Question 1

In order to determine the probability of timely project completion, it is sometimes necessary to take into account paths other than the critical path.

Accepted Answer

A) True 
 B)False

Question 2

Consider the following work breakdown structure: $$\begin{array} { l c c c c } 
\text { Activity } & \text { Precedes } & \begin{array} { c } 
\text { Normal } \
\text { Time (wks) }
\end{array} & \begin{array} { c } 
\text { Crashing } \
\text { Cost } \left( 1 ^ { \text {st } } \right. \text { week) }
\end{array} & \left( 2 ^ { \text {nd } } \right. \text { week) } \
\hline\text { Start } & \text { A, B } & - & - & - \
\text { A } & \text { C, D } & 6 & 8 & - \
\text { B } & \text { G } & 4 & 5 & 6 \
\text { C } & \text { E } & 4 & - & - \
\text { D } & \text { F } & 5 & 6 & 6 \
\text { E } & \text { H } & 6 & 8 & 8 \
\text { F } & \text { H } & 6 & 7 & 10 \
\text { G } & \text { I } & 8 & 3 & 5 \
\text { H } & \text { End } & 5 & 12 & 15 \
\text { I } & \text { End } & 6 & 5 & -
\end{array}$$ What is the total cost of reducing this project by two weeks?

Accepted Answer

Total cost

Question 3

The total cost of crashing any one activity should never exceed 20 percent of the total cost of the original project.

Accepted Answer

A) True 
 B)False

Question 4

Activities not on the critical path have a slack time equal to zero.

Accepted Answer

A) True 
 B)False

Question 5

The advantage a precedence diagram has over a Gantt chart is:

Accepted Answer

A)  its ability to reveal relationships among activities. 
B)  its difficulty in depicting networks. 
C)  its complexity. 
D)  its simplicity. 
E)  its lack of riskiness. 
A)  its ability to reveal relationships among activities. 
B)  its difficulty in depicting networks. 
C)  its complexity. 
D)  its simplicity. 
E)  its lack of riskiness.

Question 6

Which of the following leads to simulation being a useful tool with uncertain activity times?

Accepted Answer

A)  paths that are not independent 
B)  activity times that are not deterministic 
C)  activity times that cannot be crashed 
D)  noncritical paths that have no variability 
E)  critical paths with activities with deterministic time estimates 
A)  paths that are not independent 
B)  activity times that are not deterministic 
C)  activity times that cannot be crashed 
D)  noncritical paths that have no variability 
E)  critical paths with activities with deterministic time estimates

Question 7

In the execution phase of a project's life cycle, activities are guided by decisions that were made in the __________ phase.

Accepted Answer

A)  initiating 
B)  planning 
C)  monitoring/controlling 
D)  closing 
E)  assessment 
A)  initiating 
B)  planning 
C)  monitoring/controlling 
D)  closing 
E)  assessment

Question 8

Consider the following work breakdown structure: $\begin{array}{r}
  \text { Duration Estimate (Days) }\quad \quad \quad \quad  \
\begin{array}{lccccc} 
& \text { Start } & \text { Finish } \
\text { Activity } & \text { Node } & \text { Node } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline \text { A } & 1 & 2 & 9 & 15 & 21 \
\text { B } & 1 & 3 & 13 & 21 & 23 \
\text { C } & 2 & 4 & 6 & 9 & 18 \
\text { D } & 2 & 5 & 23 & 35 & 47 \
\text { E } & 3 & 5 & 19 & 26 & 27 \
\text { F } & 4 & 6 & 23 & 29 & 41 \
\text { G } & 5 & 6 & 14 & 20 & 26 \
\text { H } & 6 & 7 & 2 & 5 & 8
\end{array}\end{array}$ What are the estimated standard deviations (in weeks) in the times for activities A-H?

