Quiz 6
Activity Resource Requirements is an input to which of the following processes: A. Estimate Activity Durations B. Control Schedule C. Estimate Activity Resources D. Sequence Activities
A. Estimate Activity Durations
Schedule activity may begin 10 days before the predecessor activity finishes. This is an example of: A. Finish-to-Start B. Start-to-Finish C. Start-to-Start D. Finish-to-Finish
A. Finish-to-Start
What is the primary benefit of estimating activity resources? A. It identifies the type of resources needed to complete the activity at hand. B. It provides the amount of time an activity will take to complete. C. It determines the cost required to complete Project work. D. It determines the Project's Cost Baseline.
A. It identifies the type of resources needed to complete the activity at hand.
Using the average labor hours per installation from past projects to predict the future is an example of which of the following? A. Parametric estimating. B. Three- point estimating. C. Analogous estimating. D. Monte Carlo analysis.
A. Parametric estimating.
AON (Activity On Node)refers to: A. Precedence Diagramming Method [PDM] B. Arrow Diagramming Method [ADM] C. Fragment Network D. Mandatory Dependencies
A. Precedence Diagramming Method [PDM]
A Project manager for a large residential Builder has a Project that was budgeted for $130,000.00 over a six week period. According to his schedule, the Project should have cost $60,000.00 to date. However, it has cost $90,000.00 to date. The Project is also behind schedule, because the original estimates were not accurate. Who has the PRIMARY responsibility to solve this problem? A. Project Manager. B. Senior Management. C. Project Sponsor. D. Manager of the Project Management Office.
A. Project Manager.
A Schedule management Plan includes which of the following: A. Rules of performance measurement & control thresholds. B. Process to control how change requests will be processed. C. Procedures for project cost reporting. D. A staffing management plan.
A. Rules of performance measurement & control thresholds. NOT SURE
You are in the midst of doing reserve analysis for your project. Your contingency reserves: A. Are typically withheld for management control purposes. B. Are associated with the "known-unknowns" for your project. C. Are associated with the "unknown-unknowns" for your project. D. Are not included in the schedule baseline.
B. Are associated with the "known-unknowns" for your project.
Which of the following is the BEST Project Management tool to use to determine the longest time the Project will take? A. Work Breakdown Structure. B. Network Diagram. C. Bar Chart. D. Project Charter.
B. Network Diagram.
Your Project Sponsor has asked you to shave a week from your Project schedule. There are no additional budget dollars to apply, so you decide to fast-track. This means you will likely: A. Apply overtime. B. Overlap or parallel activities normally done in sequence. C. Accelerate non-critical path activities. D. Reduce scope.
B. Overlap or parallel activities normally done in sequence.
A fellow Project Manager has asked why you look so overwhelmed. You tell him that you are working on a very complex Project with many types and numbers of resources. He suggests that you use an RBS to hierarchically categorize your resources. In this context, an RBS is a: A. Risk Breakdown Structure. B. Resource Breakdown Structure. C. Resource Break-Fix. D. Responsibility Breakdown Structure.
B. Resource Breakdown Structure.
In PDM (Precedence Diagramming Method), which of the following relationships is rarely used: A. Finish-to-Start B. Start-to-Finish C. Start-to-Start D. Finish-to-Finish
B. Start-to-Finish
Your Project management plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the BEST thing to do? A. Fast Track the Project. B. Level the Resources. C. Crash the Project. D. Perform Monte Carlo analysis. E. Take the fun bus to Wendover for the weekend!
C. Crash the Project.
Identifying and documenting the specific activities that must be performed to produce work packages is called: A. Define Scope. B. Decomposition. C. Define Activities. D. Sequence Activities.
C. Define Activities NOT SURE
The most common type of dependency relationship found in the Precedence Diagramming Method (PDM), which requires completion of the predecessor before a successor can begin, is called: A. Finish-To-Finish. B. Start-To-Finish. C. Finish-To-Start. D. Start-To-Start.
C. Finish-To-Start.
What is the duration of a milestone? A. It is shorter than the duration of the longest activity. B. It is shorter than the activity that it represents. C. It has no duration. D. It is the same length as the activity it represents.
C. It has no duration.
You are talking to the Contractor building your new home, who was very excited to find out that you are a Project manager. You have asked him why there has been no noticeable activity on the site over the last week. He just informed you that a week ago, the foundation slab was poured, and that it must cure for ten days before framing activity can begin. This predecessor-successor relationship attribute is known as: A. Lead. B. Mandatory. C. Lag. D. Fixed.
C. Lag.
You are working on a Project that is projected to take 12 months to complete. The first three months of activity are very well defined at this point, but the rest of the work schedule looks very hazy to you. What activity definition technique might you use to your advantage in this situation? A. Joint Application Design. B. Progressive Elaboration. C. Rolling Wave Planning. D. Decomposition.
C. Rolling Wave Planning.
A schedule activity may begin 10 days before the predecessor activity finishes. This is an example of: A. ADM B. PDM C. A dependency with Lag. D. A dependency with Lead.
D. A dependency with Lead.
Management Reserves are: A. Set aside for "unknown unknowns". B. Not included in the schedule baseline. C. Part of the overall project duration requirements. D. All of the above.
D. All of the above.
