditions
not applying.
D. Changes in project
scope.
E. None of these are
correct.
35. When work package estimates are made by individuals
most knowledgeable about the work being performed and these estimates are then
"rolled up" to find estimated costs for major deliverables and the
project itself, estimating is being used.
36. When someone uses experience and/or information from
others to determine the project duration and total cost, estimating is being
used.
37. The estimating factor that considers the decreasing
accuracy of estimates as one forecasts activities that are further into the
future is known as .
38. The estimating factor that considers the skill level
of participants doing the estimating is known as the factor.
39. The estimating factor that considers the tendency to
overestimate project time and cost in order to improve the likelihood of
meeting the estimates is known as the factor.
40. The estimating factor that considers the prevailing
belief in some firms that detailed estimating takes too much time and is not
worth the effort is an example of the factor.
41. The preferred method for situations involving
strategic decision making, projects with a high degree of uncertainty, and
projects with an unstable scope is the approach to estimating project time and
costs.
42. The preferred method for situations where the cost
and time estimates are important, in a fixed contract situation, and when the
customer wants a lot of detail is the approach to estimating project time and
costs.
43. The information necessary to conduct a bottom-up
estimate of project time and costs starts with the .
44. Jose is forecasting project time and cost for
constructing a new building by multiplying the total square footage by a given
dollar amount. He is using the method of top-down estimating.
_
45. Rose is working on estimates for a project that is
very similar to a previous project, in that it has many of the same features
and those features have similar costs. Each feature or deliverable will
represent the same percentage of the total cost as it did for the previous project.
Rose is using the method of top-down estimating.
46. The top-down method for estimating project time and
cost that uses weighted variables based on major parameters and is frequently
used in the development of software is known as the method.
47. The top-down method of estimating project time and
costs that is useful for projects requiring the same task, group of tasks, or
product repeated several times, especially if it is labor intensive, is the .
48. The bottom-up method of estimating where work package
time and costs for past projects are used as a starting point for a new project
and adjustments are made based on differences in the new project is known as
the method.
49. The top-down method of estimating when the pooled
experience of senior and/or middle managers are used to estimate the total
project duration and cost is the method.
50. The approach to estimating project time and cost that
begins with an overall estimate for the project and then refines estimates for
various stages of the project as it is implemented is known as .
51. The estimating approach that is best to use on
projects where there is an unusual amount of uncertainty surrounding the
project and when it is impractical to estimate times and costs for the entire
project is known as .
52. A way to improve estimates on future projects is to
collect and archive data on past project estimates and actuals. Creating a for
estimating is a way to achieve this goal.
53. Project costs such as labor and materials are
typically classified as costs.
54. The salary of the project manager and temporary
rental space for the project team would be classified as costs.
55. Estimates should be made based on conditions,
efficient methods, and a normal level of resources.
56. Costs that are associated with time devoted to the
coordination in meetings and briefings as well as time necessary to resolve
disconnects between tasks are known as costs.
57. Costs that are not directly related to a specific
project, such as advertising, accounting, and senior management's salary, are
classified as costs.
58. Project estimates should be broken down into as much
detail, and with as much accuracy, as possible.
59. Cost, time, and budget estimates are the lifeline for
control; they serve as the standard for comparison of the actual and the
planned throughout the life of the project.
6 0 . Past experience is almost always used primarily in
the initial phases of estimating.
61. After averaging out the underestimates and
overestimates, a long-duration project is more likely to be on target than a
short-term, small project.
62. The process of forecasting or approximating the time
and cost of completing project deliverables is called planning.
63. The project management structure chosen to manage the
project will have little impact on the quality of estimates.
64. As long as everyone in a project adds a little
padding to reduce risk, the project duration and cost estimates will be more
accurate.
65. Organization culture can significantly influence
project time and cost estimates.
66. If a project is internal to the company and
relatively small, the bottom-up approach to estimating time and costs for the
project is the best choice.
67. If time and costs are important to a project the
top-down approach to estimating time and costs for the project is the best
choice.
68. The ideal approach to estimating project time and
costs is to use both the top-down and the bottom-up approach.
