Chapter 06 - Developing a Project Plan
Chapter 06 Developing a Project Plan Multiple Choice Questions
1. Information to develop a project network is collected from the A. rgani!ation "reakdown str#ct#re $. %ork "reakdown str#ct#re C. $#dget D. Project proposal &. 'esponsi"ilit( matri)
*. %hich of the following represents an activit( on an A+ project network, A. An arrow $. A line C. A node D. $oth A and $ are correct &. A $ and C are all correct
. Arrows on an A+ project network represent/ A. An activit( $. Project flow C. Dependenc( D. $oth $ and C are correct &. $oth A and $ are correct
. %hen translated into a project network a work package will "ecome A. A single activit( $. ne or more activities C. A milestone D. A critical path &. An arrow
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Chapter 06 - Developing a Project Plan
. %hich of the following is provided "( a project network "#t not "( the work "reakdown str#ct#re, A. Dependencies $. 2e3#encing C. Interrelationships D. $oth A and $ are correct &. A $ and C are all correct
6. n a project network the activit( times are derived from the A. rgani!ation "reakdown str#ct#re $. %ork packages C. $#dget D. Project proposal &. 'esponsi"ilit( matri)
4. Part of a project is to Develop to Develop Product Specifications. Specifications. 5his is "est classified as an7 A. &vent $. Path C. Activit( D. +ode &. 8ilestone
9. An activit( that has more than one dependenc( arrow a rrow flowing into it is termed an7 A. Parallel activit( $. Critical path C. $#rst activit( D. 8erge activit( &. Independent activit(
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Chapter 06 - Developing a Project Plan
. %hich of the following is provided "( a project network "#t not "( the work "reakdown str#ct#re, A. Dependencies $. 2e3#encing C. Interrelationships D. $oth A and $ are correct &. A $ and C are all correct
6. n a project network the activit( times are derived from the A. rgani!ation "reakdown str#ct#re $. %ork packages C. $#dget D. Project proposal &. 'esponsi"ilit( matri)
4. Part of a project is to Develop to Develop Product Specifications. Specifications. 5his is "est classified as an7 A. &vent $. Path C. Activit( D. +ode &. 8ilestone
9. An activit( that has more than one dependenc( arrow a rrow flowing into it is termed an7 A. Parallel activit( $. Critical path C. $#rst activit( D. 8erge activit( &. Independent activit(
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Chapter 06 - Developing a Project Plan
:. 5he critical path in a project network is the A. 2hortest path thro#gh the network $. ;ongest path thro#gh the network C. +etwork path with the most diffic#lt activities D. +etwork path #sing the most reso#rces &. +etwork path with the most merge activities
10. A
11. An item on a project network is Design is Design Software Completed . 5his is "est descri"ed as an7 A. &vent $. Path C. Activit( D. +ode &. 8ilestone
1*. Activities which can take place at the same time are termed A. Parallel activit( $. Critical path C. $#rst activit( D. 8erge activit( &. Independent activit(
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Chapter 06 - Developing a Project Plan
1. A se3#ence of connected dependent activities is termed an7 A. Critical path $. Parallel path C. Activit( chain D. Path &. Dependent chain
1. An A+ project network #ses which of the following "asic "#ilding "locks, A. Arrows $. $ars C. +odes D. $oth A and C are correct &. A $ and C are all correct
1. %hich of the following is not one of the "asic r#les to follow when developing project networks, A. An activit( cannot "egin #ntil all preceding activities have "een completed $. &ach activit( m#st have a #ni3#e identification n#m"er C. Conditional statements are allowed "#t looping statements are not allowed D. An activit( identification n#m"er m#st "e larger that that of an( preceding activities &. +etworks flow from left to right
16. ======== activities m#st "e completed co mpleted immediatel( "efore a partic#lar activit(. A. 8erge $. $#rst C. Predecessor D. 2#ccessor &. Critical
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Chapter 06 - Developing a Project Plan
14. ======== activities are to "e " e completed immediatel( following a partic#lar activit(. A. 8erge $. $#rst C. Predecessor D. 2#ccessor &. Critical
19. 5he forward pass in project network ca lc#lations determines the A. &arliest time>s activities can "egin $. &arliest time>s activities can "e finished C. D#ration of the project D. $oth A and $ are correct &. A $ and C are all correct
1:. 5he "ackward pass in project network calc#lations determines the A. ;atest time>s activities can "egin $. &arliest time>s activities can "e finished C. Critical path D. $oth A and C are correct &. A $ and C are all correct
*0. %hich of the following correctl( calc#lates the earl( finish for an activit(, A. ;2 ? D@' $. &2 ? D@' C. ; ? D@' D. &2 ? 2; &. ; ? 2;
*1. %hich of the following correctl( calc#lates the late start for an activit(, A. & - D@' $. &2 - D@' C. ; - D@' D. &2 - 2; &. ; - 2;ACB
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Chapter 06 - Developing a Project Plan
**. 5he amo#nt of time an activit( can "e dela(ed and (et not dela( the project is termed A. 5otal slack $. ree slack C. Critical float D. loat pad &. 2lip pad
*. %hich of the following will correctl( calc#late the total slack in an activit(, A. ;2 - &2 $. ; - & C. ;2 - ; D. ; - &2 &. $oth A and $ are correct
*. 5he la(ing pipe e)ample in the te)t ill#strates the concept of A. ;addering $. ammock activities C. Critical path D. Conc#rrent engineering &. orward pass
*. @sing a special color cop( machine for a tradeshow p#"lication ill#strates the concept of A. ;addering $. ammock activities C. Critical path D. Conc#rrent engineering &. orward pass
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Chapter 06 - Developing a Project Plan
*6. If for some reason the project m#st "e e)pedited to meet an earlier date which of the following actions wo#ld the project manager take first, A. Check to see which activities cost the least $. Check to see which activities have the longest d#ration C. Check to see which activities are on the critical path D. Check to see which activities have the most slack &. Check to see which activities have the highest risk
*4. 5(picall( an activit( on a project network represents A. A single work package $. ne or more tasks from a work package C. 2everal work packages D. A s#"-delivera"le &. A cost acco#nt
*9. Project network logic errors incl#de which of the following, A. Activities with less than 1 da( d#ration $. 2e3#ences s#ch as if test s#ccessf#l "#ild protot(pe if fail#re redesign C. A se3#ence s#ch as $ s#cceeds A C s#cceeds $ A s#cceeds C D. $oth $ and C are network logic errors &. A $ and C are all network logic errors
*:. %hich compan( #tili!ed conc#rrent engineering to design a new line of cars and in the process completed its development si) months ahead of sched#le, A. Eeneral 8otors $. Chr(sler C. ord D. +issan &. 5o(ota
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Chapter 06 - Developing a Project Plan
0. 5he minim#m amo#nt of time a dependent activit( m#st "e dela(ed to "egin or end is referred to as/ A. ammock $. ;addering C. ;ag D. C#shion &. $#ffer
1. 5he re3#irement for a freshl( po#red fo#ndation to c#re "efore "eginning constr#ction is an e)ample of which of the following t(pe of lag, A. 2tart to 2tart $. 2tart to inish C. inish to inish D. inish to 2tart &. An( of these co#ld "e correct
