Question 1

A hierarchical listing of what must be done during a project is called matrix.

Accepted Answer

A) True 
 B)False

Question 2

Consider the following work breakdown structure:  
What is the probability that the critical path for this project will be completed within 210 days?

Accepted Answer

A)  0.5000 
B)  0.8413 
C)  0.9544 
D)  0.9772 
E)  0.9987 
A)  0.5000 
B)  0.8413 
C)  0.9544 
D)  0.9772 
E)  0.9987

Question 3

A popular visual tool for planning and scheduling simple projects, and for monitoring progress, is the:

Accepted Answer

A)  activity-on-arrows network. 
B)  activity-on-nodes network. 
C)  Gantt chart. 
D)  critical path method. 
E)  program evaluation and review technique. 
A)  activity-on-arrows network. 
B)  activity-on-nodes network. 
C)  Gantt chart. 
D)  critical path method. 
E)  program evaluation and review technique.

Question 4

A Gantt chart is a popular visual tool for displaying the established precedence relationships.

Accepted Answer

A) True 
 B)False

Question 5

Matrix organizations transfer control of workers to project managers for the duration of the project.

Accepted Answer

A) True 
 B)False

Question 6

Given this information about activity 3-4: ES = 10, EF = 15, LS = 16, and LF = 21, we can determine that the amount of slack associated with the activity is:

Accepted Answer

A)  0. 
B)  1. 
C)  5. 
D)  6. 
E)  11. 
A)  0. 
B)  1. 
C)  5. 
D)  6. 
E)  11.

Question 7

Consider the following work breakdown structure:  
What is the probability that the critical path for this project will be completed within 52 weeks?

Accepted Answer

A)  0.1554 
B)  0.3108 
C)  0.3466 
D)  0.6554 
E)  0.8277 
A)  0.1554 
B)  0.3108 
C)  0.3466 
D)  0.6554 
E)  0.8277

Question 8

Consider the following work breakdown structure:  
What is the estimated expected (mean) time for activity E?

Accepted Answer

A)  31 weeks 
B)  38 weeks 
C)  39 weeks 
D)  40 weeks 
E)  43 weeks 
A)  31 weeks 
B)  38 weeks 
C)  39 weeks 
D)  40 weeks 
E)  43 weeks

Question 9

Consider the following work breakdown structure:  
What is the estimated expected (mean) time for project completion?

Accepted Answer

A)  35 weeks 
B)  39 weeks 
C)  50 weeks 
D)  104 weeks 
E)  105 weeks 
A)  35 weeks 
B)  39 weeks 
C)  50 weeks 
D)  104 weeks 
E)  105 weeks

Question 10

The project computing algorithm requires both a forward and a backward pass.

Accepted Answer

A) True 
 B)False

Question 11

In "crashing" a project, a manager will generally focus on activities which:

Accepted Answer

A)  are not on the critical path. 
B)  are the least costly to crash. 
C)  are costly to crash and are on the critical path. 
D)  are on the critical path and are the least costly to crash. 
E)  are the easiest to crash. 
A)  are not on the critical path. 
B)  are the least costly to crash. 
C)  are costly to crash and are on the critical path. 
D)  are on the critical path and are the least costly to crash. 
E)  are the easiest to crash.

Question 12

Consider the following work breakdown structure:  
What is the estimated expected (mean) time for activity E?

Accepted Answer

A)  91 days 
B)  99 days 
C)  100 days 
D)  101 days 
E)  115 days 
A)  91 days 
B)  99 days 
C)  100 days 
D)  101 days 
E)  115 days

Question 13

Consider the following work breakdown structure:  
What is the estimated expected (mean) time for activity E?

Accepted Answer

A)  35 days 
B)  36 days 
C)  39 days 
D)  40 days 
E)  45 days 
A)  35 days 
B)  36 days 
C)  39 days 
D)  40 days 
E)  45 days

Question 14

Consider the following work breakdown structure:  
What is the estimated expected (mean) time for project completion?

Accepted Answer

A)  135 days 
B)  145 days 
C)  170 days 
D)  180 days 
E)  255 days 
A)  135 days 
B)  145 days 
C)  170 days 
D)  180 days 
E)  255 days

Question 15

Deterministic networks use three time estimates-shortest, most likely, and longest-for each activity in order to best determine the activity's estimated time.

