Question 1

What is project crashing and what are three reasons why it might be important to do so?

Accepted Answer

The process of accelerating a project is referred to as crashing. Crashing a project directly relates to resource commitment. The more resources we are willing to expend, the faster we can push the project to its finish. There can be good reasons to crash a project, among them are:
The initial schedule may be too optimistic.
Market needs change and the project is in demand earlier than anticipated.
The project has slipped considerably behind schedule.
The contractual situation provides even more incentive to avoid schedule slippage.

Question 2

Which of these approaches will NOT accelerate the completion of a project?

Accepted Answer

A)  Improve the productivity of existing project resources. 
B)  Increase the bureaucratic oversight. 
C)  Improve the working method. 
D)  Increase the quantity of personnel and equipment. 
A)  Improve the productivity of existing project resources. 
B)  Increase the bureaucratic oversight. 
C)  Improve the working method. 
D)  Increase the quantity of personnel and equipment. B

Question 3

-Use the Gantt chart and activity list to determine which resource is used the least.

Accepted Answer

A)  Resource 4 
B)  Resource 2 
C)  Resource 1 
D)  Resource 3 
A)  Resource 4 
B)  Resource 2 
C)  Resource 1 
D)  Resource 3 D

Question 4

-Use the Gantt chart and activity list to determine which resource is used the most.

Accepted Answer

A)  Resource 4 
B)  Resource 2 
C)  Resource 1 
D)  Resource 5 
A)  Resource 4 
B)  Resource 2 
C)  Resource 1 
D)  Resource 5

Question 5

-Use the Gantt chart and activity list to determine which resource is used the most.

Accepted Answer

A)  Resource 1 
B)  Resource 2 
C)  Resource 4 
D)  Resource 5 
A)  Resource 1 
B)  Resource 2 
C)  Resource 4 
D)  Resource 5

Question 6

How might a project manager alter a straightforward PERT network to accommodate an inordinately large and complex project?

Accepted Answer

A large project may require a network wi

Question 7

-Which of the activities in the diagram have slack?

Accepted Answer

A)  C and D 
B)  B and D 
C)  C and E 
D)  B and E 
A)  C and D 
B)  B and D 
C)  C and E 
D)  B and E

Question 8

The least common type of lag relationship occurs when a successor's finish is dependent upon a predecessor's start.

Accepted Answer

A) True 
 B)False

Question 9

The most common type of logical sequencing between tasks is referred to as the:

Accepted Answer

A)  Finish to start relationship. 
B)  Finish to finish relationship. 
C)  Start to start relationship. 
D)  Start to finish relationship. 
A)  Finish to start relationship. 
B)  Finish to finish relationship. 
C)  Start to start relationship. 
D)  Start to finish relationship.

Question 10

In order to accelerate completion of a project, the manager must crash critical path activities.

Accepted Answer

A) True 
 B)False

Question 11

A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project as quickly as possible?

Accepted Answer

A)  $244,000 
B)  $255,600 
C)  $258,333 
D)  $262,000 
A)  $244,000 
B)  $255,600 
C)  $258,333 
D)  $262,000

Question 12

Dummy activities have a duration equal to the:

Accepted Answer

A)  Slack on the critical path. 
B)  Length of the predecessor. 
C)  Length of the successor. 
D)  Lag needed to preserve network logic. 
A)  Slack on the critical path. 
B)  Length of the predecessor. 
C)  Length of the successor. 
D)  Lag needed to preserve network logic.

Question 13

The most common method for shortening activity durations involves the decision to:

Accepted Answer

A)  Eliminate bureaucracy. 
B)  Alter the technology used in the activity. 
C)  Assign more senior personnel to the activity. 
D)  Increase project resources. 
A)  Eliminate bureaucracy. 
B)  Alter the technology used in the activity. 
C)  Assign more senior personnel to the activity. 
D)  Increase project resources.

Question 14

-Use the Gantt chart and the activity list to determine which resource is used the least.

Accepted Answer

A)  Resource 1 
B)  Resource 3 
C)  Resource 4 
D)  Resource 2 
A)  Resource 1 
B)  Resource 3 
C)  Resource 4 
D)  Resource 2

Question 15

The critical path of this network is:

Accepted Answer

A)  14. 
B)  15. 
C)  12. 
D)  13. 
A)  14. 
B)  15. 
C)  12. 
D)  13.

Question 16

-Use the Gantt chart and the activity list to determine when resource 5 is free.