*. Conc#rrent engineering is a good e)ample of good #se of A. 2tart to 2tart lags $. 2tart to inish lags C. inish to inish lags D. inish to 2tart lags &. An( of these co#ld "e correct
. If testing cannot "e completed an( earlier than fo#r da(s after the protot(pe is "#ilt which of the following t(pe of lag e)ists, A. 2tart to 2tart $. 2tart to inish C. inish to inish D. inish to 2tart &. An( of these co#ld "e correct
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Chapter 06 - Developing a Project Plan
. %hich of the following represents an activit( o n an AA project network, A. An arrow $. A line C. A node D. $oth A and $ are correct &. A $ and C are all correct
. +odes on an A+ project network represent/ A. An activit( $. An event C. 'esponsi"ilit( D. $oth $ and C are correct &. $oth A and $ are correct
Fill in the Blank Questions
6. An7 ======== is an element in the project that cons#mes time. ========================================
4. 5he activit( time estimates #sed to "#ild a project network are derived from ========. ========================================
9. A ======== is an activit( that has more than one predecessor. ========================================
:. In a ======== the dela(ing of an( activit( will dela( the completion of the project "( the same amo#nt. ========================================
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Chapter 06 - Developing a Project Plan
0. Activities that can take place at the same time if the manager wishes them to are called ========. ========================================
1. A n7 ======== represents a point in time when an activit( is started or completed and does not cons#me time. ========================================
*. A n7 ======== has more than one s#ccessor activit(. ========================================
. 5he ======== approach to creating project networks has come to dominate most projects. ========================================
. In a project network ======== rec(cling thro#gh a set of activities7 is not permitted. ========================================
. In a project network ======== indicate precedence and flow. ========================================
6. 5he ======== method for creating project networks is sometimes called the Precedence Diagram 8ethod. ========================================
4. Activities that m#st occ#r immediatel( "efore a given activit( are called ======== activities. ========================================
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Chapter 06 - Developing a Project Plan
9. Activities that m#st immediatel( follow a given activit( are called ======== activities. ========================================
:. Activities that can occ#r while an activit( is taking place are called ======== activities. ========================================
0. 5he ======== calc#lates the earliest times that activities can "e started or finished. ========================================
1. 5he ======== calc#lates the critical path and determines how long an activit( can "e dela(ed witho#t dela(ing the project. ========================================
*. An activit( is on the critical path if its ======== is the lowest in the n etwork. ========================================
. ======== can never "e negative and applies onl( to the last activit( in a single chain of activities. ========================================
. An7 ======== is the minim#m amo#nt of time a dependent activit( m#st "e dela(ed to "egin or end. ========================================
. In the ======== techni3#e an activit( with a long d#ration is "roken into smaller segments so that the following activities can "egin sooner. ========================================
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Chapter 06 - Developing a Project Plan
6. ============ is defined as the difference "etween the & of an activit( and the &2 of the activit( that follows it. ========================================
4. =========== reflects the likelihood the original critical paths7 will change once the project is initiated. ========================================
9. A ============ lag e)ists if de"#g cannot "egin #ntil two da(s after coding has started and that coding m#st "e completed fo#r da(s "efore de"#g can "e completed. ========================================
:. 5he ========= lag is the most t(pical t(pe of lag that is enco#ntered in developing networks. ========================================
60. A ========== activit( is fre3#entl( #sed to identif( the #se of fi)ed reso#rces or costs over a segment of the project. ========================================
True / False Questions
61. An activit( incl#des onl( one work package. 5r#e alse
6*. Project networks are "#ilt #sing nodes and arrows. 5r#e alse
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Chapter 06 - Developing a Project Plan
6. 5he %$2 identifies dependencies the se3#encing of activities and the timing of activities. 5r#e alse
6. 5he critical path is the shortest path thro#gh a network and indicates activities that cannot "e dela(ed witho#t dela(ing the project. 5r#e alse
6. An activit( is an element of the project that alwa(s re3#ires time "#t ma( or ma( not re3#ire reso#rces. 5r#e alse
66. 5he two approaches #sed to develop project networks are AA and A+. 5r#e alse
64. In an AA network an activit( is represented "( a "o). 'efer to Appendi) 6.1 5r#e alse
69. In developing a project network each activit( sho#ld have a #ni3#e identification n#m"er that is smaller than the identification n#m"ers of activities that follow it. 5r#e alse
6:. In developing a project network neither looping statements nor conditional statements are permitted. 5r#e alse
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Chapter 06 - Developing a Project Plan
40. &)perience s#ggests that when there are m#ltiple starts a common start node sho#ld not "e #sed to indicate a clear project "eginning on the network. 2imilarl( a single project end node can "e #sed to indicate a clear ending. 5r#e alse
41. $#rst activities have more than one activit( immediatel( following it more than one dependenc( arrow flowing from it7. 5r#e alse
4*. It is accepta"le for arrows to cross one another in a network diagram. 5r#e alse
4. 5he forward pass thro#gh a project network determines the critical path. 5r#e alse
4. 5he "ackward pass tho#gh a project network determines how long an activit( can "e dela(ed witho#t impacting the completion date of the project. 5r#e alse
4. Different activities along the same path can have different total slack. 5r#e alse
46. $( definition the critical path alwa(s has !ero slack. 5r#e alse
44. It is possi"le to have more than one critical path at the same time. 5r#e alse
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Chapter 06 - Developing a Project Plan
49. ree slack applies to an entire project network. 5r#e alse
4:. Eantt charts are pop#lar "eca#se the( represent an eas(-to-#nderstand clear pict#re on a time-scaled hori!on. 'efer to ig#re 6.1* 5r#e alse
90. ;ags are #sed to "reak larger activities into smaller segments so that activities that follow can "e started earlier. 5r#e alse
91. nl( activities that occ#r at the end of a chain of activities can have free slack. 5r#e alse
9*. ;ags can "e #se to constrain the start and finish of an activit(. 5r#e alse
Short Anser Questions
9. Identif( and disc#ss the two major reasons for the integration of work packages into the project network failing in act#al practice.