69. Estimates that are typically based on estimates of
elements found in the work breakdown structure are called bottom-up estimates.
70. Top-down estimates usually are derived from someone
who uses experience and/or information to determine the project duration and
total cost.
71. Estimating the total cost of a house by multiplying
the total square feet by cost per square foot is an example of the apportion
method of estimating costs.
72. Estimating the total cost of a project by multiplying
each major function by a complexity factor is an example of the apportion
method of estimating costs.
73. Phase estimating is used when a project cannot be
rigorously defined because of the uncertainty of design or the final product.
74. All task time estimates need consistent time units.
75. One guideline to follow when estimating time, cost
and resources is to use several people to make the estimate for a task.
76. The consensus method of estimating costs is a
bottom-up technique.
77. The salary of the project manager and her
administrative assistant is classified as direct labor costs.
78. General and administrative costs are usually
allocated as a percent of the total of a direct cost which includes labor,
materials, or equipment.
79. Work package estimates should include allowances for
contingencies.
80. Estimates are supposed to be based on normal
conditions. While this is a good starting point, it rarely holds true in real
life.
Information to develop a project network
is collected from the
Which of the following represents an
activity on an activity-on-node (AON) project network
Arrows on an activity-on-node (AON) project
network represent
When translated into a project network, a
work package will become
Which of the following is provided by both
the project network and the work breakdown structure
On a project network, the activity times
are derived from the
Which of the following does NOT help
describe a project network
An activity that has more than one
dependency arrow flowing into it is termed a(n)
The critical path in a project network is
the
A(n) _________ activity has more than one
dependency arrow flowing from it
Which of the following can be used without
coordinating with managers of succeeding activities
Activities which can take place at the
same time are termed
A sequence of connected, dependent
activities is termed a(n)
Bill is building a project network that
involves testing a prototype. He must design the prototype (activity 1), build
the prototype (activity 2), and test the prototype (activity 3). Activity 1 is
the predecessor for activity 2 and activity 2 is the predecessor for activity
3. If the prototype fails testing, Bill must redesign the prototype; therefore,
activity 3 is a predecessor for activity 1. This is an example of
Which of the following is NOT one of the
basic rules to follow when developing project networks
___ activities must be completed
immediately before a particular activity
___ activities are to be completed
immediately following a particular activity
The forward pass in project network
calculations determines all of the following EXCEPT
The backward pass in project network calculations
determines all of the following EXCEPT
Which of the following correctly
calculates the early finish for an activity
Which of the following correctly
calculates the late start for an activity
The amount of time an activity can be
delayed and yet not delay the project is termed
Which of the following will correctly
calculate the total slack in an activity
The likelihood the original critical
path(s) will change once the project is initiated is referred to as
Which of the following is true about
hammock activities
If, for some reason, the project must be
expedited to meet an earlier date, which of the following actions would the
project manager take first
The assumption that all immediate
preceding activities must be 100% complete is too restrictive in some
situations. When an activity is broken down into smaller segments in order to
start the succeeding activity sooner, this is called
If a project has more than one activity
that can begin when the project is to start, a common start node should be used
to indicate a clear project beginning on the network. Without a common start
node, each path is a
Tom is responsible for ordering hardware
for a custom home his company is building. The contractor installing the
hardware is scheduled to start in 5 working days, but the hardware is on
back-order and will not arrive for another 9 working days. Fortunately, Tom has
10 days of slack; however, he shares this slack with the hardware installer. He
will have to let the contractor know that the hardware will be ready 4 days
later than expected and that the slack for the installer has been reduced by 4
days. Tom and the installer share 10 days of
The minimum amount of time a dependent
activity must be delayed to begin or end is referred to as
The requirement for a freshly poured
foundation to cure before beginning construction is an example of which of the
following type of lag
Concurrent engineering, which has
dramatically reduced the development time for new products, relies on what kind
of lag
If testing cannot be completed any earlier
than four days after the prototype has been built, what type of lag exists
When completing a backward pass, you carry
the LS to the next preceding activity to establish the LF, unless the next
preceding activity is a burst activity, in which case you select
System documentation cannot end until
three days after testing has started. This is an example of which kind of lag
An element in the project that consumes
time is a(n)_____
The activity time estimates used to build
a project network are derived from _____
An activity that has more than one
predecessor is a ____ activity
The delaying of any activity on the ____
will delay the completion of the project by the same amount
Activities that can take place at the same
time if the manager wishes them to are called ____ activities.
