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PM CHAPTER 6

Terms in this set (95)

1. An activity is an element of work that has an expected duration, cost, and resource requirements.
TRUE
An activity or task is an element of work normally found on the work breakdown structure (WBS) that has expected duration, cost, and resource requirements.
2. In project time management, the primary output of defining activities is a schedule management
plan
FALSE
In project time management, the main output of defining activities are an activity list, activity attributes, a milestone list, and project management plan updates.
3. In project time management, the next step after sequencing activities is to define these activities.
FALSE
Estimating activity resources 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.
4. Project schedules grow out of basic documents such as the project charter.
TRUE
Project schedules grow out of the basic documents that initiate a project. The project charter often mentions planned project start and end dates, which serve as the starting points for a more detailed schedule.
5. A schedule management plan includes information which describes the format and frequency of schedule reports required for the project.
TRUE
A schedule management plan includes information on reporting formats. This information describes the format and frequency of schedule reports required for the project. In addition, it also includes information on process descriptions and describes how all of the schedule management processes will be performed.
6. To define activities, the project team should start with reviewing the schedule management plan, scope baseline, enterprise environmental factors, and organizational processes.
TRUE
Defining activities involves identifying the specific actions that will produce the project deliverables in enough detail to determine resource and schedule estimates. The project team reviews the schedule management plan, scope baseline, enterprise environmental factors, and organizational process assets to begin defining activities.
7. It is important for the activity list and activity attributes to be in agreement with the work breakdown structure.
TRUE
The activity list and activity attributes should be in agreement with the work breakdown structure. Information is added to the activity attributes as it becomes available; this information includes logical relationships and resource requirements that are determined in later processes.
8. 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.
9. After defining project activities, the next step in project time management is developing the schedule.
FALSE
After defining project activities, the next step in project time management is sequencing them or determining their dependencies.
10. A dependency pertains to the sequencing of project activities or tasks.
TRUE
A dependency or relationship pertains to the sequencing of project activities or tasks. Determining these relationships or dependencies among activities has a significant impact on developing and managing a project schedule.
11. Network diagrams are the preferred technique for showing activity sequencing.
TRUE
Network diagrams are the preferred technique for showing activity sequencing. A network diagram is a schematic display of the logical relationships among project activities and their sequencing.
12. 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.
13. 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.
14. A merge occurs when one node precedes mutiple 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.
15. 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.
16. 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.
17. In project time management, one should control the scheule before estimating the duration for each activity.
FALSE
In project time management, before one can estimate the duration for each activity, one must have a good idea of the quantity and type of resources (people, equipment, and materials) that will be assigned to each activity.
18. 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.
19. A Tracking Gantt chart is based on the percentage of work completed for project tasks or the actual start and finish dates.
TRUE
A Tracking Gantt chart is based on the percentage of work completed for project tasks or the actual start and finish dates. It allows the project manager to monitor schedule progress on individual tasks and the whole project.
20. 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.
21. 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.
22. The critical path on a project can change as the project progresses.
TRUE
The critical path represents the shortest time required to complete a project. The critical path on a project can change as the project progresses.
23. 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.
24. Knowing the amount of float allows project managers to know whether a project schedule is flexible.
TRUE
Knowing the amount of float or slack allows project managers to know whether the schedule is flexible and how flexible it might be. A fast and easy way to determine early and late start and finish dates and free and total slack amounts for activities is by using project management software.
25. 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.
26. The technique of fast tracking can result in lengthening the project schedule.
TRUE
The main disadvantage of fast tracking is that it can lengthen the project schedule because starting some tasks too soon often increases project risk and results in rework.
27. 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.
28. 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.
29. The final process in project time 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.
30. 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
1. The first process involved in project time management is _____ .
a. defining activities
b. estimating activity durations
c. planning schedule management
d. sequencing activities
C
Schedule management is the first process in project time management and involves determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project schedule.
2. Which of the following processes in project time management involves identifying the specific tasks that the project team members and stakeholders must perform to produce the project deliverables?
a. Defining activities
b. Sequencing activities
c. Developing the schedule
d. Estimating activity durations
A
In project time management, the process of defining activities involves identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables.
3. In project time management, which of the following processes generate the main outputs of an activity list, activity attributes, and a milestone list?
a. Sequencing activities
b. Defining activities
c. Resource estimating activities
d. Estimating activity durations
B
In project time management, the main outputs of the sequencing activities process are an activity list, activity attributes, a milestone list, and project management plan updates.