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Chapter 06 - Developing a Project Plan
9. %hat are the two approaches #sed to develop project networks and identif( the differences "etween them,
9. %hat are the eight r#les to follow in developing project networks,
96. In the network comp#tation process what is a forward pass and what three things does it determine,
94. In the network comp#tation process what is a backward pass and what fo#r things does it determine,
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Chapter 06 - Developing a Project Plan
99. %hat is total slack and how do (o# determine it,
9:. %hat is a Eantt chart and what advantages does it have over project networks,
:0. %hat is the laddering approach to project networks and wh( wo#ld (o# #se this approach,
:1. %hat is a lag and wh( wo#ld (o# need to #se one,
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Chapter 06 - Developing a Project Plan
:*. %hat is a hammock activit( and give an e)ample,
:. %hat is the Conc#rrent &ngineering Approach and wh( sho#ld project managers "e aware of it,
:. Identif( and "riefl( descri"e the fo#r t(pes of lags giving an e)ample for each t(pe.
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Chapter 06 - Developing a Project Plan
Chapter 06 Developing a Project Plan Answer Be(
Multiple Choice Questions
1. Information to develop a project network is collected from the A. rgani!ation "reakdown str#ct#re B! %ork "reakdown str#ct#re C. $#dget D. Project proposal &. 'esponsi"ilit( matri) 5he network is developed from the information collected for the %$2 and is a graphic flow chart of the project jo" plan.
AACSB: Reflective Thinking Blooms: Comprehension !earning "b#ective: Developing the Pro#ect $etwork !evel: %as&
*. %hich of the following represents an activit( on an A+ project network, A. An arrow $. A line C! A node D. $oth A and $ are correct &. A $ and C are all correct 5he two approaches #sed to develop project networks are known as activit(-on-node A+7 and activit(-on-arrow AA7. $oth methods #se two "#ilding "locksF the arrow and the node. 5heir names derive from the fact that the former #ses a node to depict an activit(.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: Constructing a Pro#ect $etwork !evel: %as&
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Chapter 06 - Developing a Project Plan
. Arrows on an A+ project network represent/ A. An activit( $. Project flow C. Dependenc( D! $oth $ and C are correct &. $oth A and $ are correct 5he node depicts an activit( and the arrow shows dependenc( and project flow.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: (rom )ork Package to $etwork !evel: *edium
. %hen translated into a project network a work package will "ecome A. A single activit( B! ne or more activities C. A milestone D. A critical path &. An arrow %ork packages from the %$2 are #sed to "#ild the activities fo#nd in the project network. An activit( can incl#de one or more work packages. 5he activities are placed in a se3#ence that provides for orderl( completion of the project.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: (rom )ork Package to $etwork !evel: *edium
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Chapter 06 - Developing a Project Plan
. %hich of the following is provided "( a project network "#t not "( the work "reakdown str#ct#re, A. Dependencies $. 2e3#encing C. Interrelationships D. $oth A and $ are correct "! A $ and C are all correct Project networks are developed from the %$2. 5he project network is a vis#al flow diagram of the se3#ence interrelationships and dependencies of all the activities that m#st "e accomplished to complete the project.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: (rom )ork Package to $etwork !evel: *edium
6. n a project network the activit( times are derived from the A. rgani!ation "reakdown str#ct#re B! %ork packages C. $#dget D. Project proposal &. 'esponsi"ilit( matri) %ork packages from the %$2 are #sed to "#ild the activities fo#nd in the project network. An activit( is an element in the project that cons#mes timeFfor e)ample work or waiting.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: (rom )ork Package to $etwork !evel: Difficult
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Chapter 06 - Developing a Project Plan
4. Part of a project is to Develop Product Specifications. 5his is "est classified as an7 A. &vent $. Path C! Activit( D. +ode &. 8ilestone Activities #s#all( represent one or more tasks from a work package. Descriptions of activities sho#ld #se a ver"
AACSB: Anal&tic Blooms: 'nowledge !earning "b#ective: Constructing a Pro#ect $etwork !evel: *edium
9. An activit( that has more than one dependenc( arrow flowing into it is termed an7 A. Parallel activit( $. Critical path C. $#rst activit( D! 8erge activit( &. Independent activit( 8erge activit( is an activit( that has more than one activit( immediatel( preceding it more than one dependenc( arrow flowing to it7.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: Constructing a Pro#ect $etwork !evel: %as&
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Chapter 06 - Developing a Project Plan
:. 5he critical path in a project network is the A. 2hortest path thro#gh the network B! ;ongest path thro#gh the network C. +etwork path with the most diffic#lt activities D. +etwork path #sing the most reso#rces &. +etwork path with the most merge activities %hen this term is #sed it means the paths7 with the longest d#ration thro#gh the networkG if an activit( on the path is dela(ed the project is dela(ed the same amo#nt of time.