A(n) ____ calculates project duration
A(n) ____ activity has more than one
successor activity
A(n) _____ calculates how late an activity
can start and finish
*In a project network, recycling through a
set of activities or ____ is not permitted
In a project network, ____ indicate
activity dependency and project flow
____ slack must be coordinated with all
participants in the activities that follow in the chain
Activities that must occur immediately
before a given activity are called ____ activities
Activities that must immediately follow a
given activity are called ____ activities
Activities that can occur while an
activity is taking place are called ____ activities
The ____ calculates the earliest times
that activities can start or finish
The ____ calculates the critical path and
determines how long an activity can be delayed without delaying the project
An activity has a duration of 10 days. Its
early start is 4 and its late start is 6. This activity has ____ days of total
slack
____ can never be negative and applies
only to the last activity in a single chain of activities
A(n) ____ is the minimum amount of time a
dependent activity must be delayed to begin or end
When an activity with a long duration is
broken into smaller segments so that the following activities can begin sooner
it is called ____
The longest path through a project network
is called the _____
______ reflects the likelihood the
original critical path(s) will change once the project is initiated.
A network has only one critical path and
the slack for noncritical activities is high. This network would appear to have
a ____ level of sensitivity
The ____ lag is the most typical type of
lag that is encountered in developing networks
A(n) _____ activity is frequently used to
identify the use of fixed resources or costs over a segment of the project
An activity can include only one work
package
A merge activity is one that merges with
other activities into a succeeding activity
The WBS identifies dependencies, the
sequencing of activities, and the timing of activities
The critical path is the shortest path
through a network and indicates activities that cannot be delayed without
delaying the project
An activity is an element of the project
that always requires time
If a network has more than one critical
path but noncritical activities have very little slack, the network is
considered to have a high level of sensitivity
The backward pass determines project
duration
An activity cannot begin until ALL
preceding connected activities have been completed
In developing a project network, neither
looping nor conditional statements are permitted
Experience suggests that when there are
multiple starts, a common start node should be used to indicate a clear project
beginning on the network. Similarly, a single project end node can be used to
indicate a clear ending
Burst activities have more than one
activity immediately following them (more than one dependency arrow flowing
from them)
It is acceptable for arrows to cross one
another in a network diagram
The forward pass through a project network
determines the critical path
The backward pass through a project
network determines slack or how long an activity can be delayed without
impacting the completion date of the project
Different activities along the same path
can have different total slack
If the project has a duration of 13 days,
the project should be completed 13 days from the day it starts
It is possible for a project network to
have more than one critical path
Using free slack does not delay any
following activities and requires no coordination with managers of other
activities
Gantt charts are popular because they
represent an easy-to-understand, clear picture on a time-scaled horizon
When completing a forward pass, you carry
the early finish to the next activity where it becomes its early start unless
the next succeeding activity is a merge activity. In this case you select the
smallest early finish number of all its immediate predecessor activities
Only activities that occur at the end of a
chain of activities can have free slack
Lags can be used to constrain the start
and finish of an activity
An uncertain event or condition that, if
it occurs, has a positive or negative effect on project objectives is termed a
The chances of a risk event occurring as a
project proceeds through its life cycle tend to
The cost impact of a risk event occurring
as a project proceeds through its life cycle tends to
The attempt to recognize and manage
potential and unforeseen trouble spots that may occur when a project is
implemented is known as
Which of the following is NOT one of the
steps in the risk management process
The initial step in the risk management
process is to
One common mistake made early in the risk
identification process is to
Organizations use ____ in conjunction with
work breakdown structures to help management teams identify and eventually
analyze risk
Which of the following groups should NOT
be a part of the risk identification process?
