Question 1

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 2

Consider the following work breakdown structure: $$\begin{array}{r}
\text { Duration Estimates (Days) }\quad\quad\quad\
\begin{array} { l c c c c } 
\text { Activity } & \text { Precedes } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline \text { Start } & \text { U, V } & - & - & - \
\text { U } & \text { W } & 35 & 50 & 65 \
\text { V } & \text { W, X } & 28 & 40 & 52 \
\text { W } & \text { Z } & 26 & 35 & 44 \
\text { X } & \text { Y } & 28 & 40 & 52 \
\text { Y } & \text { Z } & 26 & 29 & 38 \
\text { Z } & \text { End } & 36 & 60 & 84
\end{array}
\end{array}$$ What is the estimated standard deviation in the time for activity Z?

Accepted Answer

A)  3 days 
B)  2 days 
C)  4 days 
D)  8 days 
E)  5 days 
A)  3 days 
B)  2 days 
C)  4 days 
D)  8 days 
E)  5 days

Question 3

Consider the following work breakdown structure: $$\begin{array}{r}
\text { Duration Estimates (Days) }\quad\quad\quad\
\begin{array} { l c c c c } 
\text { Activity } & \text { Precedes } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline \text { Start } & \text { U, V } & - & - & - \
\text { U } & \text { W } & 35 & 50 & 65 \
\text { V } & \text { W, X } & 28 & 40 & 52 \
\text { W } & \text { Z } & 26 & 35 & 44 \
\text { X } & \text { Y } & 28 & 40 & 52 \
\text { Y } & \text { Z } & 26 & 29 & 38 \
\text { Z } & \text { End } & 36 & 60 & 84
\end{array}
\end{array}$$ 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 4

Consider the following work breakdown structure: $$\begin{array} { l c c c c } 
\text { Activity } & \text { Precedes } & \begin{array} { c } 
\text { Normal } \
\text { Time (wks) }
\end{array} & \begin{array} { c } 
\text { Crashing } \
\text { Cost } \left( 1 ^ { \text {st } } \text { week } \right)
\end{array} & \left( 2 ^ { \text {nd } } \right. \text { week) } \
\hline \text { Start } & \text { A, B } & - & - & - \
\text { A } & \text { C, D } & 6 & 8 & - \
\text { B } & \text { G } & 4 & 5 & 6 \
\text { C } & \text { E } & 4 & - & - \
\text { D } & \text { F } & 5 & 6 & 6 \
\text { E } & \text { H } & 6 & 8 & 8 \
\text { F } & \text { H } & 6 & 7 & 10 \
\text { G } & \text { I } & 8 & 3 & 5 \
\text { H } & \text { End } & 5 & 12 & 15 \
\text { I } & \text { End } & 6 & 5 & -
\end{array}$$ In crashing this project to 18 weeks, which activities (in order of selection) will be reduced?

Accepted Answer

None

Question 5

One upside to terminating a project that is not going as well as planned is that:

Accepted Answer

A)  poorly performing project team members will be kept from causing trouble elsewhere. 
B)  no additional costs will be incurred. 
C)  poor project managers will be weeded out. 
D)  resources can perhaps be put to better use elsewhere. 
E)  project completion will be hastened. 
A)  poorly performing project team members will be kept from causing trouble elsewhere. 
B)  no additional costs will be incurred. 
C)  poor project managers will be weeded out. 
D)  resources can perhaps be put to better use elsewhere. 
E)  project completion will be hastened.

Question 6

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 7

Determine the amount of slack in each of a project's activities (presented below), and identify those that are on the critical path. $$\begin{array} { l l l } 
\text { Activity } & \text { Precedes } & \text { Est. Duration (wks) } \
\hline \text { Start } & \text { a, e } & 0 \
\text { a } & \text { c, d } & 4 \
\text { e } & \text { f } & 9 \
\text { f } & \text { g } & 5 \
\text { d } & \text { g } & 2 \
\text { c } & \text { end } & 6 \
\text { g } & \text { end } & 3
\end{array}$$

Accepted Answer

\[\begin{array} { l l l l l l } 
\text {

Question 8

Consider the following work breakdown structure: $\begin{array}{cccccc}
&\text { Start }&\text { Finish }&&\text { Duration (Days) } \
\text { Activity } & \text { Node } & \text { Node } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline  \text { A } & 1 & 2 & 41 & 50 & 59 \
\text { B } & 1 & 3 & 54 & 60 & 66 \
\text { C } & 2 & 4 & 58 & 70 & 82 \
\text { D } & 3 & 4 & 32 & 41 & 44
\end{array}$ What is the estimated expected (mean) time for activity D?