AACSB: Reflective Thinking Blooms: Comprehension !earning "b#ective: Constructing a Pro#ect $etwork !evel: *edium
10. A
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: Constructing a Pro#ect $etwork !evel: %as&
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Chapter 06 - Developing a Project Plan
11. An item on a project network is Design Software Completed . 5his is "est descri"ed as an7 A! &vent $. Path C. Activit( D. +ode &. 8ilestone &vent is a term #sed to represent a point in time when an activit( is started or completed. It does not cons#me time.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: Constructing a Pro#ect $etwork !evel: %as&
1*. Activities which can take place at the same time are termed A! Parallel activit( $. Critical path C. $#rst activit( D. 8erge activit( &. Independent activit( 5hese are activities that can take place at the same time if the manager wishes. owever the manager ma( choose to have parallel activities not occ#r sim#ltaneo#sl(.
AACSB: Anal&tic Blooms: 'nowledge !earning "b#ective: Constructing a Pro#ect $etwork !evel: %as&
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Chapter 06 - Developing a Project Plan
1. A se3#ence of connected dependent activities is termed an7 A. Critical path $. Parallel path C. Activit( chain D! Path &. Dependent chain A Path is a se3#ence of connected dependent activities.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: Constructing a Pro#ect $etwork !evel: %as&
1. An A+ project network #ses which of the following "asic "#ilding "locks, A. Arrows $. $ars C. +odes D! $oth A and C are correct &. A $ and C are all correct 5he two approaches #sed to develop project networks are known as activit(-on-node A+7 and activit(-on-arrow AA7. $oth methods #se two "#ilding "locksF the arrow and the node.
AACSB: Anal&tic Blooms: 'nowledge !earning "b#ective: Constructing a Pro#ect $etwork !evel: %as&
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Chapter 06 - Developing a Project Plan
1. %hich of the following is not one of the "asic r#les to follow when developing project networks, A. An activit( cannot "egin #ntil all preceding activities have "een completed $. &ach activit( m#st have a #ni3#e identification n#m"er C! Conditional statements are allowed "#t looping statements are no t allowed D. An activit( identification n#m"er m#st "e larger that that of an( preceding activities &. +etworks flow from left to right 2ee ;ist on Page 161.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: Constructing a Pro#ect $etwork !evel: *edium
16. ======== activities m#st "e completed immediatel( "efore a partic#lar activit(. A. 8erge $. $#rst C! Predecessor D. 2#ccessor &. Critical %hich activities m#st "e completed immediatel( "efore this activit(, 5hese activities are called predecessor activities.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: Activit&+on+$ode ,A"$- (undamentals !evel: %as&
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Chapter 06 - Developing a Project Plan
14. ======== activities are to "e completed immediatel( following a partic#lar activit(. A. 8erge $. $#rst C. Predecessor D! 2#ccessor &. Critical %hich activities m#st immediatel( follow this activit(, 5hese activities are called s#ccessor activities.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: Activit&+on+$ode ,A"$- (undamentals !evel: %as&
19. 5he forward pass in project network ca lc#lations determines the A. &arliest time>s activities can "egin $. &arliest time>s activities can "e finished C. D#ration of the project D. $oth A and $ are correct "! A $ and C are all correct 5he forward pass starts with the first project activit(ies7 and traces each path chain of se3#ential activities7 thro#gh the network to the last project activit(ies7.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: $etwork Computation Process !evel: *edium
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Chapter 06 - Developing a Project Plan
1:. 5he "ackward pass in project network calc#lations determines the A. ;atest time>s activities can "egin $. &arliest time>s activities can "e finished C. Critical path D! $oth A and C are correct &. A $ and C are all correct 2ee list on Page 16.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: $etwork Computation Process !evel: *edium
*0. %hich of the following correctl( calc#lates the earl( finish for an activit(, A. ;2 ? D@' B! &2 ? D@' C. ; ? D@' D. &2 ? 2; &. ; ? 2; 5he earl( finish for activit( H &2 ? D@'7.
AACSB: Reflective Thinking Blooms: Comprehension !earning "b#ective: $etwork Computation Process !evel: *edium
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Chapter 06 - Developing a Project Plan
*1. %hich of the following correctl( calc#lates the late start for an activit(, A. & - D@' $. &2 - D@' C! ; - D@' D. &2 - 2; &. ; - 2;ACB o# s#"tract activit( times along each path starting with the project end activit( ; - D@' H ;27.
AACSB: Reflective Thinking Blooms: Comprehension !earning "b#ective: $etwork Computation Process !evel: *edium
**. 5he amo#nt of time an activit( can "e dela(ed and (et not dela( the project is termed A! 5otal slack $. ree slack C. Critical float D. loat pad &. 2lip pad 5otal slack tells #s the amo#nt of time an activit( can "e dela(ed and (et not dela( the project. 2tated differentl( total slack is the amo#nt of time an activit( can e)ceed its earl( finish date witho#t affecting the project end date or an imposed completion date.
AACSB: Reflective Thinking Blooms: Comprehension !earning "b#ective: $etwork Computation Process !evel: %as&
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Chapter 06 - Developing a Project Plan
*. %hich of the following will correctl( calc#late the total slack in an activit(, A. ;2 - &2 $. ; - & C. ;2 - ; D. ; - &2 "! $oth A and $ are correct 5otal slack or float for an activit( is simpl( the difference "etween the ;2 and &2 ;2 - &2 H 2;7 or "etween ; and & ; - & H 2;7.