4. In project time management, which of the following processes primarily involve identifying and documenting the relationships between project activities?
a. Defining activities
b. Sequencing activities
c. Planning schedule management
d. Estimating activity durations
B
Sequencing activities involves identifying and documenting the relationships between project activities. The main outputs of this process include project schedule network diagrams and project documents updates.
5. In project time management, which of the following processes involve calculating the number of work periods that are needed to complete individual activities?
a. Defining activities
b. Sequencing activities
c. Planning schedule management
d. Estimating activity durations
D
Estimating activity durations involves estimating the number of work periods that are needed to complete individual activities. Outputs include activity duration estimates and project documents updates.
6. 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?
a. Planning schedule management
b. Developing the schedule
c. Controlling the schedule
d. Defining activities
B
Developing the schedule involves analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. Outputs include a schedule baseline, project schedule, schedule data, project calendars, project management plan updates, and project documents updates.
7. In project time management, the process of_____ primarily involves checking and managing changes to the project schedule.
a. estimating activity durations
b. developing the schedule
c. controlling the schedule
d. estimating activity resources
C
In project time management, the process of controlling the schedule involves controlling and managing changes to the project schedule. Outputs include work performance information, schedule forecasts, and change requests among others.
8. In project time management, a(n) _____ is an output of controlling the schedule
a. activity duration estimate
b. project management plan update
c. activity attribute
d. milestones list
B
Controlling the schedule involves controlling and managing changes to the project schedule. Outputs include work performance information, schedule forecasts, change requests, project management plan updates, project documents updates, and organizational process assets updates.
9. Which of the following documents is most likely to include planned project start and end dates which serve as the starting points for a detailed schedule?
a. Resource breakdown structure
b. Milestones list
c. Organizational process assets update
d. Project charter
D
The project charter often mentions planned project start and end dates, which serve as the starting points for a more detailed schedule.
10. Which of the following is a difference between an activity list and an activity attribute?
a. As opposed to an activity attribute, an activity list provides resource requirements and constraints related to activities
b. An activity list provides a more concrete list of milestones for a project than an activity attribute.
c. An activity attribute is a tabulation of activities to be included on a project schedule whereas an activity list is not..
d. An activity attribute provides more schedule-related information about each activity than an activity list.
D
The activity list is a tabulation of activities to be included on a project schedule. The list should include the activity name, an activity identifier or number, and a brief description of the activity. The activity attributes provide more schedule-related information about each activity, such as predecessors, successors, logical relationships, leads and lags, and so forth.
11. A(n) _____ on a project is a significant event that normally has no duration.
a. milestone
b. activity attribute
c. activity sequence
d. schedule baseline
A
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.
12. 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.
a. defining activities
b. estimating activity durations
c. estimating activity resources
d. controlling the schedule
A
The goal of defining activities is to ensure that the project team completely understands all the work it must do as part of the project scope so the team can start scheduling the work. Activity information is a required input to the other time management processes.
13. In project time management, the next step after defining project activities is:
a. planning schedule management.
b. determining their dependencies.
c. controlling the schedule.
d. estimating activity duration.
B
After defining project activities, the next step in project time management is sequencing them or determining their dependencies. The sequencing process involves evaluating the reasons for dependencies and the different types of dependencies.
14. Which of the following types of dependencies are inherent in the nature of work being performed on a project?
a. Mandatory
b. Discretionary
c. External
d. Random
A
Mandatory dependencies are inherent in the nature of work being performed on a project. They are sometimes referred to as hard logic.
15. _____ dependencies are sometimes referred to as soft logic and should be used with care because they may limit later scheduling options.
a. Mandatory
b. Discretionary
c. External
d. Inherent
B
Discretionary dependencies are defined by the project team. They are sometimes referred to as soft logic and should be used with care because they may limit later scheduling options.
16. Which of the following dependencies involve relationships between project and non-project activities?
a. Mandatory
b. Discretionary
c. External
d. Inherent
C
External dependencies involve relationships between project and non-project activities.
17. In an AOA network diagram, _____ occur when two or more activities follow a single node.
a. combinations
b. buffers
c. mergers
d. bursts
D
When creating an AOA network diagram, bursts occur when two or more activities follow a single node.
18. A network diagramming technique in which boxes represent activities is known as a(n) _____.
a. PDM
b. CPM
c. ADM
d. PERT
A
The precedence diagramming method (PDM) is a network diagramming technique in which boxes represent activities. It is particularly useful for visualizing certain types of time relationships.
