BUS 395 CH 6 T/F

T/F - A Tracking Gantt chart is based on the percentage of work completed for project tasks or the actual start and finish dates

True

T/F - To define activities, the project team should start with reviewing the schedule management plan, scope baseline, enterprise environmental factors, and organizational processes.

True

T/F - A backward pass through the network diagram determines the early start and early finish dates for each activity.

False - A backward pass through the network diagram determines the late start and late finish dates for each activity. In contrast, a forward pass determines the early start and early finish dates for each activity.

T/F - A merge occurs when one node precedes multiple nodes.

False - A merge occurs when two or more nodes precede a single node. On the other hand, bursts occur when two or more activities follow a single node.

T/F - Milestones are easy to achieve and are always achieved through one main activity.

False - A milestone on a project is a significant event that normally has 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.

T/F - Critical chain scheduling assumes that resources multitask and maximizes multitasking.

False - Critical chain scheduling is a method that considers limited resources when creating a project schedule and includes buffers to protect the project completion date. It assumes that resources do not multitask or at least minimize multitasking.

T/F - In project schedule management, the next step after sequencing activities is to define these activities.

False - Estimating activity durations involves estimating how many resources— people, equipment, and materials—a project team should use to perform project activities. In project time management, this process follows after sequencing activities

T/F - In project schedule management, the primary output of defining activities is a schedule management plan.

False- In project schedule management, the main output of defining activities are an activity list, activity attributes, a milestone list, and project management plan updates.

T/F - A dependency pertains to the sequencing of project activities or tasks.

True

T/F - The arrows in a network diagram represent missed milestones in a project.

False - A network diagram is a schematic display of the logical relationships among project activities and their sequencing. The arrows in a network diagram represent the activity sequencing or relationships between tasks.

T/F - A drawback of the project management software is that it does not have the capacity to calculate the critical path(s) for a project

False - A project management software can be used to draw network diagrams, determine the critical path for a project, create Gantt charts, and report, view, and filter specific project time management information

T/F - After defining project activities, the next step in project schedule management is developing the schedule.

False - After defining project activities, the next step in project time management is sequencing them or determining their dependencies.

T/F - In a critical path analysis, the shortest path is what drives the completion date for the project.

False - In a critical path analysis, several tasks are done in parallel on projects, and most projects have multiple paths through a network diagram. The longest path or the path that contains the critical tasks is what drives the completion date for the project.

T/F - Start-to-finish relationships are the most frequently used dependencies between activities.

False - One of the four types of dependencies or relationships between activities is the start-to-finish dependency. This is a relationship in which the "from" activity must start before the "to" activity can be finished. This type of relationship is rarely used, but it is appropriate in some cases.

T/F - One of PERT's main disadvantages is that it does not address the risk associated with duration estimates.

False - PERT's main disadvantages are that it involves more work than CPM because it requires several duration estimates, and there are better probabilistic methods for assessing schedule risk

T/F - Knowing the amount of float allows project managers to know whether a project schedule is flexible.

True

T/F - Network diagrams are the preferred technique for showing activity sequencing.

True

T/F - Project schedules grow out of basic documents such as the project charter.

True

T/F - The critical path on a project can change as the project progresses.

True

T/F - The technique of fast tracking can result in lengthening the project schedule.

True

T/F - In a Gantt chart, thick black bars represent milestones achieved in a project.

False - Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in calendar form. In a Gantt chart, a black diamond symbol represents a milestone.

T/F - The final process in project schedule management is developing the schedule.

False - The final process in project time management is controlling the schedule, Like scope control, schedule control is a portion of the integrated change control process under project integration management

T/F - The main disadvantage of crashing is that it lengthens the time needed to finish a project.

False - The main advantage of crashing is that it shortens the time needed to finish a project. The main disadvantage is that it often increases total project costs.

T/F - A disadvantage of using Gantt charts is that they do not provide a standard format for displaying planned project schedule information.

False - The main advantage of using Gantt charts is that they provide a standard format for displaying planned and actual project schedule information.

T/F - In a network diagram, it is mandatory for every item on the WBS to be shown instead of only those activities with dependencies.

False - The network diagram represents activities that must be done to complete the project. Not every item on the WBS needs to be shown on the network diagram; only activities with dependencies need to be shown

T/F - A schedule management plan includes information which describes the format and frequency of schedule reports required for the project.

True

T/F - An activity is an element of work that has an expected duration, cost, and resource requirements.

True

T/F - It is important for the activity list and activity attributes to be in agreement with the work breakdown structure.

True

T/F - A drawback of the precedence diagramming method is that it cannot be used unless dummy activities are employed.

False - The precedence diagramming method offers a number of advantages over the AOA technique. One advantage is that using this method avoids the need to use dummy activities