AACSB: Reflective Thinking Blooms: Comprehension !earning "b#ective: $etwork Computation Process !evel: %as&
*. 5he la(ing pipe e)ample in the te)t ill#strates the concept of A! ;addering $. ammock activities C. Critical path D. Conc#rrent engineering &. orward pass 5he ass#mption that all immediate preceding activities m#st "e 100 percent complete is too restrictive for some sit#ations fo#nd in practice. 5his restriction occ#rs most fre3#entl( when one activit( overlaps the start of another and has a long d#ration. @nder the standard finish-tostart relationship when an activit( has a long d#ration and will dela( the start of an activit( immediatel( following it the activit( can "e "roken into segments and the network drawn #sing a laddering approach so the following activit( can "egin sooner and not dela( the work.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: %.tended $etwork Techni/ues to Come Closer to Realit& !evel: *edium
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Chapter 06 - Developing a Project Plan
*. @sing a special color cop( machine for a tradeshow p#"lication ill#strates the concept of A. ;addering B! ammock activities C. Critical path D. Conc#rrent engineering &. orward pass ammock activities are fre3#entl( #sed to identif( the #se of fi)ed reso#rces or costs over a segment of the project. 5(pical e)amples of ha mmock activities are inspection services cons#ltants or constr#ction management services. A hammock ac tivit( derives its d#ration from the time span "etween other activities. or e)a mple a special color cop( machine is needed for a segment of a tradeshow p#"lication project. A hammock activit( can "e #sed to indicate the need for this reso#rce and to appl( costs over this segment of the project.
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*6. If for some reason the project m#st "e e)pedited to meet an earlier date which of the following actions wo#ld the project manager take first, A. Check to see which activities cost the least $. Check to see which activities have the longest d#ration C! Check to see which activities are on the critical path D. Check to see which activities have the most slack &. Check to see which activities have the highest risk If for some reason the project m#st "e e)pedited to meet an earlier date it is possi"le to select those activities or com"ination of activities that will cost the least to shorten the project. 2imilarl( if the critical path is dela(ed and the time m#st "e made #p "( shortening some activit( or activities on the critical path to make #p an( negative slack it is possi"le to identif( the activities on the critical path that cost the least to shorten. If there are other paths with ver( little slack it ma( "e necessar( to shorten activities on those paths also.
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*4. 5(picall( an activit( on a project network represents A. A single work package B! ne or more tasks from a work package C. 2everal work packages D. A s#"-delivera"le &. A cost acco#nt %ork packages from the %$2 are #sed to "#ild the activities fo#nd in the project network.
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*9. Project network logic errors incl#de which of the following, A. Activities with less than 1 da( d#ration $. 2e3#ences s#ch as if test s#ccessf#l "#ild protot(pe if fail#re redesign C. A se3#ence s#ch as $ s#cceeds A C s#cceeds $ A s#cceeds C D! $oth $ and C are network logic errors &. A $ and C are all network logic errors ne r#le is that conditional statements s#ch as if test s#ccessf#l "#ild proto if fail#re redesign are not permitted. Another r#le that defeats the project network and comp#tation process is looping. ;ooping is an attempt "( the planner to ret#rn to an earlier activit(.
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Chapter 06 - Developing a Project Plan
*:. %hich compan( #tili!ed conc#rrent engineering to design a new line of cars and in the process completed its development si) months ahead of sched#le, A. Eeneral 8otors B! Chr(sler C. ord D. +issan &. 5o(ota 5he traditional chainlike se3#ence of finish-to-start relationships is replaced "( a series of start-to-start lag relationships as soon as meaningf#l work can "e initiated for the ne)t phase. ig#re 6.14 s#mmari!es the dramatic gains in time to market achieved "( this approach. or e)ample this approach was #sed "( Chr(sler Corporation to design its new line of 2C cars incl#ding the pop#lar +eon sedan.
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0. 5he minim#m amo#nt of time a dependent activit( m#st "e dela(ed to "egin or end is referred to as/ A. ammock $. ;addering C! ;ag D. C#shion &. $#ffer A lag is the minim#m amo#nt of time a dependent activit( m#st "e dela(ed to "egin or end.
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Chapter 06 - Developing a Project Plan
1. 5he re3#irement for a freshl( po#red fo#ndation to c#re "efore "eginning constr#ction is an e)ample of which of the following t(pe of lag, A. 2tart to 2tart $. 2tart to inish C. inish to inish D! inish to 2tart &. An( of these co#ld "e correct 5here are sit#ations in which the ne)t activit( in a se3#ence m#st "e dela(ed even when the preceding activit( is complete. or e)ample removing concrete forms cannot "egin #ntil the po#red cement has c#red for two time #nits.
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*. Conc#rrent engineering is a good e)ample of good #se of A! 2tart to 2tart lags $. 2tart to inish lags C. inish to inish lags D. inish to 2tart lags &. An( of these co#ld "e correct Conc#rrent &ngineering "asicall( "reaks activities into smaller segments so that work can "e done in parallel and the project e)pedited. 2tart-to-start relationships can depict the conc#rrent engineering conditions and red#ce network detail.
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Chapter 06 - Developing a Project Plan
. If testing cannot "e completed an( earlier than fo#r da(s after the protot(pe is "#ilt which of the following t(pe of lag e)ists, A. 2tart to 2tart $. 2tart to inish C! inish to inish D. inish to 2tart &. An( of these co#ld "e correct 5he finish of one activit( depends on the finish of another activit(. or e)ample testing cannot "e completed an( earlier than fo#r da(s after the protot(pe is co mplete.
