chapter 6

A(n) _____ Gantt chart compares planned and actual project schedule information. --Ch. 6

Tracking

In an AOA network diagram, _____ occur when two or more activities follow a single node. --Ch. 6

bursts

AOA network diagrams use only _____ dependencies. --Ch. 6

finish-to-start

A(n) _____ determines the early start and early finish dates for each activity in a project. --Ch. 6

forward pass

One of the first reality checks on scheduling that a project manager should make is to review the _____. --Ch. 6

draft schedule

A(n) _____ for a project is the series of activities that determine the earliest time by which the project can be completed. --Ch. 6

critical path

After working with key stakeholders to define activities and calculate their resources, the next process in project time management is to: --Ch. 6

estimate the duration of activities.

Critical chain scheduling protects tasks on the critical chain from being delayed by using _____, which consist of additional time added before tasks on the critical chain that are preceded by non-critical-path tasks. --Ch. 6

feeding buffers

In a(n) _____ relationship, the "from" activity must start before the "to" activity can be finished. --Ch. 6

start-to-finish

Missing Question --Ch. 6

An activity attribute provides more schedule-related information about each activity than an activity list.

Which of the following is a silimarity between scope control and schedule control? --Ch. 6

Both are portions of the integrated change control process under project integration management.

Which of the following is a network diagramming technique used primarily to predict total project duration? --Ch. 6

Critical path analysis

Describe critical path analysis. How is the critical path calculated? --Ch. 6

Critical path analysis is a network diagramming technique used to predict total project duration. This important tool can help combat project schedule overruns. A critical path for a project is the series of activities that determine the earliest time by which the project can be completed. It is the longest path through the network diagram and has the least amount of slack or float. To find the critical path for a project, one must first develop a good network diagram, which, in turn, requires a good activity list based on the work breakdown structure. Once a network diagram is created, one must also estimate the duration of each activity to determine the critical path. Calculating the critical path involves adding the durations for all activities on each path through the network diagram. The longest path is the critical path.

In project time management, which of the following processes generate the main outputs of an activity list, activity attributes, and a milestone list? --Ch. 6

Defining activities

In project time management, which of the following processes involve analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule? --Ch. 6

Developing the schedule

_____ dependencies are sometimes referred to as soft logic and should be used with care because they may limit later scheduling options. --Ch. 6

Discretionary

_____ have no duration and no resources but are occasionally needed on AOA network diagrams to show logical relationships between activities. --Ch. 6

Dummy activities

_____ is the number of workdays or work hours required to complete a task. --Ch. 6

Effort

In project time management, which of the following processes involve calculating the number of work periods that are needed to complete individual activities? --Ch. 6

Estimating activity durations

Which of the following dependencies involve relationships between project and non-project activities? --Ch. 6

External

Which of the following techniques involve doing activities in parallel that one would normally do in sequence? --Ch. 6

Fast tracking

_____ provide(s) a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format. --Ch. 6

Gantt charts

Which of the following is true of a finish-to-finish dependency? --Ch. 6

It is a dependency in which the "from" activity must be finished before the "to" activity can be finished.

Which of the following is an output of schedule control? --Ch. 6

Lessons-learned reports

Which of the following types of dependencies are inherent in the nature of work being performed on a project? --Ch. 6

Mandatory

_____ occurs when a resource works on more than one task at a time. --Ch. 6

Multitasking

A network diagramming technique in which boxes represent activities is known as a(n) _____. --Ch. 6

PDM

Missing Question --Ch. 6

PERT uses different duration estimates whereas CPM uses one specific duration estimate.

_____ states that work expands to fill the time allowed. --Ch. 6

Parkinson's Law

Missin--Ch. 6

Project charter

Which of the following is one of the main outputs of estimating activity resources process? --Ch. 6

Project documents update

Which of the following is a relationship in which the "from" activity cannot start until the "to" activity is started? --Ch. 6

Start-to-start

What is the Theory of Constraints? Describe critical chain scheduling, an application of the Theory of Constraints. --Ch. 6

The Theory of Constraints (TOC) is a management philosophy developed by Eliyahu M. Goldratt and is based on the metaphor of a chain and its weakest link: Any complex system at any point in time often has only one aspect or constraint that limits the ability to achieve more of the system's goal. For the system to attain any significant improvements, that constraint must be identified, and the whole system must be managed with it in mind. Critical chain scheduling is a method that considers limited resources when creating a project schedule and includes buffers to protect the project completion date. An important concept in critical chain scheduling is the availability of scarce resources. For instance, if a particular piece of equipment is needed full time to complete each of two tasks that were originally planned to occur simultaneously, critical chain scheduling acknowledges that one must either delay one of those tasks until the equipment is available or find another piece of equipment in order to meet the schedule. Other important concepts related to critical chain scheduling include multitasking and time buffers.

