Ch 9
A bar graph displaying when activities are scheduled to start, when they will be finished, and where extra time is available is known as a a. PERT chart. b. work breakdown structure (WBS). c. Gantt chart. d. responsibility assignment matrix (RAM).
C
A project consists of the following activities: Activity Activity Predecessor Time (weeks) A - 5 B A 8 C A 3 D B 7 E C 6 F D,E 10 56. Using Table 9.1, the earliest finish (EF) time for activity D is a. 7 weeks. b. 13 weeks. c. 20 weeks. d. 30 weeks.
C
A project consists of the following four activities with activity times in days: Activity Predecessor Time A R 6 B A 5 C A 4 D B,C 8 Table 9.3 72. Using Table 9.3, the earliest finish (EF) time for activity C is a. 4 days. b. 6 days. c. 10 days. d. 11 days.
C
CPM/PERT The key elements of project control includes all the following except a. time management. b. cost management. c. material management. d. communication.
C
The estimated mean time for an activity with a most likely time (m) equal to 11 days, the optimistic time (a) equal to 6 days, and the pessimistic time (b) equal to 18 days is a. 9.67 days. b. 11 days. c. 11.33 days. d. 11.67 days.
C
The estimated mean time for an activity with a most likely time (m) equal to 12 weeks, an optimistic time (a) equal to 9 weeks, and a pessimistic time (b) equal to 18 weeks is a. 13.0 weeks. b. 12.75 weeks. c. 12.5 weeks. d. 9.0 weeks.
C
The longest path through a project network is referred to as the a. activity-on-node path. b. path of greatest slack. c. critical path. d. noncritical path
C
The slack time for an activity can be computed as a. latest start time (LS) - latest finish time (LF). b. earliest start time (ES) + earliest finish time (EF). c. latest start time (LS) - earliest start time (ES). d. latest finish time (LF) + earliest finish time (EF).
C
Using Table 9.1, the amount of slack associated with activity C is a. 0 weeks. b. 3 weeks. c. 6 weeks. d. cannot be calculated
C
Using Table 9.2, the critical path for the project consists of activities a. A-B-C-D-E. b. A-B-C-E. c. A-B-D-E. d. A-B-C-D.
C
Using Table 9.2, the expected time to complete the project is a. 34.17 weeks. b. 33.23 weeks. c. 31.00 weeks. d. 21.67 weeks.
C
Using Table 9.2, the probability that the project could be completed in 34 weeks or less is approximately a. 0.86. b. 0.89. c. 0.91. d. 0.96.
C
Using Table 9.3, the critical path for this project is a. A-B-C. b. A-C-D. c. A-B-D. d. A-B-C-D.
C
Which of the following is not used to calculate probabilistic time estimates? a) optimistic b) most likely c) least likely d) pessimistic
C
A standard procedure for numerically measuring a project's progress is referred to as a(n) a. program evaluation and review technique (PERT). b. critical path method (CPM). c. Gantt chart. d. earned value analysis.
D
The estimated variance for an activity with a most likely time (m) equal to 12 weeks, an optimistic time (a) equal to 9 weeks, and a pessimistic time (b) equal to 18 weeks is a. 3.75 weeks. b. 1.50 weeks. c. 5.25 weeks. d. 2.25 weeks.
D
The project management process encompasses a. planning. b. scheduling. c. control. d. All of the above
D
Using Table 9.1, the critical path for this project consists of activities a. A-B-C-D-E-F. b. A-C-E-F. c. A-B-C-F. d. A-B-D-F.
D
Using Table 9.2, the variance for activity E is a. 1.291. b. 1.667. c. 2.582. d. 2.778
D
Using Table 9.3, the amount of slack associated with activity C is a. 4 days. b. 3 days. c. 2 days. d. 1 day.
D
Which of the following is NOT a basic element in a project plan? a. Objectives b. Personnel c. Contract requirements d. All the above are basic elements
D
Which of the following is the universal business language most often utilized managing global projects? a. French b. Spanish c. English d. Chinese
D
Which of the following statements is generally true regarding the relationship between project crashing costs and indirect costs? a. both crashing costs and indirect costs are highest when the project is shortened b. only indirect costs increase when the project is shortened c. both are unaffected by the length of the project d. crashing costs increase when the project is shortened while indirect costs decrease when the project is shortened
D
A ______________ breaks down a project into components, subcomponents, activities, and tasks. a. work breakdown structure (WBS) b. scope statement c. responsibility assignment matrix (RAM) d. organizational breakdown structure (OBS)
A
A(n) _______________ is a project team structure that includes members from different functional areas. a. matrix organization b. project network c. organizational breakdown structure d. work breakdown structure
A
For activities on a project's critical path a. earliest start time (ES) equals latest start time (LS). b. earliest start time (ES)is greater than latest start time (LS). c. earliest start time (ES) is less than latest start time (LS). d. earliest start time (ES) equals latest finish time (LF).