After your team has successfully
identified potential risks that could affect the project, what is the next step
A list of questions that address
traditional areas of uncertainty on a project is termed a
____ focuses on how to respond to events
that have a positive impact on a project
Tools such as a risk assessment form and a
risk severity matrix are used to
Based on the following, which event should
you be most concerned about
____ is a measure of how easy it would be
to notice that a risk event was going to occur in time to take mitigating
action, that is, how much warning you would have
Purchasing an accident insurance policy
would be an example of responding to a risk by ____ it
The risk management tool that is divided
into three color-coded zones representing major, moderate, and minor risks is
the risk
The risk assessment form contains all of
the following EXCEPT
Risks are evaluated in terms of
Adopting proven technology instead of
experimental technology in order to eliminate technical failure would be an
example of which risk response
Which of the following activities might
you consider adding a time buffer to
Which of the following is NOT included in
a Failure Mode and Effects Analysis
A fixed price contract is an example of
Which of the following is NOT one of the
potential responses to a specific risk event
A Risk Response Matrix contains all of the
following EXCEPT
A key distinction between a risk response
and a contingency plan is
The risk associated with the unlikelihood
that one of the key members will be struck by lightning would most likely be
handled by which of the following
Funds that are for identified risks that
have a low probability of occurring and that decrease as the project progresses
are called ______ reserves
Risks that can result in a system or
process that will not work are known as
Which of the following is NOT involved in
risk control
Which of the following is identified to
cover major unforeseen risks and, hence, are applied to the total project
Change management systems are designed to
accomplish all of the following EXCEPT
An uncertain event or condition that, if
it occurs, has a positive or negative effect on project objectives is known as
a ____
The likelihood of a risk event occurring
____ as a project goes through its life cycle
The first step in the risk management
process is ____
The significance of a risk is assessed in
terms of the ____ and the impact of the event
A list of questions that address
traditional areas of uncertainty on a project is known as a
The measurement of how easy it would be to
detect that the event was going to occur in time to take mitigating action is
known as
The ____ form identifies each risk event,
the likelihood of it occurring, the potential impact, when it may occur, and
the degree of difficulty in detecting it
The ____ matrix is divided into red,
yellow, and green zones representing major, moderate, and minor risks
According to the Failure Mode and Effects
Analysis (FMEA), Impact x Probability x Detection = ____
When considering risk response
development, reducing the likelihood that an event will occur and/or reducing
the impact that an adverse event would have on a project is known as ____ the
risk
When considering risk response
development, changing the plan to eliminate the risk or condition is known as
____ the risk
When considering risk response
development, passing risk to another party instead of changing it is known as
____ the risk
When considering risk response
development, assuming the risk because the chance of such an event is slim is
known as ____ the risk
Testing a new project on a smaller
isolated area prior to installing it for the entire organization is an example
of ____ a risk
Performance bonds, warranties, and
insurance are examples of ____ a risk
Choosing to move a concert indoors to
eliminate the threat of bad weather is an example of ____ a risk.
Flooding would be devastating to the
project; however, it is very unlikely. The project manager is most likely to
____ this risk
The event or point in time when a
contingency plan will be implemented is called a ____
____ reserves are identified for specific
work packages and are distributed by the project manager and the team members.
____ reserves are controlled by the
project manager and the owner of the project and are used to cover major
unforeseen risks to the entire project
A ____ is an alternative that will be used
if a possible foreseen risk event becomes a reality
____ systems involve reporting,
controlling, and recording changes to the project baseline
The probability that a risk event will
occur is higher during the initial stages of a project
Risk events that occur in the early stages
of a project will have a greater cost impact than those that occur in later
stages
Risk management is a reactive approach
that is designed to ensure that surprises are reduced and that negative
consequences associated with undesirable events are minimized
One common mistake that is made early on
in the risk identification process is to focus on consequences and not on the
events that could produce consequences
The project being delayed is an example of
a major risk that should be assessed
The first step in the risk management
process is risk assessment
A risk profile is a list of questions that
have been developed and refined from previous, similar projects
The risk identification process should be
limited to just the core project team.
