Time Management

The following information and questions 1 through 10 refer to Figure 1.

A schedule was developed for a project to install windows in an apartment building. The project is a rush job, and the contractor has agreed to schedule the work on a single shift basis but will work seven days per week until the job is done. The project is to begin on May 1.

Figure 1. Scheduling practice exercise.

Figure 1. Scheduling practice exercise.

Duration

1. What day in May will activity D have for its early finish date?

2. What is the free float for activity F?

3. What is the free float for activity D?

4. What is the critical path of the project?

a. ABEGH

b. ABDFH

c. ACGH

d. ABEDFH

5. What is the late start for activity F?

6. How long is the project in days?

a. Nineteen b. Twenty c. Twenty-one d. Eighteen

7. What is the early start for activity F?

8. If there is a delay in activity F of six days, what is the effect on the project completion date?

a. Increases one day b. No change to project completion date c. Increases two days d. Increases three days

9. What is the early finish date of activity A?

10. The above diagram is called:

a. Activity on arrow network diagram.

b. Network diagram.

c. Precedence diagram.

d. Gantt chart.

11. If a project manager were to make Thanksgiving dinner, two of the activities that might be of concern would be roasting the turkey and baking the sweet potatoes. In order to ensure that these two items will be finished cooking and will come out of the oven at the same time, what type of relationship should he or she use in the schedule between these two activities?

a. Finish-finish b. Start-start c. Finish-start d. Start-finish

Questions 12 through 15 refer to the diagram in Figure 2 and the table that follows.

Activity

Optimistic

Pessimistic

Most Likely

A

1

1

1

B

2

B

B

C

10

1B

12

D

S

S

S

E

B

6

4

F

1

1

1

G

S

B

6

H

9

1B

1O

I

S

S

S

Figure 2. PERT diagram.

Figure 2. PERT diagram.

In a project to install concrete sewer lines there is a lot of uncertainty as to how long the durations should be for the tasks involved. The project manager has determined that the team will use the PERT technique to evaluate the project's completion date. The diagram shows nine activities and the table shows the optimistic, pessimistic, and most likely estimates that the team has already made.

12. What is the expected value of the number of days to complete the project?

13. It is desirable to make an estimate that has a greater than 95% chance of being correct. Which of the following ranges of time for the completion of the project best describes this probability of being correct?

14. What is the expected value of the duration for activity B?

15. What is the standard deviation for the duration of activity B?

16. The project manager decided to improve the predicted completion date for the project by doing in parallel several of the activities that were scheduled to be done in sequence. This is called:

a. Crashing.

b. Increasing priorities.

c. Hurry up defense.

d. Fast tracking.

17. Crashing the schedule means:

a. Making the project shorter by any economic means.

b. Running the project team on overtime.

c. Doing activities that were in sequence in parallel.

d. Getting out of town before the project is in trouble.

18. The original schedule (for a project, a work package, or an activity), plus or minus approved changes, is called:

a. The working schedule.

b. The target schedule.

c. The performance schedule.

d. The baseline schedule.

19. Schedules are used in many ways. In a project to build a bridge the project manager wants to use a tool that will show the scheduled activities in such a way that it is easy to see when each activity starts and finishes and which activities are taking place at the same time. Which tool should be used?

a. PERT chart b. Gantt chart c. Precedence diagram d. GERT chart

20. Which of the following is true?

a. The critical path is the path through the network that has the highest total duration.

b. The critical path is the path with the least amount of free float.

c. The critical path is the list of activities that have zero float.

d. The critical path is the list of activities that have critical risks associated with them.

21. Resource leveling will generally:

a. Reduce the time needed to do the project.

b. Increase the total time necessary to do all the tasks.

c. Reduce the overutilization of resources.

d. Reduce resources to the lowest skill that is possible.

22. A task was scheduled to use two persons, full time, and take two weeks to complete. Instead, the project manager was only able to assign one person to this task. At the end of two weeks, the person assigned to the task was 75% complete. What is the cost performance index?

23. Five tasks are scheduled to be completed in sequence. Each task has a finish-start relationship with the next task. Each has one day of total float. As of today, task one and two have been completed on schedule. How many days of float remain in the schedule for these tasks?

24. Which of the following is considered to be a simulation technique?

a. PERT analysis b. GERT analysis c. Monte Carlo analysis d. Critical path method

25. The main difference between the two types (ADM, arrow diagramming method, and PDM, precedence diagramming method) of the critical path method (CPM) of scheduling is:

a. Placement of the activity on the logic diagram line.

b. Arrow diagramming method (ADM) is a deterministic method, whereas the precedence diagramming method (PDM) is a probabilistic method.

c. Precedence diagramming method (PDM) is a deterministic method, whereas the arrow diagramming method (ADM) is a probabilistic method.

d. Precedence diagramming method (PDM) is a more accurate method.

