T
1
Many information information technology technology projects projects are failures in terms of meeting scope, time, and cost projections.
F
2
Managers often cite cost issues during the end phase of a project as one of their biggest challenges and the main cause of conflict.
T
3
Schedule performance can be estimated by subtracting subtractin g the original time estimate from how long it really took to complete the project.
T
4
Individual work styles and cultural differences may cause schedule conflicts.
T
5
Different cultures may have different different perceptions perceptions of work ethic.
F
6
The outputs to schedule development include activity duration estimates and project document updates.
F
7
The main outputs of estimating activity resources include the activity list and attributes, project scope statement, milestone list, and organizational process assets. assets.
F
8
Most managers are unfamiliar with any forms of scheduling.
T
9
Project schedules grow out of the basic documents that initiate a project.
F
10
It only takes one activity to complete a milestone.
F
11
Activity information is not a required input to the other time management processes.
T
12
After defining project activities, the next step in project time management management is sequencing them or determining their dependencies.
T
13
Even though the delivery of new hardware may may not be in the scope of a project, you you should add add an external external dependency dependency to it if required required project activities depend on that delivery.
F
14
Network diagrams are the preferred technique for showing activity discretionary dependencies.
T
15
The arrows in a network diagram represent the activity sequencing or relationships between tasks.
F
16
It is not necessary necessary to complete complete all of of the activities on the network diagram in order for the project to finish.
F
17
Every item on the WBS needs to be on the network diagram.
F
18
Start-to-finish relationships are the most common type of relationships.
T
19
It is important that the people who help determine what resources are necessary include people who have experience and expertise in similar projects and with the organization performing the project.
F
20
Duration only includes the actual amount of time worked on an activity.
T
21
In a Gantt chart created in Microsoft Project, a black diamond symbol represents a milestone.
T
22
A Tracking Gantt chart is based on the percentage of work completed for project tasks or the actual start and finish dates.
F
23
Most projects have one path through a network diagram.
F
24
The critical path always includes the most critical activities.
T
25
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.
T
26
Fast tracking can end up lengthening the project schedule.
F
27
By using the PERT weighted average for each activity duration estimate, the total project duration estimate does not account for the risk or uncertainty in the individual activity estimates.
T
28
One of PERT’s main disadvantages is that it involves more work than CPM.
T
29
Many projects, especially in information technology, have very unrealistic schedule expectations.
F
30
C
31
Project management software does not have the capacity to automatically generate network diagrams and calculate the critical path(s) for the project. There are ____ main processes involved in project time management. c. six d. ten
32
____ involves identifying the specific activities that the project team
a. b.
a.
two four
members and stakeholders must perform to produce the project deliverables. c. Estimating activity resources
a.
Defining activities
b.
Sequencing activities
33
a.
defining activities sequencing activities
34
b.
Defining activities Sequencing activities
35
D
Defining activities Sequencing activities
b.
36 Estimating activity durations
d.
Estimating activity durations
The main outputs of the ____ process are an activity list, activity attributes, and milestone list. c. resource estimating activities
d.
duration estimating activities
____ involves identifying and documenting the relationships between project activities. c. Estimating activity resources
d.
Estimating activity durations
____ involves estimating the number of work periods that are needed to complete individual activities. c. Estimating activity resources
d.
Estimating activity durations
____ involves analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. c. Controlling the schedule
C
Developing the schedule
d.
37 Estimating activity durations
____ involves controlling and managing changes to the project schedule. c. Controlling the schedule
Developing the schedule
d.
38
C
estimating activity durations developing schedules
39
Estimating activity resources
Estimating activity resources
Outputs from ____ include work performance measurements, organizational process assets updates, change requests, project management plan updates, and project document updates. c. controlling the schedule
d.
estimating activity resources
activity list
The ____ provide(s) schedule-related information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity. c. activity descriptions
milestones
d.
D
40
a.
defining activities sequencing activities
activity attributes
The 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. c. estimating activity resources
d.
estimating activity durations
41
A
Defining activities Sequencing activities
42
B
Defining activities Sequencing activities
A
43 Mandatory Discretiona ry
B
44 Mandatory Discretiona ry
C
45 Mandatory Discretiona ry
D
46
____ results in supporting detail to document important product information as well as assumptions and constraints related to specific activities. c. Estimating activity resources
d.
Estimating activity duration
____ involves evaluating the reasons for dependencies and the different types of dependencies. c. Estimating activity resources
d.
Estimating activity duration
____ dependencies are inherent in the nature of the work being performed on a project. c. External d. Internal
____ dependencies are sometimes referred to as soft logic and should be used with care since they may limit later scheduling options. c. External d. Internal
____ dependencies involve relationships between project and non-project activities. c. External d. Internal
____ occur when two or more activities follow a single node.
Combinatio ns
c.
Merges
Conflicts
d.
Bursts
C
47
On a network diagram, all arrowheads should face toward the ____. c. right d. bottom
48
The ____ is a network diagramming technique in which boxes represent activities. c. ADM d. POA
49
In a ____ relationship, the “from” activity must finish before the “to” activity can start. c. finish-to-finish
top left
A
PDM AOA
B
start-to-start finish-tostart
d.
50
A.
start-to-start finish-tostart
C
In a ____ relationship, the “from” activity cannot start until the “to” activity is started. c. finish-to-finish d.
start-to-finish
51 In a ____ relationship, one task cannot finish before another finishes. start-to-start c. finish-to-finish finish-tostart
B
start-to-finish
d.