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. %hich of the following represents an activit( o n an AA project network, A! An arrow $. A line C. A node D. $oth A and $ are correct &. A $ and C are all correct 5he activit(-on-arrow AA7 #ses an arrow to depict an activit(.
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Chapter 06 - Developing a Project Plan
. +odes on an A+ project network represent/ A! An activit( $. An event C. 'esponsi"ilit( D. $oth $ and C are correct &. $oth A and $ are correct 5he activit(-on- node A+7 #ses a node to depict an activit(.
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Fill in the Blank Questions
6. An7 ======== is an element in the project that cons#mes time. activit# An activit( is an element of the project that re3#ires time. It ma( or ma( not re3#ire reso#rces.
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4. 5he activit( time estimates #sed to "#ild a project network are derived from ========. ork packages A work package is defined independentl( of other work packages has definite start and finish points re3#ires specific reso#rces incl#des technical specifications and has cost estimates for the package.
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Chapter 06 - Developing a Project Plan
9. A ======== is an activit( that has more than one predecessor. $erge activit# 8erge activit( is an activit( that has more than one activit( immediatel( preceding it more than one dependenc( arrow flowing to it7.
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:. In a ======== the dela(ing of an( activit( will dela( the completion of the project "( the same amo#nt. critical path Critical path means the paths7 with the longest d#ration thro#gh the networkG if an activit( on the path is dela(ed the project is dela(ed the same amo#nt of time.
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0. Activities that can take place at the same time if the manager wishes them to are called ========. parallel activities Parallel activities are activities that can take place at the same time if the manager wishes. owever the manager ma( choose to have parallel activities not occ#r sim#ltaneo#sl(.
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1. A n7 ======== represents a point in time when an activit( is started or completed and does not cons#me time. event &vent is #sed to represent a point in time when an activit( is started or completed. It does not cons#me time.
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*. A n7 ======== has more than one s#ccessor activit(. %urst activit# $#rst activit( has more than one activit( immediatel( following it more than one dependenc( arrow flowing from it7.
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. 5he ======== approach to creating project networks has come to dominate most projects. A&' or activit#(on(no)e In practice the activit(-on-node A+7 method has come to dominate most projects.
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Chapter 06 - Developing a Project Plan
. In a project network ======== rec(cling thro#gh a set of activities7 is not permitted. looping ;ooping is not allowed in other words rec(cling thro#gh a set of activities cannot take place7.
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. In a project network ======== indicate precedence and flow. arros 5he wide availa"ilit( of personal comp#ters and graphics programs has served as an impet#s for #se of the activit(-on-node A+7 method sometimes called the precedenc e diagram method7. 5he dependencies among activities are depicted "( arrows "etween the rectangles "o)es7 on the A+ network. 5he arrows indicate how the activities are related and the se3#ence in which things m#st "e accomplished.
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6. 5he ======== method for creating project networks is sometimes called the Precedence Diagram 8ethod. A&' or activit#(on(no)e 5he wide availa"ilit( of personal comp#ters and graphics programs has served as an impet#s for #se of the activit(-on-node A+7 method sometimes called the precedenc e diagram method7.
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4. Activities that m#st occ#r immediatel( "efore a given activit( are called ======== activities. pre)ecessor Activities that m#st "e completed immediatel( "efore an activit( are called predecessor activities.
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9. Activities that m#st immediatel( follow a given activit( are called ======== activities. successor Activities that m#st immediatel( follow an activit( are called s#ccessor activities.
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:. Activities that can occ#r while an activit( is taking place are called ======== activities. parallel or concurrent Activities that can occ#r while an activit( is taking place is known as a conc#rrent or parallel relationship.
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Chapter 06 - Developing a Project Plan
0. 5he ======== calc#lates the earliest times that activities can "e started or finished. *orar) pass orward Pass descri"es how soon can the activit( start, earl( startF&27 and how soon can the activit( finish, earl( finishF&7.
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1. 5he ======== calc#lates the critical path and determines how long an activit( can "e dela(ed witho#t dela(ing the project. %ackar) pass 5he "ackwards pass which activities represent the critical path CP7. 5his is the longest path in the network which when dela(ed will dela( the project and how long can the activit( "e dela(ed, slack or floatF2;7.
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*. An activit( is on the critical path if its ======== is the lowest in the n etwork. total slack 5otal slack tells #s the amo#nt of time an activit( can "e dela(ed and (et not dela( the project. 2tated differentl( total slack is the amo#nt of time an activit( can e)ceed its earl( finish date witho#t affecting the project end date or an imposed completion date.
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Chapter 06 - Developing a Project Plan
. ======== can never "e negative and applies onl( to the last activit( in a single chain of activities. Free slack ree slack is the amo#nt of time and activit( can "e dela(ed witho#t dela(ing an( immediatel( following s#ccessor7 activit(. r free slack is the amo#nt of time an activit( can e)ceed its earl( finish date witho#t affecting the earl( start date of an( s#ccessors7. ree slack can never "e negative.
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. An7 ======== is the minim#m amo#nt of time a dependent activit( m#st "e dela(ed to "egin or end. lag A lag is the minim#m amo#nt of time a dependent activit( m#st "e dela(ed to "egin or end.
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. In the ======== techni3#e an activit( with a long d#ration is "roken into smaller segments so that the following activities can "egin sooner. la))ering 5he ass#mption that all immediate preceding activities m#st "e 100 percent complete is too restrictive for some sit#ations fo#nd in practice. 5his restriction occ#rs most fre3#entl( when one activit( overlaps the start of another and has a long d#ration. @nder the standard finish-tostart relationship when an activit( has a long d#ration and will dela( the start of an activit( immediatel( following it the activit( can "e "roken into segments and the network drawn #sing a laddering approach so the following activit( can "egin sooner and not dela( the work.
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6. ============ is defined as the difference "etween the & of an activit( and the &2 of the activit( that follows it. Free Slack +Float, 2ee ig#re 6.: on Page 14*.