19. AOA network diagrams use only _____ dependencies.
a. start-to-start
b. finish-to-start
c. finish-to-finish
d. start-to-finish
B
A finish-to-start dependency is the most common type of relationship or dependency and AOA network diagrams use only finish-to-start dependencies. It is a relationship in which the "from" activity or predecessor must finish before the "to" activity or successor can start.
20. Which of the following is a relationship in which the "from" activity cannot start until the "to" activity is started?
a. Start-to-start
b. Finish-to-finish
c. Finish-to-start
d. Start-to-finish
A
A start-to-start dependency is a relationship in which the "from" activity cannot start until the "to" activity or successor is started.
21. Which of the following is true of a finsih-to-finish dependency?
a. It is a dependency in which the "from" activity cannot start until the "to" activity or successor is started.
b. It is a dependency in which in which the "from" activity must finish before the "to" activity or successor can start.
c. It is a dependency in which the "from" activity must be finished before the "to" activity can be finished.
d. It is a dependency in which the "from" activity must start before the "to" activity can be finished.
C
A finish-to-finish dependency is a relationship in which the "from" activity must be finished before the "to" activity can be finished. One task cannot finish before another finishes.
22. Which of the following is true of dummy activities?
a. They have long durations.
b. They show logical relationships between activities.
c. They have a large range of resources.
d. They have limited time periods.
B
Dummy activities have no duration and no resources, but are occasionally needed on AOA network diagrams to show logical relationships between activities.
23. Which of the following is one of the main outputs of estimating activity resources process?
a. Project documents update
b. Milestone list
c. Work breakdown structure
d. Activity duration estimate
A
The main outputs of the resource estimating process include a list of activity resource requirements, a resource breakdown structure, and project documents updates.
24. After working with key stakeholders to define activities and calculate their resources, the next process in project time management is to:
a. develop the schedule.
b. control the schedule.
c. determine their dependencies.
d. estimate the duration of activities.
D
After working with key stakeholders to define activities, determine their dependencies, and estimate their resources, the next process in project time management is to estimate the duration of activities.
25. In project time management, the ultimate goal of _____ is to provide a basis for monitoring
project progress for the time dimension of the project.
a. defining activities
b. sequencing activities
c. developing a schedule
d. estimating activity resources
C
The ultimate goal of developing a realistic project schedule is to provide a basis for monitoring project progress for the time dimension of the project. Project time management processes often go through several iterations before a project schedule is finalized.
26. _____ 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.
a. Gantt charts
b. Critical path analysis
c. Arrow diagramming method
d. PERT analysis
A
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. They are sometimes referred to as bar charts because the activities' start and end dates are shown as horizontal bars.
27. Which of the following is a network diagramming technique used primarily to predict total project duration?
a. Gantt chart
b. Critical path analysis
c. Resource breakdown structure
d. Arrow diagramming method
B
Critical path method (CPM) —also called critical path analysis —is a network diagramming technique used to predict total project duration. This important tool helps combat project schedule overruns.
28. The critical path is the _____ path through a network diagram, and it represents the _____ amount of slack or float.
a. longest; longest
b. longest; shortest
c. shortest; longest
d. shortest; shortest
B
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.
29. The amount of time an activity can be delayed without delaying the early start date of any immediately following activities is known as a _____.
a. forward pass
b. backward pass
c. fast tracking
d. free slack
D
A technique that can help project managers make schedule trade-offs is determining the free slack and total slack for each project activity. Free slack or free float is the amount of time an activity can be delayed without delaying the early start date of any immediately following
activities.
30. _____ is the amount of time an activity can be delayed from its early start without delaying the planned project finish date.
a. Total slack
b. Free float
c. Backward pass
d. Forward pass
A
Total slack or total float is the amount of time an activity can be delayed from its early start without delaying the planned project finish date.
31. The _____ for an activity is the latest possible time an activity might begin without delaying the project finish date.
a. early finish date
b. late finish date
c. late start date
d. early start date
C
The late start date is the latest possible time an activity might begin without delaying the project finish date.
32. 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 _____.
a. dependency
b. crashing
c. critical chain scheduling
d. feeding buffers
B
Crashing is a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost. The main advantage of crashing is shortening the time needed to finish a project.
33. Which of the following techniques involve doing activities in parallel that one would normally do in sequence?
a. Critical chain scheduling
b. Crashing
c. Fast tracking
d. PERT analysis
C
Fast tracking involves doing activities in parallel that one would normally do in sequence. The main advantage of fast tracking is that it can shorten the time needed to finish a project.