In the activity defining process, the project team should review the _____ and activity attributes with project stakeholders before moving on to the next step in project time management. --Ch. 6

activity list

The _____ is a tabulation of activities to be included on a project schedule. --Ch. 6

activity list

The activity list should include the _____, an activity identifier, and a brief description of the activity. --Ch. 6

activity name

In project time management, the process of_____ primarily involves checking and managing changes to the project schedule. --Ch. 6

controlling the schedule

The technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost is known as _____. --Ch. 6

crashing

In project time management, the main goal of _____ is to ensure that the project team has complete understanding of all the work they must do as part of the project scope so they can start scheduling the work. --Ch. 6

defining activities

In project time management, the next step after defining project activities is: --Ch. 6

determining their dependencies.

In project time management, the ultimate goal of _____ is to provide a basis for monitoring project progress for the time dimension of the project. --Ch. 6

developing a schedule

The amount of time an activity can be delayed without delaying the early start date of any immediately following activities is known as a _____. --Ch. 6

free slack

The _____ for an activity is the latest possible time an activity might begin without delaying the project finish date. --Ch. 6

late start date

The critical path is the _____ path through a network diagram, and it represents the _____ amount of slack or float. --Ch. 6

longest; shortest

A(n) _____ on a project is a significant event that normally has no duration. --Ch. 6

milestone

A(n) _____ is a schematic display of the logical relationships among project activities and their sequencing. --Ch. 6

network diagram

In a network diagram, a(n) _____ is the starting and ending point of an activity. --Ch. 6

node

The first process involved in project time management is _____ . --Ch. 6

planning schedule management

A draft schedule for a project is most likely to be found in a _____. --Ch. 6

project charter

In project time management, a(n) _____ is an output of controlling the schedule --Ch. 6

project management plan update

A hierarchical structure that identifies the project's resources by category and type is known as a(n) _____. --Ch. 6

resource breakdown structure

The main outputs of _____ include work performance measurements, organizational process assets updates, and project document updates. --Ch. 6

schedule control

Duration estimates can be provided as a discrete number, a range, or as a(n) _____. --Ch. 6

three-point estimate

In a project schedule, the variable that has the least amount of flexibility is _____. --Ch. 6

time

The ultimate goal of developing a realistic project schedule is to provide a basis for monitoring project progress for the _____ dimension of the project. --Ch. 6

time

_____ states that if something can go wrong, it will. --Ch. 6

Murphy's Law

_____ is the amount of time an activity can be delayed from its early start without delaying the planned project finish date. --Ch. 6

Total slack

A drawback of using _____ or sample files is that managers and their teams might rely heavily on them and ignore unique concerns for their particular projects. --Ch. 6

templates

In project time management, which of the following processes primarily involve identifying and documenting the relationships between project activities? --Ch. 6

Sequencing activities

A similarity between the crashing technique and the fast tracking technique is that: --Ch. 6

both can shorten the time needed to finish a project.

The _____ is based on the fact that any complex system at any point in time often has only one aspect or constraint that limits its ability to achieve more of its goal. --Ch. 6

Theory of Constraints (TOC)

Which of the following is true of dummy activities? --Ch. 6

They show logical relationships between activities.

In project time management, the process of _____ involves deciding how many people, equipment, and materials a project team should use to perform project activities. --Ch. 6

estimating activity resources

After reviewing the project management plan, project charter, enterprise environmental factors, and organizational process assets, the project team uses expert judgment, analytical techniques, and meetings to develop the _____. --Ch. 6

schedule management plan

A white diamond on a Tracking Gantt chart represents a(n) _____. --Ch. 6

slipped milestone

What are milestones? Describe. --Ch. 6

Milestones are the most important and visible events in a project and normally have no duration. It often takes several activities and a lot of work to complete a milestone, but the milestone itself is like a marker to help in identifying necessary activities. Milestones are also useful tools or setting schedule goals and monitoring progress. Not every deliverable or output created for a project is really a milestone.

_____ involves the processes required to ensure timely completion of a project. --Ch. 6

Project time management

In project procurement management, which of the following is an output of the executing process? --Ch. 6

Resource calendars

SMART criteria are guidelines suggesting that milestones should be --Ch. 6

Specific, Measurable, Assignable, Realistic, Time-framed