Question 1

Given an activity's optimistic, most likely, and pessimistic time estimates of 2, 5, and 14 days respectively, compute the PERT expected activity time for this activity.

Accepted Answer

A)  6 
B)  7 
C)  9 
D)  5 
E)  None of the above 
A)  6 
B)  7 
C)  9 
D)  5 
E)  None of the above

Question 2

In PERT, we assume that the project completion time can be modeled by the normal distribution.

Accepted Answer

A) True 
 B)False

Question 3

PERT and CPM are quantitative analysis tools designed to schedule and control large projects.

Accepted Answer

A) True 
 B)False

Question 4

Table 12-2
The following represents a project with four activities. All times are in weeks.  
-According to Table 12-2, there are four activities in the project. Assume the normal distribution is appropriate to use to determine the probability of finishing by a particular time. What is the probability that the project is finished in 16 weeks or fewer? (Round to two decimals.)

Accepted Answer

A)  0.07 
B)  0.93 
C)  0.43 
D)  0.77 
E)  None of the above 
A)  0.07 
B)  0.93 
C)  0.43 
D)  0.77 
E)  None of the above

Question 5

Table 12-2
The following represents a project with four activities. All times are in weeks.  
-According to Table 12-2, there are four activities in the project. Assume the normal distribution is appropriate to use to determine the probability of finishing by a particular time. If you wished to find the probability of finishing the project in 20 weeks or fewer, it would be necessary to find the variance and then the standard deviation to be used with the normal distribution. What variance would be used?

Accepted Answer

A)  2 
B)  4 
C)  8 
D)  12 
E)  None of the above 
A)  2 
B)  4 
C)  8 
D)  12 
E)  None of the above

Question 6

Table 12-1
The following represents a project with know activity times. All times are in weeks.  
-Using the data in Table 12-1, what is the latest possible time that C may be started without delaying completion of the project?

Accepted Answer

A)  0 
B)  4 
C)  8 
D)  10 
E)  None of the above 
A)  0 
B)  4 
C)  8 
D)  10 
E)  None of the above

Question 7

Figure 12-1  
-Given the network in Figure 12-1, the critical path is

Accepted Answer

A)  A-C-F-H. 
B)  B-D-E-F-H. 
C)  A-C-E-G-H. 
D)  B-D-G-E-F-H. 
E)  None of the above 
A)  A-C-F-H. 
B)  B-D-E-F-H. 
C)  A-C-E-G-H. 
D)  B-D-G-E-F-H. 
E)  None of the above

Question 8

Figure 12-1  
-Given the network shown in Figure 12-1 and the following information, what is the variance of the critical path?

Accepted Answer

A)  16 
B)  7 
C)  9 
D)  8 
E)  None of the above 
A)  16 
B)  7 
C)  9 
D)  8 
E)  None of the above

Question 9

Managers use the network analysis of PERT and CPM to help them

Accepted Answer

A)  derive flexibility by identifying noncritical activities. 
B)  replan, reschedule, and reallocate resources such as manpower and finances. 
C)  plan, schedule, monitor, and control large and complex projects. 
D)  All of the above 
E)  None of the above 
A)  derive flexibility by identifying noncritical activities. 
B)  replan, reschedule, and reallocate resources such as manpower and finances. 
C)  plan, schedule, monitor, and control large and complex projects. 
D)  All of the above 
E)  None of the above

Question 10

Gantt charts and PERT diagrams provide the same information, just in different formats.

Accepted Answer

A) True 
 B)False

Question 11

In CPM, crashing an activity that is not on the critical path increases the cost of the project.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is not a decision variable when formulating the project crashing problem as a linear program?

Accepted Answer

A)  the early finish times of critical activities 
B)  the early finish times of non critical activities 
C)  the start time of the project 
D)  the finish time of the project 
E)  the early start times of all activities 
A)  the early finish times of critical activities 
B)  the early finish times of non critical activities 
C)  the start time of the project 
D)  the finish time of the project 
E)  the early start times of all activities

Question 13

Given the following small project, the critical path is ________ days.

Accepted Answer

A)  4 
B)  10 
C)  12 
D)  22 
E)  None of the above 
A)  4 
B)  10 
C)  12 
D)  22 
E)  None of the above

Question 14

Draw the PERT network associated with the following activities.

Accepted Answer

The answer of Draw the PERT network associated with the...

Question 15

Given the assumptions in PERT, the probability that a project will be completed in less time than required by the activities on the critical path is approximately 50%.

Accepted Answer

A) True 
 B)False

Question 16

The project described by:   is best represented by which of the following networks?

