Exam 1 Answers Corrected Network Question (1)

8/19/2019 Exam 1 Answers Corrected Network Question (1)

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ENCE 320 Mid Term Exam B

1. T 41. B2. F 42. A

3. F 43. C4. T 44. C5. T 45. B6. F 46. B7. F 47. B8.. T 48. C9. F 49. A10. T 50. B11. T 51. D12. F 52. A13. F 53. A14. F 54. B

15. F 55. C16. F 56. A17. T 57. C18. T 58. B19. F 59. A20. T 60. B21. F 61. C22. F 62. C23. T 63. C24. T 64. D25. F 65. C26. F 66. A

27. T 67. C28. F 68. B29. T 69. A30. T 70. D31. F32. T33. B34. B35. D36. B37. C38. D

39. A40. A

NAME:

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TRUE/FALSE (1/2 point/question)

1. If the RFP format requirement states a page limit, the customer can reject a proposal that exceeds the page limit without anyfurther review.

ANS: T

Feedback

Correct Some RFPs state that contractor proposals that exceed a certain numer of pages will not eaccepted y the customer

Incorrect Some RFPs state that contractor proposals that exceed a certain numer of pages will not eaccepted y the customer

PTS: 1 DIF: E OBJ: 3. Create a credible proposalKE: K!o"led#e

$. ! specific proposed solution should e suggested for the customer"s need.

ANS: F

Feedback

Correct Some needs lend themselves to a specific proposed solution. #thers do not. $he solution requiresanalysis of the situation and development of a solution.

Incorrect Some needs lend themselves to a specific proposed solution. #thers do not. $he solution requiresanalysis of the situation and development of a solution.

PTS: 1 DIF: % OBJ: 3. Create a credible proposal

KE: Co&pre'e!sio!

3. $he wor% rea%down structure can include specifications regarding si&e, color, weight, or performance parameters, such asspeed, uptime, throughput, processing time, or operating temperature range, that the project result must satisfy.

ANS: F

Feedback

Correct $he requirements can include specifications regarding si&e, color, weight, or performanceparameters, such as speed, uptime, throughput, processing time, or operating temperature range,that the project result must satisfy.

Incorrect $he requirements can include specifications regarding si&e, color, weight, or performanceparameters, such as speed, uptime, throughput, processing time, or operating temperature range,that the project result must satisfy.

PTS: 1 DIF: ( OBJ: $. Prepare a pro)ect scope doc*&e!t

KE: K!o"led#e

+. For some projects, the terms of payment may e tied to the customer's acceptance of certain deliverales.

ANS: T

Feedback

Correct For some projects, the terms of payment may e tied to the customer's acceptance of certaindeliverales.

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Incorrect For some projects, the terms of payment may e tied to the customer's acceptance of certaindeliverales.

PTS: 1 DIF: E OBJ: $. Prepare a pro)ect scope doc*&e!t

KE: K!o"led#e

,. $he project scope document is valuale for estalishing a common understanding among project sta%eholders regarding thescope of the project.

ANS: T

Feedback

Correct $he project scope document is valuale for estalishing a common understanding among projectsta%eholders regarding the scope of the project.

Incorrect $he project scope document is valuale for estalishing a common understanding among projectsta%eholders regarding the scope of the project.


KE: K!o"led#e

-. It is essential to wait until the end of the project to chec% if the sponsor(customer requirements and expectations have een metregarding the quality of the project deliverales.

ANS: F

Feedback

Correct It is essential to have a plan for assuring the quality of project deliverales and results rather than waiting until the end of the project to chec% if the sponsor(customer requirements and expectationshave een met regarding the quality of the project deliverales.

Incorrect It is essential to have a plan for assuring the quality of project deliverales and results rather than waiting until the end of the project to chec% if the sponsor(customer requirements and expectations

have een met regarding the quality of the project deliverales.

PTS: 1 DIF: E

OBJ: 3. Disc*ss t'e i&porta!ce a!d ele&e!ts o a pro)ect /*alit0 pla!