While a "can do" attitude is
essential during implementation, project managers have to encourage critical
thinking when it comes to risk identification
Responses to all identifiable risks should
be a top priority for the project manager
When considering risk value, the lower the
value, the higher the level of risk
If, during risk response development, you
successfully identify how you will respond to a risk, contingency planning is
unnecessary
Adopting proven technology instead of
experimental technology is an example of mitigating a risk
A risk is an uncertain event that, if it
occurs, can have a positive or negative effect on project objectives
Performance bonds, warranties, and guarantees
are financial instruments used to share risk.
Fixed-price contracts are an example of
transferring risk from an owner to a contractor
When developing a response to a risk by
scheduling outdoor work in the summer, investing in up-front safety training,
or choosing high-quality materials, these are examples of retaining a risk
Budget reserves are set up to cover
identified risks associated with specific segments of a project while
management reserves are set up to cover unidentified risks associated with the
total project
Change management systems involve
reporting, controlling, and recording changes to the project baseline
Enhancing a risk is a tactic that seeks to
eliminate the uncertainty associated with an opportunity to ensure that it
definitely happens
Contingency funding is made up of budget
reserves and management reserves
Resources are adequate, but demand varies
widely over the life of the project. Delaying noncritical activities to lower
peak demand on resources is known as resource
If resources are not adequate to meet peak
demands, the resulting reschedule is termed
Which of the following is NOT a potential
consequence of failing to identify limited resources before project
implementation
When developing a new software package,
logically, the software must be designed before the code is written, and the
code must be written before it is tested. These activities are dependent on
each other by ______ constraints
When considering the sequence and timing
of activities, which of the following is NOT one of the types of project
network constraints
Sam, the project engineer, has been
scheduled to run the product system test at the same time he is to build a
marketing prototype. This is an example of what type of resource constraint
Susan is to conduct environmental testing
but the chamber cannot hold all the equipment that she wants to test. This is
an example of a constraint that could impact the sequence and timing of
activities in a project network. What type of constraint is it
All of the following are types of resource
constraints EXCEPT
Gene is trying to order the concrete
needed to continue his project. However, the supplier will not be able to
deliver it until next week. This is an example of what kind of resource
constraint
A special truck that George needs on his
project has been scheduled on another project. This is an example of what type
of resource constraint?
Most of the scheduling methods available
today require the project manager to classify the project as either _____
constrained or ______ constrained
Regina's boss has told her that her
project is very important. If the critical path is delayed, she will be given
whatever she needs to get it back on schedule. Her project is classified as
______ constrained
In reviewing the status of her project
with top management, Shirley was told that there are only two programmers that
she can use for her project. Her project is classified as _______ constrained
All resource leveling techniques involve
Technical constraints have been carefully
considered when developing a project network. Which of the following is true at
this point
Rachel is working on a project that
technically allows three activities to be done at the same time. If they were
to be implemented at the same time, she would need 5 contractors in order for
the activities to be completed on time. There are only 3 available for her to
use. This is an example of what type of constraint
Resource leveling or smoothing can have
all the following results on a project EXCEPT
Jan is trying to reallocate resources in a
time-constrained project to create smoother resource utilization. She should
first identify activities with the
In a resource-constrained project, which
of the following is most likely to be changed
In a resource-constrained project, the
first priority in assigning resources is usually given to activities with the
In a resource-constrained project the
second priority in assigning resources is usually given to activities with the
Tony has realized that two activities in
his project cannot be done at the same time because not enough resources are
available. Activity 3 is critical and has a duration of 5 days. Activity 4 has
2 days of slack and a duration of 2 days. How will he decide which activity
should be scheduled first
Splitting an activity can result in all of
the following EXCEPT
All of the following are benefits of
scheduling resources before project implementation EXCEPT
These are all guidelines a project manager
should consider when assigning project work EXCEPT
When a company will reduce the number of
projects they have to manage internally to only core projects and send
noncritical projects to contractors and consulting firms this is called
Which of the following is NOT one of the
more common problems associated with scheduling multiproject resources
In a resource-constrained project the
third priority in assigning resources is usually given to activities with the
Why is it necessary to have a time-phased
budget baseline
Project budgets are developed by
time-phasing which of the following
A project budget report is showing our
project as spending $35,000 against a budgeted amount of $40,000. Which of the