Accepted Answer

2; 1.67; 2

Question 9

Which of the following is not one of the six key decisions in project management?
(I) Selecting the project team
(II) Deciding on the project manager's title
(III) Managing and controlling project resources
(IV) Deciding which projects to implement
(V) Selecting the project manager

Accepted Answer

A)  I 
B)  II 
C)  III 
D)  IV 
E)  V 
A)  I 
B)  II 
C)  III 
D)  IV 
E)  V

Question 10

Consider the following work breakdown structure: $$\begin{array}{l}

\begin{array} { c c c c c } 
&&&\text { Time Estimates (days) }\
\text { Activity } & \text { Precedes } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline \text { Start } & \text { A, B, C } & - & - & - \
\text { A } & \text { D } & 38 & 50 & 62 \
\text { B } & \text { E } & 90 & 99 & 108 \
\text { C } & \text { End } & 85 & 100 & 115 \
\text { D } & \text { F } & 19 & 25 & 31 \
\text { E } & \text { End } & 91 & 100 & 115 \
\text { F } & \text { End } & 62 & 65 & 68
\end{array}
\end{array}$$ 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 11

Consider the following work breakdown structure: $$\begin{array}{l}

\begin{array} { l c c c c } 
&&&\text { Time Estimates (days) }\
\text { Activity } & \text { Precedes } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline \text { Start } & \text { A, B } & - & - & - \
\text { A } & \text { C, D } & 44 & 50 & 56 \
\text { B } & \text { D } & 45 & 60 & 75 \
\text { C } & \text { E } & 42 & 45 & 48 \
\text { D } & \text { F } & 31 & 40 & 49 \
\text { E } & \text { F } & 27 & 36 & 39 \
\text { F } & \text { End } & 58 & 70 & 82
\end{array}
\end{array}$$ What is the estimated slack time for activity D?

Accepted Answer

A)  0 days 
B)  30 days 
C)  40 days 
D)  50 days 
E)  100 days 
A)  0 days 
B)  30 days 
C)  40 days 
D)  50 days 
E)  100 days

Question 12

Once a project is approved and underway, project managers are only responsible for effectively managing time and costs which, if done well, will assure project completion on time and on budget.

Accepted Answer

A) True 
 B)False

Question 13

Consider the following work breakdown structure: $$\begin{array}{l}

\begin{array} { l c c c c } 
&&&\text { Time Estimates (days) }\
\text { Activity } & \text { Precedes } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline \text { Start } & \text { A, B } & - & - & - \
\text { A } & \text { C, D } & 44 & 50 & 56 \
\text { B } & \text { D } & 45 & 60 & 75 \
\text { C } & \text { E } & 42 & 45 & 48 \
\text { D } & \text { F } & 31 & 40 & 49 \
\text { E } & \text { F } & 27 & 36 & 39 \
\text { F } & \text { End } & 58 & 70 & 82
\end{array}
\end{array}$$ 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 14

There are four activities on the critical path, and they have standard deviations of 1, 2, 4, and 2 days. The standard deviation of the critical path is:

Accepted Answer

A)  3. 
B)  5. 
C)  9. 
D)  16. 
E) 25. 
A)  3. 
B)  5. 
C)  9. 
D)  16. 
E) 25.

Question 15

Consider the portion of a project depicted by this graph:   What is the latest start time of activity 6-7 if the latest finish of activity 7-8 is 26, and the latest finish of activity 7-9 is 23?

Accepted Answer

A)  18 
B)  17 
C)  13 
D)  12 
E)  10 
A)  18 
B)  17 
C)  13 
D)  12 
E)  10

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

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

Accepted Answer

A) True 
 B)False

Question 18

The probability of occurrence of risk events is lower near the beginning of a project and higher near the end of the project since very few activities remain.

Accepted Answer

A) True 
 B)False

Question 19

Consider the following work breakdown structure: $\begin{array}{r}
{\text { Time Estimates (wks) }} \
\begin{array}{lccccc}
& \text { Start } & \text { Finish } \
\text { Activity } & \text { Node } \quad\quad& \text { Node } \quad\quad& \mathrm{t}_{0} \quad\quad& \mathrm{t}_{\mathrm{m}} \quad& \mathrm{t}_{\mathrm{p}} \quad\
\hline \text { A } & 1 & 2 & 11 & 20 & 29 \
\text { B } & 2 & 3 & 2 & 5 & 8 \
\text { C } & 2 & 4 & 18 & 30 & 42 \
\text { D } & 3 & 4 & 7 & 10 & 13 \
\text { E } & 1 & 4 & 31 & 40 & 43
\end{array}\end{array}$ What is the estimated standard deviation in the time for activity E?