34. A similarity between the crashing technique and the fast tracking technique is that:
a. both spread out tasks over a long period of time to ensure the quality of work is maintained.
b. both invariably result in increases in total project costs.
c. both can shorten the time needed to finish a project.
d. both are network diagramming techniques used primarily to predict total project duration.
C
The main advantage of fast tracking, like crashing, is that it can shorten the time needed to finish a project.
35. 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.
a. critical paths
b. feeding buffers
c. dummy activities
d. fast tracking
B
Critical chain scheduling protects tasks on the critical chain from being delayed by using feeding buffers, which consist of time added before tasks on the critical chain if they are preceded by other tasks that are not on the critical path.
36. _____ states that work expands to fill the time allowed.
a. Murphy's Law
b. Miller's Law
c. Parkinson's Law
d. Einstein's Law
C
Parkinson's Law states that work expands to fill the time allowed.
37. A difference between the Program Evaluation and Review Technique (PERT) and critical path method (CPM) is that:
a. CPM addresses the risk associated with duration estimates whereas PERT does not.
b. unlike CPM, PERT estimates only when there is no risk of uncertainty.
c. CPM involves more work than PERT because it requires several duration estimates.
d. PERT uses different duration estimates whereas CPM uses one specific duration estimate.
D
PERT uses probabilistic time estimates —duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations —instead of one specific or discrete duration estimate, as CPM does.
38. Which of the following is a silimarity between scope control and schedule control?
a. Both are initial processes of project time management.
b. Both of their primary goals is to define project goals and milestones.
c. Both are portions of the integrated change control process under project integration management.
d. Both of these processes should occur before estimating activity durations.
C
Like scope control, schedule control is a portion of the integrated change control process under project integration management. Controlling the schedule is the final process in project time management.
39. Which of the following is an output of schedule control?
a. Lessons-learned reports
b. Activity attributes
c. Resource requirements
d. Milestones list
A
The main outputs of schedule control include work performance measurements, organizational process assets updates such as lessons-learned reports related to schedule control, change requests, project management plan updates, and project documents updates.
40. A draft schedule for a project is most likely to be found in a _____.
a. project buffer
b. project charter
c. resource breakdown structure
d. project's dummy activities list
B
One of the first reality checks for a project manager is to review the draft schedule that is usually included in the project charter. Although this draft schedule might include only a project start and end date, the project charter sets some initial schedule expectations for the project.
1. In a project schedule, the variable that has the least amount of flexibility is _____.
time
2. _____ involves the processes required to ensure timely completion of a project.
Project time management
3. In project time management, the process of _____ involves deciding how many people, equipment, and materials a project team should use to perform project activities.
estimating activity resources
4. 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 _____.
schedule management plan
5. The _____ is a tabulation of activities to be included on a project schedule.
activity list
6. The activity list should include the _____, an activity identifier, and a brief description of the activity.
activity name
7. 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.
activity list
8. A(n) _____ is a schematic display of the logical relationships among project activities and
their sequencing.
network diagram
9. In a network diagram, a(n) _____ is the starting and ending point of an activity.
node
10. In a(n) _____ relationship, the "from" activity must start before the "to" activity can be finished.
start-to-finish
11. _____ have no duration and no resources but are occasionally needed on AOA network diagrams to show logical relationships between activities.
Dummy activities
12. A hierarchical structure that identifies the project's resources by category and type is known as a(n) _____.
resource breakdown structure
13. _____ is the number of workdays or work hours required to complete a task.
Effort
14. Duration estimates can be provided as a discrete number, a range, or as a(n) _____.
three-point estimate
15. The ultimate goal of developing a realistic project schedule is to provide a basis for monitoring project progress for the _____ dimension of the project.
time
16. A(n) _____ Gantt chart compares planned and actual project schedule information.
Tracking
17. A white diamond on a Tracking Gantt chart represents a(n) _____.
slipped milestone
18. A(n) _____ for a project is the series of activities that determine the earliest time by which the project can be completed.
critical path
19. A(n) _____ determines the early start and early finish dates for each activity in a project.
forward pass
20. 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.
Theory of Constraints (TOC)
21. _____ occurs when a resource works on more than one task at a time.
Multitasking
22. _____ states that if something can go wrong, it will.
Murphy's Law
23. The main outputs of _____ include work performance measurements, organizational process assets updates, and project document updates.
schedule control
24. One of the first reality checks on scheduling that a project manager should make is to review the _____.
draft schedule
25. 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.
templates
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