52 work breakdown structure
start-to-finish
A ____ is a hierarchical structure that identifies the project’s resources by category and type. c. network diagram
resource breakdown structure
53
d.
critical path analysis
definitions
The activity list, activity attributes, activity resource requirements, resource calendars, project scope statement, enterprise environmental factors, and organizational process assets all include information that affect ____. c. resource estimates
sequences
d.
D
54
C
defining activities sequencing activities
55
A
Gantt charts
Critical path analysis
A Gantt chart Critical path analysis
The ultimate goal of ____ is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project. c. developing the schedule
d.
estimating activity duration
____ 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. c. Critical chain scheduling
d.
56
B
duration estimates
PERT analysis
____ is a network diagramming technique used to predict total project duration. c. Critical chain scheduling
d.
PERT analysis
57
B
longest; longest longest; shortest
d.
58
D
Total slack Total float
59
A
Total slack Free float
60
C
early entry date late entry date
shortest; shortest
____ is the amount of time an activity can be delayed without delaying the early start date of any immediately following activities. c. Free time d. Free slack
____ is the amount of time an activity can be delayed from its early start without delaying the planned project finish date. c. Total time d. Free slack
The ____ for an activity is the latest possible time an activity might begin without delaying the project finish date. c. late start date d.
61
early start date
Crushing
____ is a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost. c. Fast tracking
Crashing
d.
B
62
Expediting
Crushing
____ involves doing activities in parallel that you would normally do in sequence. c. Fast tracking
Crashing
d.
C
C
The critical path is the ____ path through a network diagram, and it represents the ____ time it takes to complete a project. c. shortest; longest
63
Expediting
____ is a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date.
A Gantt chart
c.
Critical chain scheduling
Critical path analysis
d.
PERT analysis
64
B
critical paths
C
feeding buffers
d.
65 Murphy’s Law
____ states that work expands to fill the time allowed. c. Parkinson’s Law
Newton’s Law
d.
66
D
Critical Path Analysis Gantt charts
C
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. c. dummy activities
67
activity duration estimating schedule developmen t
fast tracking
Moore’s Law
____ use(s) 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. c. Critical Chain Scheduling
d.
PERT
The goal of ____ is to know the status of the schedule, influence the factors that cause schedule changes, determine that the schedule has changed, and manage changes when they occur. c. schedule control
d.
activity resource estimating
68
A
Tracking Gantt chart Gantt chart
69
B
project bursts project schedules
d.
blue yellow
PERT chart
Project managers must use discipline to control ____. c. project critical paths
d.
70
D
Project managers often illustrate progress with a ____ showing key deliverables and activities. c. network diagram
project dependencies
Project management software highlights the critical path in ____ on a network diagram. c. green d. red ____________________ is the one variable in project scheduling that has the least amount of flexibility.
Time
71
Project time manageme nt
72
_________________________ involves the processes required to ensure timely completion of a project.
Estimating activity resources
73
______________________________ involves estimating how many people, equipment, and materials a project team should use to perform project activities.
estimating activity durations
74
Outputs of ______________________________ include activity duration estimates and project document updates.
activity list
75
The ____________________ is a tabulation of activities to be included on a project schedule.
milestone
76
A(n) ____________________ on a project is a significant event that normally has no duration.
activity list
77
In the activity definition process, the project team should review the
____________________ and activity attributes with project stakeholders before moving on to the next step in project time management. network diagram
78
A(n) ____________________ is a schematic display of the logical relationships among, or sequencing of, project activities.
node
79
In a network diagram, a(n) ____________________ is simply the starting and ending point of an activity.
start-tofinish
80
In a(n) ____________________ relationship, the “from” activity must start before the “to” activity can be finished.
Dummy activities
81
____________________ have no duration and no resources but are occasionally needed on AOA network diagrams to show logical relationships between activities.
Effort
82
____________________ is the number of workdays or work hours required to complete a task.
three-point estimate
83
Duration estimates are often provided as a discrete number, such as four weeks, or as a range, such as three to five weeks, or as a(n) ____________________.
SMART
84
To make milestones meaningful, some people use the ____________________ criteria to help define them.
Tracking
85
A(n) ____________________ Gantt chart compares planned and actual project schedule information.
slipped milestone
86
A white diamond on the Tracking Gantt chart represents a(n) ____________________.
critical path
87
A(n) ____________________ for a project is the series of activities that determine the earliest time by which the project can be completed.
forward pass
88
A(n) ____________________ determines the early start and early finish dates for each activity.
Theory of Constraint s Theory of Constraint s (TOC) TOC (Theory of Constraint s)
89
The ______________________________ is based on the fact that, like a chain with its weakest link, 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.
Multitaskin g
90
____________________ occurs when a resource works on more than one task at a time.
Murphy’s Law
91
____________________ states that if something can go wrong, it will.
schedule control
92
The main outputs of ____________________ include work performance measurements, organizational process assets updates, such as lessonslearned reports related to schedule control, change requests, project management plan updates, and project document updates.
draft schedule
93
One of the first reality checks on scheduling that a project manager should make is to review the ____________________ usually included in the project charter.
month
94
Managers like to see progress made on projects approximately each ____________________.
templates
95
Many project management software programs come with ____________________ or sample files.