KE: K!o"led#e

. )aving a written quality plan at the outset of a project is extremely eneficial ecause it guarantees against incurring additionalcosts and schedule extensions due to rewor% caused y wor% and deliverales that fail to meet quality requirements andcustomer expectations.

ANS: F

FeedbackCorrect )aving a written quality plan at the outset of a project is extremely eneficial ecause it helps

prevent incurring additional costs and schedule extensions due to rewor% caused y wor% anddeliverales that fail to meet quality requirements and customer expectations.

Incorrect )aving a written quality plan at the outset of a project is extremely eneficial ecause it helpsprevent incurring additional costs and schedule extensions due to rewor% caused y wor% anddeliverales that fail to meet quality requirements and customer expectations.

PTS: 1 DIF: E

OBJ: 3. Disc*ss t'e i&porta!ce a!d ele&e!ts o a pro)ect /*alit0 pla!

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KE: K!o"led#e

2. $he estimated duration for an activity must e ased on the estimated quantity of resources required to perform the activity.

ANS: T

Feedback

Correct $he estimated duration for an activity must e ased on the estimated quantity of resourcesrequired to perform the activity.

Incorrect $he estimated duration for an activity must e ased on the estimated quantity of resourcesrequired to perform the activity.

PTS: 1 DIF: E OBJ: $. Esti&ate t'e d*ratio! or a! actiit0

KE: K!o"led#e

4. !t the eginning of every project, it is possile to estimate the durations for all activities with a high level of confidence regardingtheir accuracy.

ANS: F

Feedback

Correct !t the eginning of the project, it may not e possile to estimate the durations for all activities witha level of confidence regarding their accuracy.

Incorrect !t the eginning of the project, it may not e possile to estimate the durations for all activities witha level of confidence regarding their accuracy.


KE: K!o"led#e

15. $he project team can progressively elaorate the estimated durations as more information is %nown or ecomes clear to allow formore accurate estimated durations.

ANS: T

Feedback

Correct $he project team can progressively elaorate the estimated durations as more information is%nown or ecomes clear to allow for more accurate estimated durations.

Incorrect $he project team can progressively elaorate the estimated durations as more information is%nown or ecomes clear to allow for more accurate estimated durations.


KE: K!o"led#e

11. ! project is an endeavor to accomplish a specific ojective through a unique set of interrelated tas%s and the effective utili&ationof resources.

ANS: T

Feedback

Correct $rue, a project is an endeavor to accomplish a specific ojective through a unique set ofinterrelated tas%s and the effective utili&ation of resources.

Incorrect $rue, a project is an endeavor to accomplish a specific ojective through a unique set of

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interrelated tas%s and the effective utili&ation of resources.

PTS: 1 DIF: E OBJ: 1. Dei!e "'at a pro)ect is.KE: K!o"led#e

1$ ! project"s sta%eholders will include only representatives from the sponsor"s organi&ation.

ANS: F

Feedback

Correct ! project"s sta%eholders may include representatives from other organi&ations in addition to thesponsor organi&ation.

Incorrect ! project"s sta%eholders may include representatives from other organi&ations in addition to thesponsor organi&ation.

PTS: 1 DIF: ( OBJ: $. 6ist a!d disc*ss t'e attrib*tes o a pro)ect

KE: Co&pre'e!sio!

13. *uality expectations are only defined at the start of the project.

ANS: F

Feedback

Correct *uality expectations must e defined from the onset of the project. Specifications may change tomeet new code requirements and e modified as the project moves forward.

Incorrect *uality expectations must e defined from the onset of the project. Specifications may change tomeet new code requirements and e modified as the project moves forward.

PTS: 1 DIF: ( OBJ: -. Disc*ss pro)ect co!strai!tsKE: K!o"led#e

1+. ! networ% diagram is a hierarchical decomposition of the project scope into wor% elements to e executed to produce the projectdeliverales.

ANS: F

Feedback

Correct ! wor% rea%down structure is a hierarchical decomposition of the project scope into wor%elements to e executed to produce the project deliverales.

Incorrect ! wor% rea%down structure is a hierarchical decomposition of the project scope into wor%

elements to e executed to produce the project deliverales.

