Project Management In Practice 6th Edition by Jack R. Meredith -Test Bank Instant Download - Complete Test Bank With Answers Sample Questions Are Posted Below Chapter 5: Scheduling the Project True/False When it was originally developed, PERT used certain (deterministic) methods to estimate activity duration. Answer: …
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Project Management In Practice 6th Edition by Jack R. Meredith -Test Bank
Instant Download – Complete Test Bank With Answers
Sample Questions Are Posted Below
Chapter 5: Scheduling the Project
True/False
Answer: False
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.2
Level: easy
Answer: False
Response: See section 5.2
Level: medium
Answer: True
Response: See section 5.3
Level: medium
Answer: False
Response: See section 5.4
Level: medium
Answer: False
Response: See section 5.5
Level: medium
Answer: False
Response: See section 5.5
Level: medium
Answer: True
Response: See section 5.2
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.4
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.4
Level: medium
Answer: False
Response: See section 5.1
Level: medium
Answer:True
Response: See section 5.1
Level: medium
Answer: True
Response:See section 5.4
Level: medium
Answer: False
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.1
Level: easy
Answer: False
Response: See section 5.2
Level: medium
Answer: True
Response: See section 5.3
Level: medium
Answer: False
Response: See section 5.3
Level: medium
Answer: False
Response: See section 5.5
Level: medium
Answer: false
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.1
Level: medium
Answer: true
Response: See section 5.1
Level: medium
Answer: False
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: medium
Answer: True
Response: See section 5.1
Level: easy
Answer: True
Response: See section 5.1
Level: medium
Multiple Choice
Answer: c
Response: Seesection 5.4
Level: medium
Answer: c
Response: See section 5.1
Level: medium
Answer: a
Response: See section 5.1
Level: easy
Answer: c
Response: See section 5.2
Level: medium
Answer: b
Response: See section 5.2
Level: medium
Answer: c
Response: See section 5.1
Level: medium
Answer: d
Response: See section 5.1
Level: medium
Answer: d
Response: See section 5.1
Level: medium
Answer: a
Response: See section 5.1
Level: medium
Answer: b
Response: See section 5.1
Level: difficult
Answer: d
Response: See section 5.1
Level: difficult
Answer: a
Response: See section 5.1
Level: difficult
Answer: d
Response: See section 5.1
Level: difficult
Answer: c
Response: See section 5.1
Level: difficult
Answer: e
Response: See section 5.1
Level: difficult
Answer: d
Response: See section 5.1
Level: difficult
Answer: c
Response: See section 5.1
Level: difficult
Answer: b
Response: See section 5.1
Level: difficult
Answer: b
Response: See section 5.1
Level: difficult
Short Answer
Answer:Critical path is the set of activities on a path from the project’s start event to its finish event that, if delayed, will delay the completion date of the project.
Response: See section 5.1
Level: easy
Answer:The amount of time a noncritical task of a project can be delayed without delaying the project is called slack or float. The slack for any activity is easily calculated as latest start time (LS) – earliest start time (ES) = latest finish time (LF) – earliest finish time (EF) = slack.
It should be clear that for any task on the critical path, its LF must be the same as its EF. It therefore has zero slack. But for activities not on the critical path, the LF and EF (or the LS and ES) will differ and this difference is the activity slack.
Response: See section 5.1
Level: easy
Answer:A Gantt chart displays project activities as bars measured against a horizontal time scale. It is the most popular way of exhibiting sets of related activities in the form of schedules.It is easily constructed and read. It can contain a considerable amount of information and is an excellent communication device about the state of a project.
Response: See section 5.4
Level: easy
Answer: The four methods of linking steps in a project using precedence diagramming are finish to start, start to start, finish to finish, and start to finish.
Response: See section 5.5
Level: easy
Answer: The amount of time a noncritical task can be delayed without delaying the project is called slack or float. Free slack is defined as the time an activity can be delayed without affecting the start time of any successor activity.
Response: See section 5.1
Level: medium
Answer:The simulation approach has a direct way of circumventing the assumption of statistical independence if the assumption is not realistic. With simulation, one simply includes the activity or path dependencies as a part of the simulation model. The dependencies are modeled by expressing the functional relationship between the activities or paths along with its distribution, mean, and variance so that it may become a variable in the simulation. While this can be done in the statistical approach also, it is much more difficult to handle.