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4. =========== reflects the likelihood the original critical paths7 will change once the project is initiated. Sensitivit# 2ensitivit( reflects the likelihood the original critical paths7 will change once the project is initiated. 2ensitivit( is a f#nction of the n#m"er of critical or near-critical paths.
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9. A ============ lag e)ists if de"#g cannot "egin #ntil two da(s after coding has started and that coding m#st "e completed fo#r da(s "efore de"#g can "e completed. co$%ination 8ore than one lag relationship can "e attached to an activit(. 5hese relationships are #s#all( start-to-start and finish-to-finish com"inations tied to two activities. or e)ample de"#g cannot "egin #ntil two time #nits after coding has started. Coding m#st "e finished fo#r da(s "efore de"#g can "e finished see ig#re 6.*0 on page 1917.
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:. 5he ========= lag is the most t(pical t(pe of lag that is enco#ntered in developing networks. *inish to start 5he finish-to-start relationship represents the t(pical generic network owever there are sit#ations in which the ne)t activit( in a se3#ence m#st "e dela(ed even when the preceding activit( is complete.
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60. A ========== activit( is fre3#entl( #sed to identif( the #se of fi)ed reso#rces or costs over a segment of the project. ha$$ock ammock activities are fre3#entl( #sed to identif( the #se of fi)ed reso#rces or costs over a segment of the project. 5(pical e)amples of ha mmock activities are inspection services cons#ltants or constr#ction management services. A hammock ac tivit( derives its d#ration from the time span "etween other activities. or e)a mple a special color cop( machine is needed for a segment of a tradeshow p#"lication project. A hammock activit( can "e #sed to indicate the need for this reso#rce and to appl( costs over this segment of the project.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: %.tended $etwork Techni/ues to Come Closer to Realit& !evel: %as&
True / False Questions
61. An activit( incl#des onl( one work package. FA-S" Activities #s#all( represent one or more tasks from a work package.
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Chapter 06 - Developing a Project Plan
6*. Project networks are "#ilt #sing nodes and arrows. T." 5he two approaches #sed to develop project networks are known as activit(-on-node A+7 and activit(-on-arrow AA7. $oth methods #se two "#ilding "locksFthe arrow and the node.
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6. 5he %$2 identifies dependencies the se3#encing of activities and the timing of activities. FA-S" +etworks provide the project sched#le "( identif(ing dependencies se3#encing and timing of activities which the %$2 is not designed to do.
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6. 5he critical path is the shortest path thro#gh a network and indicates activities that cannot "e dela(ed witho#t dela(ing the project. FA-S" Critical path means the paths7 with the longest d#ration thro#gh the networkG if an activit( on the path is dela(ed the project is dela(ed the same amo#nt of time.
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Chapter 06 - Developing a Project Plan
6. An activit( is an element of the project that alwa(s re3#ires time "#t ma( or ma( not re3#ire reso#rces. T." An activit( is an element of the project that re3#ires time. It ma( or ma( not re3#ire reso#rces.
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66. 5he two approaches #sed to develop project networks are AA and A+. T." 5he two approaches #sed to develop project networks are known as activit(-on-node A+7 and activit(-on-arrow AA7.
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64. In an AA network an activit( is represented "( a "o). 'efer to Appendi) 6.1 FA-S" 5he activit(-on-arrow AA7 approach also #ses the arrow and node as network "#ilding "locks. owever in this approach the arrow represents an individ#al project activit( that re3#ires time. 5he length and slope of the arrow have no significance. 5he node represents an eventG it is #s#all( presented as a small circle.
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Chapter 06 - Developing a Project Plan
69. In developing a project network each activit( sho#ld have a #ni3#e identification n#m"er that is smaller than the identification n#m"ers of activities that follow it. T." &ach activit( sho#ld have a #ni3#e identification n#m"er. And that activit( identification n#m"er m#st "e larger than that of an( activities that precede it.
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6:. In developing a project network neither looping statements nor conditional statements are permitted. T." ;ooping is not allowed in other words rec(cling thro#gh a set of activities cannot take place7. Also Conditional statements are not allowed that is this t(pe of statement sho#ld not appear/ If s#ccessf#l do somethingG if not do nothing7.
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40. &)perience s#ggests that when there are m#ltiple starts a common start node sho#ld not "e #sed to indicate a clear project "eginning on the network. 2imilarl( a single project end node can "e #sed to indicate a clear ending. FA-S" &)perience s#ggests that when there are m#ltiple starts a common start node can "e #sed to indicate a clear project "eginning on the network. 2imilarl( a single project end node can "e #sed to indicate a clear ending.
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Chapter 06 - Developing a Project Plan
41. $#rst activities have more than one activit( immediatel( following it more than one dependenc( arrow flowing from it7. T." $#rst activities have more than one activit( immediatel( following it more than one dependenc( arrow flowing from it7.
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4*. It is accepta"le for arrows to cross one another in a network diagram. T." Arrows on networks indicate precedence and flow. Arrows can cross over each other.
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4. 5he forward pass thro#gh a project network determines the critical path. FA-S" 5he forward pass starts with the first project activit(ies7 and traces each path chain of se3#ential activities7 thro#gh the network to the last project activit(ies7. 5he forward pass ass#mes ever( activit( will start the instant in time when the last of its predecessors is finished.
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Chapter 06 - Developing a Project Plan
4. 5he "ackward pass tho#gh a project network determines how long an activit( can "e dela(ed witho#t impacting the completion date of the project. T." 5he "ackwards pass which activities represent the critical path CP7. 5his is the longest path in the network which when dela(ed will dela( the project and how long can the activit( "e dela(ed slack or floatF2;7.
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4. Different activities along the same path can have different total slack. T." If slack of one activit( in a path is #sed the &2 for all activities that follow in the chain will "e dela(ed and their slack red#ced. @se of total slack m#st "e coordinated with all participants in the activities that follow in the chain.