PTS: 1 DIF: E OBJ: 4. Disc*ss t'e steps o t'e pro)ect pla!!i!# process

KE: K!o"led#e

1,. ! wor% rea%down structure shows the necessary sequence and dependent relationships of the detailed activities for a project.

ANS: F

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Feedback

Correct ! networ% diagram shows the necessary sequence and dependent relationships of the detailedactivities for a project.

Incorrect ! networ% diagram shows the necessary sequence and dependent relationships of the detailedactivities for a project.

PTS: 1 DIF: E OBJ: 4. Disc*ss t'e steps o t'e pro)ect pla!!i!# process

KE: K!o"led#e

1-. Projects that are not similar cannot e compared when ma%ing a selection to move forward with a project.

ANS: F

Feedback

Correct $he set of criteria for evaluation should include quantitative and qualitative factors that areimportant to the organi&ation and will help to set the priority level of the projects.

Incorrect $he set of criteria for evaluation should include quantitative and qualitative factors that are

important to the organi&ation and will help to set the priority level of the projects.

PTS: 1 DIF: (

OBJ: $. E7plai! 'o" pro)ects are prioriti8ed a!d selected KE: A!al0sis

1. $he project charter is also called a project authori&ation or a project initiation document.

ANS: T

Feedback

Correct $he project charter is sometimes called a project authori&ation or a project initiation document.Incorrect $he project charter is sometimes called a project authori&ation or a project initiation document.

PTS: 1 DIF: EOBJ: 3. Ide!ti0 a!d describe at least ei#'t ele&e!ts o a pro)ect c'arter

KE: K!o"led#e

12. $he project description in the project charter is a high+level description of the project and references more detailed documentsregarding %ey performance requirements.

ANS: T

Feedback

Correct $he project description in the project charter provides a high+level description of the project andmay include the major tas%s, major phases, and a wor% rea%down structure.

Incorrect $he project description in the project charter provides a high+level description of the project andmay include the major tas%s, major phases, and a wor% rea%down structure.

PTS: 1 DIF: E

OBJ: 3. Ide!ti0 a!d describe at least ei#'t ele&e!ts o a pro)ect c'arter

KE: K!o"led#e

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14. eeting the acceptance criteria listed in the project charter means the customer is satisfied.

ANS: F

Feedback

Correct eeting the acceptance criteria means the deliverale has met the quantitative criteria- i t does not

mean that the customer is satisfied with the performance of the project team or the finaldeliverale.

Incorrect eeting the acceptance criteria means the deliverale has met the quantitative criteria- i t does notmean that the customer is satisfied with the performance of the project team or the finaldeliverale.

PTS: 1 DIF: E


KE: K!o"led#e

$5. $he customer selects the proposal that it expects will provide the est value.

ANS: T

Feedback

Correct any proposals will li%ely meet the requirements. $o choose a contractor, the customer selects theone that is expected to provide the est value.

Incorrect any proposals will li%ely meet the requirements. $o choose a contractor, the customer selects theone that is expected to provide the est value.

PTS: 1 DIF: ( OBJ: 3. Create a credible proposal

KE: Co&pre'e!sio!

$1. ! antt chart is the often the name for the networ% diagram tool for planning and scheduling.

ANS: F

Feedback

Correct ! antt chart is the often the name for the ar chart tool for planning and scheduling.Incorrect ! antt chart is the often the name for the ar chart tool for planning and scheduling.

PTS: 1 DIF: E OBJ: -. Prepare a pro)ect sc'ed*le

KE: K!o"led#e

$$. $his longest path in the overall networ% diagram is called the networ% path.

ANS: F

Feedback

Correct $his longest path in the overall networ% diagram is called the critical path.Incorrect $his longest path in the overall networ% diagram is called the critical path.

PTS: 1 DIF: E OBJ: . Ide!ti0 a!d e7plai! t'e critical pat'

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KE: K!o"led#e

$3. !n updated project schedule can e generated regularly that forecasts whether the project will finish ahead of or ehind i tsrequired completion time.

ANS: T

Feedback

Correct !n updated project schedule can e generated regularly that forecasts whether the project willfinish ahead of or ehind its required completion time.