Accepted Answer

A)    
B)    
C)    
D)    
E)  None of the above 
A)    
B)    
C)    
D)    
E)  None of the above

Question 17

The two common techniques for drawing PERT networks are ________.

Accepted Answer

A)  NOA and NRA 
B)  AON and AOA 
C)  GANTT and NOA 
D)  ONA and OAO 
E)  CAN and CAA 
A)  NOA and NRA 
B)  AON and AOA 
C)  GANTT and NOA 
D)  ONA and OAO 
E)  CAN and CAA

Question 18

The longest time path through a PERT/CPM network is called the critical path.

Accepted Answer

A) True 
 B)False

Question 19

Given an activity's optimistic, most likely, and pessimistic time estimates of 3, 5, and 15 days, respectively, compute the PERT standard deviation for this activity.

Accepted Answer

A)  2 
B)  4 
C)  5 
D)  15 
E)  None of the above 
A)  2 
B)  4 
C)  5 
D)  15 
E)  None of the above

Question 20

Gantt charts contain information about the time taken by each activity, but not about the sequential dependencies of the activities.

Accepted Answer

A) True 
 B)False

Given an activity's optimistic, most likely, and pessimistic time estimates of 2, 5, and 14 days respectively, compute the PERT expected activity time for this activity.

In PERT, we assume that the project completion time can be modeled by the normal distribution.

PERT and CPM are quantitative analysis tools designed to schedule and control large projects.

Table 12-1 The following represents a project with know activity times. All times are in weeks. -Using the data in Table 12-1, what is the latest possible time that C may be started without delaying completion of the project?

Figure 12-1 -Given the network in Figure 12-1, the critical path is

Figure 12-1 -Given the network shown in Figure 12-1 and the following information, what is the variance of the critical path?

Managers use the network analysis of PERT and CPM to help them

Gantt charts and PERT diagrams provide the same information, just in different formats.

In CPM, crashing an activity that is not on the critical path increases the cost of the project.

Which of the following is not a decision variable when formulating the project crashing problem as a linear program?

Given the following small project, the critical path is ________ days.

Draw the PERT network associated with the following activities.

Given the assumptions in PERT, the probability that a project will be completed in less time than required by the activities on the critical path is approximately 50%.

The project described by: is best represented by which of the following networks?

The two common techniques for drawing PERT networks are ________.

The longest time path through a PERT/CPM network is called the critical path.

Given an activity's optimistic, most likely, and pessimistic time estimates of 3, 5, and 15 days, respectively, compute the PERT standard deviation for this activity.

Gantt charts contain information about the time taken by each activity, but not about the sequential dependencies of the activities.

Introduction to Quantitative Analysis

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Decision Analysis

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Linear Programming Models: Graphical and Computer Methods

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Exam 12: Project Management

Given an activity's optimistic, most likely, and pessimistic time estimates of 2, 5, and 14 days respectively, compute the PERT expected activity time for this activity.

In PERT, we assume that the project completion time can be modeled by the normal distribution.

PERT and CPM are quantitative analysis tools designed to schedule and control large projects.

Table 12-1 The following represents a project with know activity times. All times are in weeks. -Using the data in Table 12-1, what is the latest possible time that C may be started without delaying completion of the project?

Figure 12-1 -Given the network in Figure 12-1, the critical path is

Figure 12-1 -Given the network shown in Figure 12-1 and the following information, what is the variance of the critical path?

Managers use the network analysis of PERT and CPM to help them

Gantt charts and PERT diagrams provide the same information, just in different formats.

In CPM, crashing an activity that is not on the critical path increases the cost of the project.

Which of the following is not a decision variable when formulating the project crashing problem as a linear program?

Given the following small project, the critical path is ________ days.

Draw the PERT network associated with the following activities.

Given the assumptions in PERT, the probability that a project will be completed in less time than required by the activities on the critical path is approximately 50%.

The project described by: is best represented by which of the following networks?

The two common techniques for drawing PERT networks are ________.

The longest time path through a PERT/CPM network is called the critical path.

Given an activity's optimistic, most likely, and pessimistic time estimates of 3, 5, and 15 days, respectively, compute the PERT standard deviation for this activity.

Gantt charts contain information about the time taken by each activity, but not about the sequential dependencies of the activities.

Introduction to Quantitative Analysis

Probability Concepts and Applications

Decision Analysis

Regression Models

Forecasting

Inventory Control Models

Linear Programming Models: Graphical and Computer Methods

Linear Programming Applications

Transportation and Assignment Models

Integer Programming, Goal Programming, and Nonlinear Programming

Network Models

Waiting Lines and Queuing Theory Models

Simulation Modeling

Markov Analysis

Statistical Quality Control

Filters