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46. $( definition the critical path alwa(s has !ero slack. FA-S" 5he critical path follows activit( start and finish constraints that occ#r d#e to the #se of the additional relationships availa"le and the imposed lags.
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44. It is possi"le to have more than one critical path at the same time. T." Critical path means the paths7 with the longest d#ration thro#gh the networkG if an activit( on the path is dela(ed the project is dela(ed the same amo#nt of time.
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49. ree slack applies to an entire project network. FA-S" ree slack is the amo#nt of time and activit( can "e dela(ed witho#t dela(ing an( immediatel( following s#ccessor7 activit(. r free slack is the amo#nt of time an activit( can e)ceed its earl( finish date witho#t affecting the earl( start date of an( s#ccessors7.
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4:. Eantt charts are pop#lar "eca#se the( represent an eas(-to-#nderstand clear pict#re on a time-scaled hori!on. 'efer to ig#re 6.1* T." 2ee ig#re 6.1* on Page 146.
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Chapter 06 - Developing a Project Plan
90. ;ags are #sed to "reak larger activities into smaller segments so that activities that follow can "e started earlier. FA-S" %hen activities of long d#ration dela( the start or finish of s#ccessor activities the network designer normall( "reaks the activit( into smaller activities to avoid the long dela( of the s#ccessor activit(. @se of lags can avoid s#ch dela(s and red#ce network detail.
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91. nl( activities that occ#r at the end of a chain of activities can have free slack. T." ree slack occ#rs at the last activit( in a chain of activities. In man( sit#ations the chain can have onl( one link.
AACSB: Reflective Thinking Blooms: 'nowledge !earning "b#ective: $etwork Computation Process !evel: *edium
9*. ;ags can "e #se to constrain the start and finish of an activit(. T." ;ags can "e #sed to constrain the start and finish of an activit(.
AACSB: Reflective Thinking Blooms: Comprehension !earning "b#ective: %.tended $etwork Techni/ues to Come Closer to Realit& !evel: *edium
Short Anser Questions
6-1
Chapter 06 - Developing a Project Plan
9. Identif( and disc#ss the two major reasons for the integration of work packages into the project network failing in act#al practice. 1. different people are #sed to define work packages and the network and *. the %$2 is poorl( constr#cted and not delivera"le
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: Developing the Pro#ect $etwork !evel: *edium
9. %hat are the two approaches #sed to develop project networks and identif( the differences "etween them, 1. activit(-on-nodeG where nodes depict activities and the arrows show flow and dependencies and *. activit(-on-arrowG where nodes represent events and achievement of the activities is represented "( the arrow connecting the nodes.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: Constructing a Pro#ect $etwork !evel: *edium
9. %hat are the eight r#les to follow in developing project networks, 1. flow left to right *. activities cannot "egin #ntil all predecessors have "een completed . arrows indicate precedence and flow . each activit( sho#ld have a #ni3#e identification n#m"er . activit( ID n#m"ers m#st "e larger than preceding ID n#m"er 6. looping is not permitted 4. conditional statements are not permitted and 9. create a common start node for m#ltiple start activities.
AACSB: Anal&tic Blooms: S&nthesis !earning "b#ective: Constructing a Pro#ect $etwork !evel: Difficult
6-*
Chapter 06 - Developing a Project Plan
96. In the network comp#tation process what is a forward pass and what three things does it determine, 2tarting with the first activit( each path is traced forward thro#gh the network adding times #ntil the end of the project. 5his determines 1. how soon each activit( can start *. how soon each activit( can finish and . how soon the entire project can "e completed.
AACSB: Anal&tic Blooms: S&nthesis !earning "b#ective: $etwork Computation Process !evel: Difficult
94. In the network comp#tation process what is a backward pass and what fo#r things does it determine, 2tarting with the last activit( each path is traced "ackward thro#gh the network s#"tracting times #ntil the "eginning of the project. 5his d etermines 1. how late each activit( can start *. how late each activit( can finish . the critical path and . how long can each activit( "e dela(ed witho#t changing the completion date.
AACSB: Anal&tic Blooms: S&nthesis !earning "b#ective: $etwork Computation Process !evel: Difficult
99. %hat is total slack and how do (o# determine it, 2lack is the amo#nt of time specific activities can " e dela(ed witho#t ca#sing the project to miss its completion date. It is calc#lated "( s#"tracting the &arl( 2tart date from the ;ate 2tart date 2; H ;2-&27 or s#"tracting the &arl( inish date from the ;ate inish date 2; H ;&7.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: $etwork Computation Process !evel: *edium
6-
Chapter 06 - Developing a Project Plan
9:. %hat is a Eantt chart and what advantages does it have over project networks, Eantt charts are "ar charts where activities are displa(ed as "ars on a hori!ontal time-scale. 5he( are eas(-to-read and provide a clear overview of the project sched#le and progress against that sched#le.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: Practical Considerations !evel: *edium
:0. %hat is the laddering approach to project networks and wh( wo#ld (o# #se this approach, In laddering length( activities are segmented into small pieces so that s#ccessor activities can "egin prior to the completion of the initial activit(. 5his effectivel( red#ces the overall project time. 5he te)t #sed a la(ing pipeline e)ample to ill#strate.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: %.tended $etwork Techni/ues to Come Closer to Realit& !evel: *edium
:1. %hat is a lag and wh( wo#ld (o# need to #se one, A lag is the minim#m amo#nt of time a dependent activit( m#st "e dela(ed to "egin or end. 5he( occ#r d#ring laddering and avoid dela(s and the( are also #sed to constraint the start and finish of an activit(.
AACSB: Anal&tic Blooms: Comprehension !earning "b#ective: %.tended $etwork Techni/ues to Come Closer to Realit& !evel: *edium
6-