Accepted Answer

A)  32 days 
B)  41 days 
C)  44 days 
D)  42 days 
E)  40 days 
A)  32 days 
B)  41 days 
C)  44 days 
D)  42 days 
E)  40 days

Question 9

Consider the following work breakdown structure: $$\begin{array} { l c c c c } 
\text { Activity } & \text { Precedes } & \begin{array} { c } 
\text { Normal } \
\text { Time } ( \mathrm { wks } )
\end{array} & \begin{array} { c } 
\text { Crashing } \
\text { Cost } \left( 1 ^ { \text {st } } \text { week } \right)
\end{array} & \left( 2 ^ { \text {nd } } \text { week } \right) \
\hline \text { Start } & \text { A, B } & - & - & - \
\text { A } & \text { C, D } & 6 & 8 & - \
\text { B } & \text { G } & 4 & 5 & 6 \
\text { C } & \text { E } & 4 & - & - \
\text { D } & \text { F } & 5 & 6 & 6 \
\text { E } & \text { H } & 6 & 8 & 8 \
\text { F } & \text { H } & 6 & 7 & 10 \
\text { G } & \text { I } & 8 & 3 & 5 \
\text { H } & \text { End } & 5 & 12 & 15 \
\text { I } & \text { End } & 6 & 5 & -
\end{array}$$ What activities make up the critical path?

Accepted Answer

Critical p

Question 10

Good project management is especially important with virtual teams.

Accepted Answer

A) True 
 B)False

Question 11

Consider the following work breakdown structure: $$\begin{array}{r}
\text { Duration Estimates (Days) }\quad\quad\quad\
\begin{array} { l c c c c } 
\text { Activity } & \text { Precedes } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline \text { Start } & \text { U, V } & - & - & - \
\text { U } & \text { W } & 35 & 50 & 65 \
\text { V } & \text { W, X } & 28 & 40 & 52 \
\text { W } & \text { Z } & 26 & 35 & 44 \
\text { X } & \text { Y } & 28 & 40 & 52 \
\text { Y } & \text { Z } & 26 & 29 & 38 \
\text { Z } & \text { End } & 36 & 60 & 84
\end{array}
\end{array}$$ What is the probability that the critical path for this project will be completed within 200 days?

Accepted Answer

A)  0.8413 
B)  0.9544 
C)  0.9772 
D)  0.9974 
E)  0.9987 
A)  0.8413 
B)  0.9544 
C)  0.9772 
D)  0.9974 
E)  0.9987

Question 12

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 13

Project management software eliminates conflicts when there are shared resources.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is not a limitation of PERT and similar project-scheduling techniques?

Accepted Answer

A)  They force the manager to organize and quantify information. 
B)  One or more important activities may be omitted from the network. 
C)  Precedence relationships may not all be correct as shown. 
D)  Time estimates may contain a "fudge factor." 
E)  The use of a computer is essential for large projects. 
A)  They force the manager to organize and quantify information. 
B)  One or more important activities may be omitted from the network. 
C)  Precedence relationships may not all be correct as shown. 
D)  Time estimates may contain a "fudge factor." 
E)  The use of a computer is essential for large projects.

Question 15

One way that project management differs from management of more traditional activities is because of the limited lifetime of projects.

Accepted Answer

A) True 
 B)False

Question 16

Activity C has an early start time of 8, an early finish time of 12, a latest start time of 13, and a latest finish time of 17. Its slack is:

Accepted Answer

A)  0. 
B)  1. 
C)  4. 
D)  5. 
E) 9. 
A)  0. 
B)  1. 
C)  4. 
D)  5. 
E) 9.