Using the statistical process, the analyst must find the mean time and variance for each path. Using simulation, the computer selects a sample from the distribution of activity times for each activity and then calculates the path duration for each path enumerated.
Response: See section 5.2
Level: medium
Answer:The Gantt chart is an excellent device to aid in monitoring a project and/or in communicating information on its current state to others. Gantt charts, however, are not adequate replacements for networks. They are complementary scheduling and control devices.
Response: See section 5.4
Level: medium
Answer:Assume that all possible durations (or all possible costs) for some task can be represented by a statistical distribution.The individual or group making the estimates is asked for a task duration, a, such that the actual duration of the task will be a or lower. Thus a is an optimistic estimate. The pessimistic estimate, b, is an estimated duration for the same task such that the actual finish time will be b or greater. The most likely or normal duration is m, which is the mode of the distribution.The mean of this distribution, also referred to as the “expected time,” TE, can easily be found in the following way:
TE= (a+ 4m+b)/6
This calculation gives an approximation of the mean of a beta distribution.The calculation itself is merely a weighted average of the three time estimates, a, m, and b using weights of 1-4-1, respectively.We can also approximate the standard deviation, σ, of the beta distribution as:
σ = (b – a)/6
In this case, the “6” is not a weighted average but rather an assumption that the range of the distribution covers six standard deviations (6σ). It follows that the variance ofthis distribution is estimated as:
Var = σ² = ((b – a)/6)²
The assumption that the range of the distribution, b– a, covers six standard deviations is important. It assumes that the estimator actually attempted to judge a andb so that 99.7 percent of all cases were greater than a and less than b.99.7 percent translates to “almost never outside the range,” (three standard deviations) leading to estimates of a and b that are so small and large, respectively, as to be nearly useless.
But estimators are not so uncomfortable making estimates at the 95 (or 90) percent levels where a is estimated so that 5 (or 10) percent of all cases are less than a, and 5(or 10) percent are greater than b. These estimates are within the range of everyday experience. These levels, however, do not cover 6σ, so using the above formula forfinding the standard deviation will result in a significant underestimation of theuncertainty associated with activity durations and cost estimates. Correcting for sucherrors is simple. If a andb estimates are made at the 95 percent level, the followingshould be used to find σ (and squared to find the variance):
σ = (b – a)/3.3
If estimates of a and b are made at the 90 percent level
σ = (b–a)/2.6
Response: See section 5.2
Level: medium
Answer:There are several problems with using probabilistic activity times to find the critical path. For example, given the uncertainty in path durations, we cannot be sure that a particular path is actually the critical path. One of the other paths may turn out to be longer when the project is actually carried out. We should remember that start and finish times are estimates and that the activity durations are ranges, not point estimates. We refer to a particular path as the critical path solely because it is customary to call the path with the longest expected time the “critical path.” Again, only after the fact do we know which path was actually the critical path. The managerial implication of this caveat is that the project manager must carefully manage all paths that have a reasonable chance of being the actual critical path. It is also well to remember that in reality all projects are characterized by uncertainty. Sometimes, with routine maintenance projects, for example, activity variances are quite small, but they are rarely zero.
Response: See section 5.2
Level: medium
Answer:The term merger is used to describe a situation in which two or more paths in a network join.When two or more paths through a network join, even at the end of the network, paths that have little slack and/or high variance may become critical simply by chance.
Response: See section 5.2
Level: medium
Answer:The PM’s primary attention must be paid to activities on the critical path. If anything delays one of these activities, the project will be late. At the start of the project, the PM should correctly note that activity a is on the critical path and b is not. The question at this stage would be whether or not any resources reserved for use on b can be borrowed for a few days to work on a and thereby shorten its duration. The nature of b’s resources and a’s technology will dictate whether or not this is possible. If a, for example, could be shortened a day by using b’s resources for 4 days, the critical path would be shortened by a day. This would cause no problem for b, which had 7 days of slack. If the delivery date for the project remains the same, the entire project would then have a day of slack. The presence of project slack tends to lower the PM’s pulse rate and blood pressure.
Response: See section 5.1
Level: medium
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Original price was: $30.00.$20.00Current price is: $20.00.
Original price was: $30.00.$20.00Current price is: $20.00.
Original price was: $30.00.$20.00Current price is: $20.00.
Original price was: $30.00.$20.00Current price is: $20.00.