A
In general, the earliest finish time for an activity is equal to a. earliest start time + activity time estimate. b. earliest start time - activity time estimate. c. earliest start time - slack time. d. earliest start time + slack time
A
One disadvantage of Gantt charts, especially for large projects, is that it does not a. clearly show precedence relationships. b. indicate activity start times. c. indicate activity finish times. d. use bars to represent activities.
A
The _______________ is a document that provides a common understanding, justification, and expected result for a project. a. statement of work b. work breakdown structure c. scope statement. d. responsibility assignment matrix
A
The _______________ probability distribution is typically used to describe uncertain activity times in a project. a. beta b. normal c. binomial d. exponential
A
The following table of probabilistic time estimates (in weeks) and activity predecessors are provided for a project. TIME(WEEKS) ACTIVITY A M B ACTIVITY PREDEC A 3 5 7 -- B 4 8 10 A C 2 3 5 A D 6 9 12 B,C E 5 9 15 D Table 9.2 62. Using Table 9.2, the expected time to complete activity A is a. 5.00 weeks. b. 7.33 weeks. c. 7.67 weeks. d. 8.00 weeks.
A
Using Table 9.1, the latest start (LS) time for activity B is a. 5 weeks. b. 8 weeks. c. 13 weeks. d. 14 weeks.
A
Using Table 9.2, the probability that the project will take longer than 33 weeks to complete is approximately a. 0.19. b. 0.32. c. 0.68. d. 0.81.
A
For an activity-on-node (AON) network a. arrows represent activities and nodes represent events. b. nodes represent activities and arrows indicate precedence relationships. c. arrows represent events and nodes indicate precedence relationships. d. nodes indicate precedence relationships and arrows indicates the length of the activity time.
B
In general, the latest finish time for an activity is equal to a. latest finish time minus the activity time estimate. b. the minimum of the latest start times for the activities that immediately follow. c. the maximum of the latest start times for the activities that immediately follow. d. the average of the latest start times for the activities that immediately follow.
B
In project management the term slack refers to the amount of time a. to complete an activity without delaying the project. b. an activity can be delayed without delaying the project. c. needed to complete the entire project. d. required to complete the project's critical activities.
B
The estimated variance for an activity with a most likely time (m) equal to 11 days, the optimistic time (a) equal to 6 days , and the pessimistic time (b) equal to 18 days is a. 2 days. b. 4 days. c. 6 days. d. 11 days.
B
Using Table 9.1, the earliest start time for activity F is a. 30 weeks. b. 20 weeks. c. 14 weeks. d. 13 weeks.
B
Using Table 9.1, the time complete the entire project is a. 20 weeks. b. 30 weeks. c. 36 weeks. d. 39 weeks.
B
Using Table 9.2, how much slack is associated with activity C? a. 0 weeks. b. 4.50 weeks. c. 12.67 weeks. d. 31.00 weeks.
B
Using Table 9.2, the earliest finish time for activity C is a. 5.00 weeks. b. 8.17 weeks. c. 9.50 weeks. d. 12.67 weeks.
B
Using Table 9.2, the earliest start (ES) time for activity D is a. 8.17 weeks. b. 12.67 weeks. c. 18.33 weeks. d. 21.67 weeks.
B
Using Table 9.2, the variance of the project's total completion time is a. 5.472 . b. 5.222 . c. 4.872 . d. 3.752 .
B
Using Table 9.3, the earliest start (ES) time for activity B is a. 5 days. b. 6 days. c. 11 days. d. 14 days.
B
Using Table 9.3, the latest start (LS) time for activity D is a. 8 days. b. 11 days. c. 19 days. d. 12 days.
B
Using Table 9.3, the time to complete the entire project would be a. 23 days. b. 19 days. c. 17 days. d. 11 days.
B
Which of the following is not a general characteristic of a project? a. a project has a unique purpose b. a project has more certainty c. a project has more uncertainty d. a project often draws resources from various areas in the organization
B