Accepted Answer

A) True 
 B)False

Question 16

The project management strategy of injecting additional resources in order to reduce the length of the project is called:

Accepted Answer

A)  expediting. 
B)  rushing. 
C)  panicking. 
D)  crashing. 
E)  loading. 
A)  expediting. 
B)  rushing. 
C)  panicking. 
D)  crashing. 
E)  loading.

Question 17

A node has one entering activity, a, and two leaving activities, b and c. Given the following information, determine the latest starting time for activity a: EFb = 15, EFc = 17, LFb = 24, LFc = 27; activity times are a = 4, b = 6, c = 8.

Accepted Answer

A)  14 
B)  15 
C)  16 
D)  17 
E)  18 
A)  14 
B)  15 
C)  16 
D)  17 
E)  18

Question 18

If two consecutive activities have shared slack, this means that each of them can use only half of the slack without delaying completion of the project.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following are advantages of PERT and CPM?
(I) It is visual.
(II) It is automatically updated.
(III) Activities that need to be watched closely can be identified.

Accepted Answer

A)  I and II 
B)  II and III 
C)  III only 
D)  I and III 
E)  I, II, and III 
A)  I and II 
B)  II and III 
C)  III only 
D)  I and III 
E)  I, II, and III

Question 20

Consider the following work breakdown structure:  
What is the estimated expected (mean) time for project completion?

Accepted Answer

A)  100 days 
B)  140 days 
C)  199 days 
D)  200 days 
E)  440 days 
A)  100 days 
B)  140 days 
C)  199 days 
D)  200 days 
E)  440 days

Exam 23: Project Management

A hierarchical listing of what must be done during a project is called matrix.

Consider the following work breakdown structure: What is the probability that the critical path for this project will be completed within 210 days?

A popular visual tool for planning and scheduling simple projects, and for monitoring progress, is the:

A Gantt chart is a popular visual tool for displaying the established precedence relationships.

Matrix organizations transfer control of workers to project managers for the duration of the project.

Given this information about activity 3-4: ES = 10, EF = 15, LS = 16, and LF = 21, we can determine that the amount of slack associated with the activity is:

Consider the following work breakdown structure: What is the probability that the critical path for this project will be completed within 52 weeks?

Consider the following work breakdown structure: What is the estimated expected (mean) time for activity E?

Consider the following work breakdown structure: What is the estimated expected (mean) time for project completion?

The project computing algorithm requires both a forward and a backward pass.

In "crashing" a project, a manager will generally focus on activities which:

Consider the following work breakdown structure: What is the estimated expected (mean) time for activity E?

Consider the following work breakdown structure: What is the estimated expected (mean) time for activity E?

Consider the following work breakdown structure: What is the estimated expected (mean) time for project completion?

Deterministic networks use three time estimates-shortest, most likely, and longest-for each activity in order to best determine the activity's estimated time.

The project management strategy of injecting additional resources in order to reduce the length of the project is called:

A node has one entering activity, a, and two leaving activities, b and c. Given the following information, determine the latest starting time for activity a: EFb = 15, EFc = 17, LFb = 24, LFc = 27; activity times are a = 4, b = 6, c = 8.

If two consecutive activities have shared slack, this means that each of them can use only half of the slack without delaying completion of the project.

Which of the following are advantages of PERT and CPM? (I) It is visual. (II) It is automatically updated. (III) Activities that need to be watched closely can be identified.

Consider the following work breakdown structure: What is the estimated expected (mean) time for project completion?

Introduction to Operations Management

Competitiveness

Forecasting

Product and Service Design

RELIABILITY – Static

Strategic Capacity Planning for Products and Services

Decision Theory– Static

Process Selection and Facility Layout

Work Design and Measurement

learning curve– Static

Location Planning and Analysis

The Transportation Model– Static

Management of Quality

Quality Control

Acceptance Sampling– Static

Aggregate Planning and Master Scheduling

MRP and ERP

Inventory Management

JIT and Lean Operations

Maintenance– Static

Supply Chain Management

Scheduling

Management of Waiting Lines

Linear Programming

Filters