Incorrect !n updated project schedule can e generated regularly that forecasts whether the project willfinish ahead of or ehind its required completion time.

PTS: 1 DIF: EOBJ: 15. Disc*ss a!d appl0 approac'es to co!trol t'e pro)ect sc'ed*le

KE: K!o"led#e

$+. ! change in the estimated duration of any activity on that path will cause a corresponding change in the slac% for that path.

ANS: T

Feedback

Correct ! change in the estimated duration of any activity on that path will cause a corresponding changein the slac% for that path.

Incorrect ! change in the estimated duration of any activity on that path will cause a corresponding changein the slac% for that path.

PTS: 1 DIF: (

OBJ: 15. Disc*ss a!d appl0 approac'es to co!trol t'e pro)ect sc'ed*le

KE: Co&pre'e!sio!

$,. Resource+limited scheduling will not extend the project completion time i f necessary in order to %eep within the resource limits.

ANS: F

Feedback

Correct Resource+limited scheduling will extend the project completion time if necessary in order to %eep within the resource limits.

Incorrect Resource+limited scheduling will extend the project completion time if necessary in order to %eep within the resource limits.

PTS: 1 DIF: ( OBJ: +. Disc*ss reso*rce9li&ited sc'ed*li!#

KE: Co&pre'e!sio!

$-. /ommitted costs are also %nown as discharged or postponed costs.

ANS: F

Feedback

Correct /ommitted costs are also %nown as commitments or encumered costs.Incorrect /ommitted costs are also %nown as commitments or encumered costs.

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PTS: 1 DIF: ( OBJ: +. Describe 'o" to acc*&*late act*al costs

KE: K!o"led#e

$. /umulative actual cost 0/!/1 should e calculated to compare to the cumulative udgeted cost 0/2/1.

ANS: T

Feedback

Correct /umulative actual cost 0/!/1 should e calculated to compare to the cumulative udgeted cost0/2/1.

Incorrect /umulative actual cost 0/!/1 should e calculated to compare to the cumulative udgeted cost0/2/1.


KE: Co&pre'e!sio!

$2. 3hen the /PI goes elow 4.5 or gradually gets smaller, corrective action should not e ta%en, the project is performing well.

ANS: F

Feedback

Correct 3hen the /PI goes elow 4.5 or gradually gets smaller, corrective action should e ta%en.Incorrect 3hen the /PI goes elow 4.5 or gradually gets smaller, corrective action should e ta%en.

PTS: 1 DIF: (

OBJ: -. Calc*late a!d a!al08e e0 pro)ect peror&a!ce &eas*res

KE: Co&pre'e!sio!

$4. 2ased on analysis of actual cost it is possile to forecast what the total costs will e at the completion of the project or wor%

pac%age.

ANS: T

Feedback

Correct 2ased on analysis of actual cost it's possile to forecast what the total costs will e at thecompletion of the project or wor% pac%age.

Incorrect 2ased on analysis of actual cost it's possile to forecast what the total costs will e at thecompletion of the project or wor% pac%age.

PTS: 1 DIF: (


KE: Co&pre'e!sio!

35. In many cases, there will e a tradeoff6reducing cost variances will involve a reduction in project scope or a delay in the projectschedule.

ANS: T

Feedback

Correct In many cases, there will e a tradeoff6reducing cost variances will involve a reduction in project

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scope or a delay in the project schedule.Incorrect In many cases, there will e a tradeoff6reducing cost variances will involve a reduction in project

scope or a delay in the project schedule.

PTS: 1 DIF: (

OBJ: . Disc*ss a!d appl0 approac'es to co!trol t'e pro)ect b*d#et

KE: Co&pre'e!sio!

31. $he %ey to effective cost control is waiting to address negative cost variances and cost inefficiencies after they are identified.

ANS: F

Feedback

Correct $he %ey to effective cost control is aggressively addressing negative cost variances and costinefficiencies as soon as they are identified.

Incorrect $he %ey to effective cost control is aggressively addressing negative cost variances and costinefficiencies as soon as they are identified.