following is true
Delaying noncritical activities to lower
peak demand and, thus, increase resource utilization is called resource ____
A(n) ________ constraint addresses the
sequence in which project activities must occur even after considering resource
constraints
Having one person responsible for
performing several activities, all due at the same time, is an example of a(n)
_____ constraint
Trying to renovate a ship compartment that
is too small for more than one person is an example of a(n) _____ resource
constraint
A shortage of programmers to write
software is an example of a(n) _____ type of resource constraint
The shortage of computer chips to produce
a circuit board is an example of a(n) ______ type of resource constraint
If three copiers are needed to produce a
final report on time and only two are available, the project is facing a(n)
________ type of resource constraint
Resource dependency takes priority over
the technological dependency but does not violate _____ dependencies
In order that the new product is on the
shelf for the Christmas buying season, the development of the new product would
be classified as a(n) ________ -constrained project
Beth has two engineers assigned to her
project and does not have access to more even if the result means extending the
completion date on her project. She is managing a(n) ________ -constrained
project
All leveling techniques delay noncritical
activities by using ________ to reduce peak demand
When scheduling activities in a
resource-constrained project, typically the activity scheduled first has the
______ amount of slack
Since resource leveling or smoothing
delays noncritical activities, a common result is an increase in network _____
When the work in an activity is
interrupted to work on another activity and is then resumed at a later point in
time, it is called ____
In scheduling resource-constrained
projects, _____ are typically used rather than optimum mathematical solutions
When classifying projects, ________
constrained means that project duration is fixed and resources are flexible
When classifying projects, ________
constrained means that a specific resource is fixed and the duration of the
project is flexible
Start-up and shutdown costs are major
considerations when using the ______ scheduling technique
After resource leveling or smoothing one
goal is that the amount of resources needed over the life of the project will
be
Many companies are ______ project work to
contractors and consultants as a means of dealing with the peaks and valleys of
resource allocation among projects
When a project is classified as
resource-constrained and a resource constraint exists, the project duration is
typically ____
In reality resource allocation generally
occurs in a(n) ______ environment where the demands of one project have to be
reconciled with the needs of other projects
Without a ____ budget a good project
schedule and cost control are impossible
A project cost baseline is also called
____
The fact that you must pour foundation
before you frame the house and that you have to frame the house before you can
put on the roof demonstrates scheduling constraints
Too many parallel activities for one
individual is an example of a resource constraint
The level of resources each activity will
need to be completed in the given amount of time has been estimated; therefore,
there are no resource constraints
Resource leveling or smoothing is only
used on projects which are resource constrained
Resource bottlenecks are one of the three
more common problems encountered in managing multiproject resource schedules
The inability to fit more than two earth
movers on a construction site at the same time when more are needed to complete
the activity on time is an example of a physical constraint
In a resource-constrained project, the
completion date is most likely to change.
Having too few programmers and too many
engineers is an example of a people resource constraint
If a project needs one earth mover six
months from now in order to complete one activity, and the organization has
four such machines, there is no equipment resource constraint
A lack of readily available engineers is a
technical constraint
Resource dependency takes priority over
technological dependency but it does not violate it
To determine if a project is
time-constrained or resource-constrained you would consult the project priority
matrix
Sequential activities hold just as much
potential for resource conflicts as parallel activities.
All leveling techniques delay noncritical
activities by using positive slack to smooth out the resource requirements
Since resource leveling or smoothing
delays noncritical activities, a common result is a decrease in network
sensitivity
Scheduling projects classified as
resource-constrained focuses on completing the project as soon as possible
under the given resource constraints
When resource constraints are added to
technical constraints the original project network may change as well as the
completion date
When scheduling activities in a
resource-constrained project typically the activity scheduled first has the
most amount of slack
A project budget report is showing our
project as spending $35,000 against a budgeted amount of $40,000. We can assume
that everything is going as planned and that we are under budget
Splitting is a scheduling technique used
to get a better schedule or better resource utilization and should be used
without hesitation
Without a time-phased budget a good
project schedule and cost control are impossible
If resources are truly limited and
activity time estimates are accurate, the resource-constrained schedule will
materialize as the project is implemented, not the time-constrained schedule
Project managers should always assign the
best people to the most difficult tasks
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