T F T T T F F F T F F T T F T F

1 Many information technology projects are failures in terms of meeting scope, time, and cost projections. 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. 3 Schedule performance can be estimated by subtracting the original time estimate from how long it really took to complete the project. 4 Individual work styles and cultural differences may cause schedule conflicts. 5 Different cultures may have different perceptions of work ethic. 6 The outputs to schedule development include activity duration estimates and project document updates. 7 The main outputs of estimating activity resources include the activity list and attributes, project scope statement, milestone list, and organizational process assets. 8 Most managers are unfamiliar with any forms of scheduling. 9 Project schedules grow out of the basic documents that initiate a project. 10 It only takes one activity to complete a milestone. 11 Activity information is not a required input to the other time management processes. 12 After defining project activities, the next step in project time management is sequencing them or determining their dependencies. 13 Even though the delivery of new hardware may not be in the scope of a project, you should add an external dependency to it if required project activities depend on that delivery. 14 Network diagrams are the preferred technique for showing activity discretionary dependencies. 15 The arrows in a network diagram represent the activity sequencing or relationships between tasks. 16 It is not necessary to complete all of the activities on the network diagram in order for the project to finish.

F F T F T T F F T T F T T F
C a. b. two four

17 Every item on the WBS needs to be on the network diagram. 18 Start-to-finish relationships are the most common type of relationships. 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. 20 Duration only includes the actual amount of time worked on an activity. 21 In a Gantt chart created in Microsoft Project, a black diamond symbol represents a milestone. 22 A Tracking Gantt chart is based on the percentage of work completed for project tasks or the actual start and finish dates. 23 Most projects have one path through a network diagram. 24 The critical path always includes the most critical activities. 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. 26 Fast tracking can end up lengthening the project schedule. 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. 28 One of PERTs main disadvantages is that it involves more work than CPM. 29 Many projects, especially in information technology, have very unrealistic schedule expectations. 30 Project management software does not have the capacity to automatically generate network diagrams and calculate the critical path(s) for the project. 31 There are ____ main processes involved in project time management. c. six d. ten

a.

32 ____ involves identifying the specific activities that the project team

a.

Defining activities Sequencing activities

members and stakeholders must perform to produce the project deliverables. c. Estimating activity resources

b.

d.

Estimating activity durations

a.

33 The main outputs of the ____ process are an activity list, activity attributes, and milestone list. defining c. resource estimating activities activities sequencing activities d. duration estimating activities

b.

34 ____ involves identifying and documenting the relationships between project activities. Defining c. Estimating activity resources activities Sequencing activities d. Estimating activity durations

35 ____ involves estimating the number of work periods that are needed to complete individual activities. Defining c. Estimating activity resources activities Sequencing activities d. Estimating activity durations

b.

36 ____ involves analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. Estimating c. Controlling the schedule activity durations

Developing the schedule

d.

Estimating activity resources

37 ____ involves controlling and managing changes to the project schedule. Estimating c. Controlling the schedule activity durations Developing the schedule d. Estimating activity resources

38 Outputs from ____ include work performance measurements, organizational process assets updates, change requests, project management plan updates, and project document updates. estimating c. controlling the schedule activity durations developing schedules d. estimating activity resources

39 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. activity list c. activity descriptions

milestones

d.

activity attributes

a.

40 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. defining c. estimating activity resources activities sequencing activities d. estimating activity durations

41 ____ results in supporting detail to document important product information as well as assumptions and constraints related to specific activities. Defining c. Estimating activity resources activities Sequencing activities d. Estimating activity duration

42 ____ involves evaluating the reasons for dependencies and the different types of dependencies. Defining c. Estimating activity resources activities Sequencing activities d. Estimating activity duration

43 ____ dependencies are inherent in the nature of the work being performed on a project. Mandatory c. External Discretiona d. Internal ry

44 ____ dependencies are sometimes referred to as soft logic and should be used with care since they may limit later scheduling options. Mandatory c. External Discretiona d. Internal ry

45 ____ dependencies involve relationships between project and non-project activities. Mandatory c. External Discretiona d. Internal ry

46 ____ occur when two or more activities follow a single node.

Combinatio ns Conflicts

c. d.

Merges Bursts

C top left

47 On a network diagram, all arrowheads should face toward the ____. c. right d. bottom

A PDM AOA

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. start-to-start c. finish-to-finish finish-tostart d. start-to-finish

A.