26. The project schedule is not used to determine:

a. The start and finish dates of the activities.

b. Occasional changes to the activity listing.

c. The total float of the activities.

d. The project's budget.

27. The overall duration of the project schedule is not influenced by:

a. Using mandatory dependencies as constraints.

b. Using discretionary dependencies as constraints.

c. The availability of the resources that are assigned to perform the work.

d. Using the arrow diagramming method instead of the precedence diagramming method (PDM) of scheduling.

28. The program evaluation and review technique (PERT) method of scheduling differs from the critical path method (CPM) because the PERT method:

a. Uses weighted averages of activity durations to calculate project duration.

b. Uses ''dummy'' activities to represent logic ties.

c. Uses ''free float'' instead of ''total float'' in the schedule calculations.

d. Uses bar charts instead of logic diagrams to portray the schedule.

29. A project manager is managing a project and is considering the reschedule of an activity because one of the project engineers must work on this activity and another activity at the same time. Each of the activities is scheduled to have a duration of two weeks. One of the activities is on the critical path and the other activity has eighteen days of free float. The project manager should:

a. Reschedule the activity that has no float.

b. Reschedule the activity with float.

c. Ask the engineer to work overtime.

d. Reschedule both activities to take advantage of the float on each.

30. A project manager looks at her schedule and sees that there has been a delay in completing a task. It seems practical to move a person from another task who is an expert on the work that is behind. There is a choice of using two different persons who are working on two different tasks. One person is working on a task that has five days of free float and the other is working on a task that has eight days of total float and no free float. Which person should be used to help out?

a. The person working on the task with free float of five days.

b. The person working on the task with total float of eight days.

c. Either person can be used.

d. A person should be brought in from outside the project.

31. In the first attempt at resource leveling the project schedule, what would you expect to occur?

a. The number of required resources will increase during certain time periods of the project.

b. The number of required resources will decrease during certain time periods of the project.

c. The overall project duration will increase.

d. The overall project duration will decrease.

32. According to the Guide to the PMBOK, work packages can be divided into:

a. Smaller work packages.

c. Activities.

d. Subprojects.

33. A project is nearly 33% complete according to the earned value reporting method. An identified risk has occurred, and the project manager has chosen to draw funds from the contingency fund and add the activities necessary to deal with the problems associated with the risk. What should he do next?

a. The schedule should not be changed. Original plans should have allowed for this delay.

b. The budget money set aside for the risk should be released, but there is not a need for a schedule change.

c. The schedule and budget baselines should be changed, to show the new work.

d. The budget baseline should be changed, but the work should be done within the schedule as it is.

34. The key inputs to activity definition are:

a. Work breakdown structure, the project schedule, and the network diagram.

b. Project schedule, progress reports, and change requests.

c. The project network diagram, constraints, and durations.

d. The work breakdown structure, the scope statement, and historical information that supports the applicable activity.

35. A project manager is approached by the major stakeholder in the project and is asked to reduce the time for the scheduled completion of the project. The project manager reviews the project plans and the progress that has been made on the project. He or she decides that the best approach to solving this problem is to fast track the project until the new project completion date can be achieved. Which of the following will be done by the project manager?

a. Reduce the project schedule by any means that are possible b. Reduce the project schedule by applying any practical means necessary c. Reschedule activities that would be done in sequence to activities that can be done in parallel d. Inform the stakeholder that this will change the project schedule and will require additional funds to comply with the request

36. A project manager would like to manage his project in such a way that he will be able to identify specific tasks that should be watched and managed more closely than others. The project manager should use which method?

a. The PERT method b. The critical path method c. The GERT method d. The PCDM method

37. A project manager would like to manage his project in such a way that he will be able to predict more accurately the duration of the project even though the estimates for the duration of the activities have a lot of variability. The project manager should use which method to more accurately predict the project completion date?

b. GERT

c. PERT

d. Activity sampling

38. The project manager for a project is going to use the PERT method of scheduling for the project that she is working on. Using the PERT calculation the variance for the project is found to be 25 days and the duration of the project is found to be 169 days. What is the range of values for the project duration such that there will be at least a 95% probability that the actual project completion will fall between the high and low value of the range of values?

a. 164-173 days b. 144-194 days c. 119-219 days d. 159-179 days

39. In distinguishing PERT from CPM one could say that:

a. PERT is probabilistic and CPM is deterministic.

b. CPM is probabilistic and PERT is deterministic.

c. Either one is deterministic or probabilistic depending on how they are used.

d. Neither one is deterministic or probabilistic.

40. According to the Guide to the PMBOK the lowest level of the work breakdown structure is:

b. The activity.

c. The work package.

d. The element.

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