Accepted Answer

A)  0 weeks 
B)  1 week 
C)  2 weeks 
D)  3 weeks 
E)  4 weeks 
A)  0 weeks 
B)  1 week 
C)  2 weeks 
D)  3 weeks 
E)  4 weeks

Question 20

Which of the following stages is that one in which the project's expected costs, benefits, and risks are assessed?

Accepted Answer

A)  executing 
B)  monitoring/controlling 
C)  assessment 
D)  planning 
E)  initiating 
A)  executing 
B)  monitoring/controlling 
C)  assessment 
D)  planning 
E)  initiating

Exam 17: Project Management

In order to determine the probability of timely project completion, it is sometimes necessary to take into account paths other than the critical path.

Consider the following work breakdown structure: Activity Precedes Normal Time (wks) Crashing Cost week) week) Start A, B - - - A C, D 6 8 - B G 4 5 6 C E 4 - - D F 5 6 6 E H 6 8 8 F H 6 7 10 G I 8 3 5 H End 5 12 15 I End 6 5 - What is the total cost of reducing this project by two weeks?

The total cost of crashing any one activity should never exceed 20 percent of the total cost of the original project.

Activities not on the critical path have a slack time equal to zero.

The advantage a precedence diagram has over a Gantt chart is:

Which of the following leads to simulation being a useful tool with uncertain activity times?

In the execution phase of a project's life cycle, activities are guided by decisions that were made in the __________ phase.

Which of the following is not one of the six key decisions in project management? (I) Selecting the project team (II) Deciding on the project manager's title (III) Managing and controlling project resources (IV) Deciding which projects to implement (V) Selecting the project manager

Consider the following work breakdown structure: Time Estimates (days) Activity Precedes Optimistic Most Likely Pessimistic Start A, B, C - - - A D 38 50 62 B E 90 99 108 C End 85 100 115 D F 19 25 31 E End 91 100 115 F End 62 65 68 What is the estimated expected (mean) time for activity E?

Consider the following work breakdown structure: Time Estimates (days) Activity Precedes Optimistic Most Likely Pessimistic Start A, B - - - A C, D 44 50 56 B D 45 60 75 C E 42 45 48 D F 31 40 49 E F 27 36 39 F End 58 70 82 What is the estimated slack time for activity D?

Once a project is approved and underway, project managers are only responsible for effectively managing time and costs which, if done well, will assure project completion on time and on budget.

There are four activities on the critical path, and they have standard deviations of 1, 2, 4, and 2 days. The standard deviation of the critical path is:

Consider the portion of a project depicted by this graph: What is the latest start time of activity 6-7 if the latest finish of activity 7-8 is 26, and the latest finish of activity 7-9 is 23?

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

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

The probability of occurrence of risk events is lower near the beginning of a project and higher near the end of the project since very few activities remain.

Consider the following work breakdown structure: Time Estimates (wks) Start Finish Activity Node Node A 1 2 11 20 29 B 2 3 2 5 8 C 2 4 18 30 42 D 3 4 7 10 13 E 1 4 31 40 43 What is the estimated standard deviation in the time for activity E?

Which of the following stages is that one in which the project's expected costs, benefits, and risks are assessed?

Introduction to Operations Management

Competitiveness, Strategy, and Productivity

Forecasting

Product and Service Design

Extension: Reliability

Strategic Capacity Planning for Products and Services

Extension: Decision Theory

Process Selection and Facility Layout

Work Design and Measurement

Extension: Learning Curves

Location Planning and Analysis

Extension: The Transportation Model

Management of Quality

Quality Control

Extension: Acceptance Sampling

Aggregate Planning and Master Scheduling

MRP and ERP

Inventory Management

Jit and Lean Operations

Extension: Maintenance

Supply Chain Management

Scheduling

Management of Waiting Lines

Linear Programming

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