50 In a ____ relationship, the from activity cannot start until the to activity is started. start-to-start c. finish-to-finish finish-tostart d. start-to-finish

51 In a ____ relationship, one task cannot finish before another finishes. start-to-start c. finish-to-finish finish-tostart d. start-to-finish

52 A ____ is a hierarchical structure that identifies the projects resources by category and type. work c. network diagram breakdown structure

resource breakdown structure

d.

critical path analysis

53 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 ____. definitions c. resource estimates sequences d. duration estimates

54 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. defining c. developing the schedule activities sequencing activities d. estimating activity duration

55 ____ 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. Gantt charts c. Critical chain scheduling

Critical path analysis

d.

PERT analysis

56 ____ is a network diagramming technique used to predict total project duration. A Gantt c. Critical chain scheduling chart Critical path analysis d. PERT analysis

57 The critical path is the ____ path through a network diagram, and it represents the ____ time it takes to complete a project. longest; c. shortest; longest longest longest; shortest d. shortest; shortest

58 ____ is the amount of time an activity can be delayed without delaying the early start date of any immediately following activities. Total slack c. Free time Total float d. Free slack

59 ____ is the amount of time an activity can be delayed from its early start without delaying the planned project finish date. Total slack c. Total time Free float d. Free slack

60 The ____ for an activity is the latest possible time an activity might begin without delaying the project finish date. early entry c. late start date date late entry date d. early start date

61 ____ is a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost. Crushing c. Fast tracking Crashing d. Expediting

62 ____ involves doing activities in parallel that you would normally do in sequence. Crushing c. Fast tracking Crashing d. Expediting

63 ____ 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 Critical path analysis

c.

Critical chain scheduling

d.

PERT analysis

critical paths feeding buffers

64 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 d. fast tracking

65 ____ states that work expands to fill the time allowed. Murphys c. Parkinsons Law Law Newtons Law d. Moores Law

66 ____ use(s) probabilistic time estimatesduration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations instead of one specific or discrete duration estimate. Critical c. Critical Chain Scheduling Path Analysis Gantt charts d. PERT

67 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. activity c. schedule control duration estimating schedule d. developmen t activity resource estimating

68 Project managers often illustrate progress with a ____ showing key deliverables and activities. Tracking c. network diagram Gantt chart Gantt chart d. PERT chart

B project bursts project schedules

69 Project managers must use discipline to control ____. c. project critical paths

d.

project dependencies

D blue yellow Time

70 Project management software highlights the critical path in ____ on a network diagram. c. green d. red 71 ____________________ is the one variable in project scheduling that has the least amount of flexibility. 72 _________________________ involves the processes required to ensure timely completion of a project.

Project time manageme nt Estimating activity resources estimating activity durations activity list

73 ______________________________ involves estimating how many people, equipment, and materials a project team should use to perform project activities. 74 Outputs of ______________________________ include activity duration estimates and project document updates.

75 The ____________________ is a tabulation of activities to be included on a project schedule. 76 A(n) ____________________ on a project is a significant event that normally has no duration. 77 In the activity definition process, the project team should review the

milestone

activity list

____________________ and activity attributes with project stakeholders before moving on to the next step in project time management. network diagram node 78 A(n) ____________________ is a schematic display of the logical relationships among, or sequencing of, project activities. 79 In a network diagram, a(n) ____________________ is simply the starting and ending point of an activity. 80 In a(n) ____________________ relationship, the from activity must start before the to activity can be finished. 81 ____________________ have no duration and no resources but are occasionally needed on AOA network diagrams to show logical relationships between activities. 82 ____________________ is the number of workdays or work hours required to complete a task. 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) ____________________. 84 To make milestones meaningful, some people use the ____________________ criteria to help define them. 85 A(n) ____________________ Gantt chart compares planned and actual project schedule information. 86 A white diamond on the Tracking Gantt chart represents a(n) ____________________. 87 A(n) ____________________ for a project is the series of activities that determine the earliest time by which the project can be completed. 88 A(n) ____________________ determines the early start and early finish dates for each activity. 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.

start-tofinish Dummy activities

Effort

three-point estimate

SMART

Tracking

slipped milestone critical path forward pass Theory of Constraint s Theory of Constraint s (TOC) TOC (Theory of Constraint s)

Multitaskin g Murphys Law schedule control

90 ____________________ occurs when a resource works on more than one task at a time. 91 ____________________ states that if something can go wrong, it will.

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. 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. 94 Managers like to see progress made on projects approximately each ____________________. 95 Many project management software programs come with ____________________ or sample files.

draft schedule

month

templates