Accepted Answer

A)  Between 0 and 15 
B)  Between 15 and 30 
C)  Between 30 and 45 
D)  Between 45 and 60 
A)  Between 0 and 15 
B)  Between 15 and 30 
C)  Between 30 and 45 
D)  Between 45 and 60

Question 17

An activity performed by a subcontractor is scheduled for 20 weeks at an anticipated cost of $100,000. Due to slippage on the critical path you need to reduce this activity by three weeks. If the subcontractor informs you that the activity can be completed in 16 weeks for $200,000, what is the slope for the activity?

Accepted Answer

A)  $5,000 per week 
B)  $33,333 per week 
C)  $25,000 per week 
D)  $12,500 per week 
A)  $5,000 per week 
B)  $33,333 per week 
C)  $25,000 per week 
D)  $12,500 per week

Question 18

Activity X has the start to finish relationship shown with activity Y and both have early start and finish times as shown. Which statement is BEST?

Accepted Answer

A)  a < d 
B)  a < c 
C)  b < c 
D)  d < a 
A)  a < d 
B)  a < c 
C)  b < c 
D)  d < a

Question 19

AOA is a more useful technique than AON if the project is complex and has many significant milestones.

Accepted Answer

A) True 
 B)False

Question 20

-Use the Gantt chart and the activity list to determine when resource 2 is free.

Accepted Answer

A)  Between 0 and 15 
B)  Between 15 and 30 
C)  Between 30 and 45 
D)  Between 45 and 60 
A)  Between 0 and 15 
B)  Between 15 and 30 
C)  Between 30 and 45 
D)  Between 45 and 60

What is project crashing and what are three reasons why it might be important to do so?

Which of these approaches will NOT accelerate the completion of a project?

-Use the Gantt chart and activity list to determine which resource is used the least.

-Use the Gantt chart and activity list to determine which resource is used the most.

-Use the Gantt chart and activity list to determine which resource is used the most.

How might a project manager alter a straightforward PERT network to accommodate an inordinately large and complex project?

-Which of the activities in the diagram have slack?

The least common type of lag relationship occurs when a successor's finish is dependent upon a predecessor's start.

The most common type of logical sequencing between tasks is referred to as the:

In order to accelerate completion of a project, the manager must crash critical path activities.

A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project as quickly as possible?

Dummy activities have a duration equal to the:

The most common method for shortening activity durations involves the decision to:

-Use the Gantt chart and the activity list to determine which resource is used the least.

The critical path of this network is:

-Use the Gantt chart and the activity list to determine when resource 5 is free.

Activity X has the start to finish relationship shown with activity Y and both have early start and finish times as shown. Which statement is BEST?

AOA is a more useful technique than AON if the project is complex and has many significant milestones.

-Use the Gantt chart and the activity list to determine when resource 2 is free.

Introduction: Why Project Management

The Organizational Context: Strategy, Structure, and Culture

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Project Team Building, Conflict, and Negotiation

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks, Duration Estimation, and Critical Path

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Evaluation and Control

Project Closeout and Termination

Filters

Exam 10: Project Scheduling: Lagging, Crashing, and Activity Networks

What is project crashing and what are three reasons why it might be important to do so?

Which of these approaches will NOT accelerate the completion of a project?

-Use the Gantt chart and activity list to determine which resource is used the least.

-Use the Gantt chart and activity list to determine which resource is used the most.

-Use the Gantt chart and activity list to determine which resource is used the most.

How might a project manager alter a straightforward PERT network to accommodate an inordinately large and complex project?

-Which of the activities in the diagram have slack?

The least common type of lag relationship occurs when a successor's finish is dependent upon a predecessor's start.

The most common type of logical sequencing between tasks is referred to as the:

In order to accelerate completion of a project, the manager must crash critical path activities.

A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project as quickly as possible?

Dummy activities have a duration equal to the:

The most common method for shortening activity durations involves the decision to:

-Use the Gantt chart and the activity list to determine which resource is used the least.

The critical path of this network is:

-Use the Gantt chart and the activity list to determine when resource 5 is free.

Activity X has the start to finish relationship shown with activity Y and both have early start and finish times as shown. Which statement is BEST?

AOA is a more useful technique than AON if the project is complex and has many significant milestones.

-Use the Gantt chart and the activity list to determine when resource 2 is free.

Introduction: Why Project Management

The Organizational Context: Strategy, Structure, and Culture

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Project Team Building, Conflict, and Negotiation

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks, Duration Estimation, and Critical Path

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Evaluation and Control

Project Closeout and Termination

Filters