Question 17

Consider the following work breakdown structure: $\begin{array}{cccccc}
&\text { Start }&\text { Finish }&&\text { Duration (Days) } \
\text { Activity } & \text { Node } & \text { Node } & \text { Optimistic } & \text { Most Likely } & \text { Pessimistic } \
\hline  \text { A } & 1 & 2 & 41 & 50 & 59 \
\text { B } & 1 & 3 & 54 & 60 & 66 \
\text { C } & 2 & 4 & 58 & 70 & 82 \
\text { D } & 3 & 4 & 32 & 41 & 44
\end{array}$ What is the estimated slack time for activity D?

Accepted Answer

A)  0 days 
B)  19 days 
C)  20 days 
D)  79 days 
E)  80 days 
A)  0 days 
B)  19 days 
C)  20 days 
D)  79 days 
E)  80 days

Question 18

Which of the following is determined as a direct result of computing the earliest starting and finishing times for the activities of a project network?

Accepted Answer

A)  expected project duration 
B)  activity slack time 
C)  which activities are on the critical path 
D)  variance in project duration 
E)  maximum project duration 
A)  expected project duration 
B)  activity slack time 
C)  which activities are on the critical path 
D)  variance in project duration 
E)  maximum project duration

Question 19

Consider the portion of a project depicted by this graph:   What is the earliest finish time for activity 10-11 (far right-hand side) if the earliest start time of 8-10 (upper left-hand side) is 12 and the earliest start time of 9-10 (lower left-hand side) is 13?

Accepted Answer

A)  22 
B)  23 
C)  24 
D)  25 
E)  26 
A)  22 
B)  23 
C)  24 
D)  25 
E)  26

Question 20

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 expected (mean) times (in weeks) for activities A-H?

Accepted Answer

15; 20; 10

Exam 17: Project Management

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.

Consider the following work breakdown structure: Duration Estimates (Days) Activity Precedes Optimistic Most Likely Pessimistic Start U, V - - - U W 35 50 65 V W, X 28 40 52 W Z 26 35 44 X Y 28 40 52 Y Z 26 29 38 Z End 36 60 84 What is the estimated standard deviation in the time for activity Z?

Consider the following work breakdown structure: Duration Estimates (Days) Activity Precedes Optimistic Most Likely Pessimistic Start U, V - - - U W 35 50 65 V W, X 28 40 52 W Z 26 35 44 X Y 28 40 52 Y Z 26 29 38 Z End 36 60 84 What is the estimated expected (mean) time for project completion?

One upside to terminating a project that is not going as well as planned is that:

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.

Determine the amount of slack in each of a project's activities (presented below), and identify those that are on the critical path. Activity Precedes Est. Duration (wks) Start a, e 0 a c, d 4 e f 9 f g 5 d g 2 c end 6 g end 3

Consider the following work breakdown structure: Start Finish Duration (Days) Activity Node Node Optimistic Most Likely Pessimistic A 1 2 41 50 59 B 1 3 54 60 66 C 2 4 58 70 82 D 3 4 32 41 44 What is the estimated expected (mean) time for activity D?

Consider the following work breakdown structure: Activity Precedes Normal Time () 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 activities make up the critical path?

Good project management is especially important with virtual teams.

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

Project management software eliminates conflicts when there are shared resources.

Which of the following is not a limitation of PERT and similar project-scheduling techniques?

One way that project management differs from management of more traditional activities is because of the limited lifetime of projects.

Activity C has an early start time of 8, an early finish time of 12, a latest start time of 13, and a latest finish time of 17. Its slack is:

Consider the following work breakdown structure: Start Finish Duration (Days) Activity Node Node Optimistic Most Likely Pessimistic A 1 2 41 50 59 B 1 3 54 60 66 C 2 4 58 70 82 D 3 4 32 41 44 What is the estimated slack time for activity D?

Which of the following is determined as a direct result of computing the earliest starting and finishing times for the activities of a project network?

Consider the portion of a project depicted by this graph: What is the earliest finish time for activity 10-11 (far right-hand side) if the earliest start time of 8-10 (upper left-hand side) is 12 and the earliest start time of 9-10 (lower left-hand side) is 13?

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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