PTS: 1 DIF: (OBJ: . Disc*ss a!d appl0 approac'es to co!trol t'e pro)ect b*d#et

KE: Co&pre'e!sio!

3$. $he worst scenario from the contractor's point of view is to have the customer ma%e only one payment at the end of the project.

ANS: T

Feedback

Correct $he worst scenario from the contractor's point of view is to have the customer ma%e only onepayment at the end of the project.

Incorrect $he worst scenario from the contractor's point of view is to have the customer ma%e only onepayment at the end of the project.

PTS: 1 DIF: E OBJ: 2. E7plai! t'e i&porta!ce o &a!a#i!# cas' lo"

KE: Co&pre'e!sio!

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Multiple Choice (1/2 point/question)

33. $he 777777777777777 usually states the time y which a project scope must e completed in terms of the specific date agreedupon y the sponsor.

a. Project schedule c. $as% timetale

b. Project ojective d. Project scope

ANS: B

Feedback

A $he project ojective usually states the time y which a project scope must e completed in terms of thespecific date agreed upon y the sponsor.

B $he project ojective usually states the time y which a project scope must e completed in terms of thespecific date agreed upon y the sponsor.

C $he project ojective usually states the time y which a project scope must e completed in terms of thespecific date agreed upon y the sponsor.

D $he project ojective usually states the time y which a project scope must e completed in terms of the

specific date agreed upon y the sponsor.

PTS: 1 DIF: ( OBJ: -. Disc*ss pro)ect co!strai!ts

KE: K!o"led#e

3+. $he project udget is ased on

a. how well the project manager can use accountingsoftware.

c. the actual costs of the resources used for theproject.

b. the estimated costs associated with the quantitiesof resources to e used.

d. the costs to do the resources efore any indirectcosts.

ANS: B

Feedback

A $he project udget is ased on estimated costs associated with the quantities of various resources that wille used to perform the project.

B $he project udget is ased on estimated costs associated with the quantities of various resources that wille used to perform the project.

C $he project udget is ased on estimated costs associated with the quantities of various resources that wille used to perform the project.

D $he project udget is ased on estimated costs associated with the quantities of various resources that wille used to perform the project.


KE: Co&pre'e!sio!

3,. /osts for resources on a project could include all the following excepta. fees for sucontractors to perform project tas%s c. rental of facilities

b. salaries of people who will wor% on the project d. costs for equipment that extends eyond the projecttime

ANS: D

Feedback

A Resources include people, materials, equipment, facilities, and so on required at specific periods during theproject.

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B Resources include people, materials, equipment, facilities, and so on required at specific periods during theproject.

C Resources include people, materials, equipment, facilities, and so on required at specific periods during theproject.

D Resources include people, materials, equipment, facilities, and so on required at specific periods during theproject.


KE: Eal*atio!

3-. ! vehicle for estalishing good customer8contractor communications and arriving at a mutual understanding and clearexpectations to ensure project success is

a. a request for proposal. c. a communication plan.

b. a contract. d. the initiation phase of a project.

ANS: B

Feedback

A ! contract is a vehicle for estalishing good customer8contractor communications and arriving at a mutual

understanding and clear expectations to ensure project success.B ! contract is a vehicle for estalishing good customer8contractor communications and arriving at a mutual

understanding and clear expectations to ensure project success.C ! contract is a vehicle for estalishing good customer8contractor communications and arriving at a mutual

understanding and clear expectations to ensure project success.D ! contract is a vehicle for estalishing good customer8contractor communications and arriving at a mutual

understanding and clear expectations to ensure project success.

PTS: 1 DIF: (

OBJ: -. E7plai! t0pes o co!tracts a!d ario*s ter&s a!d co!ditio!s

KE: K!o"led#e

3. In a 777777777777777777, the customer agrees to pay the contractor for all actual costs 0laor, materials, and so forth1,regardless of amount, plus some agreed+upon profit.

a. fixed price contract c. cost reimursement contract

b. fixed agreement d. wor% agreement

ANS: C

Feedback

A In a cost+reimursement contract, the customer agrees to pay the contractor for al l actual costs 0laor,materials, and so forth1, regardless of amount, plus some agreed+upon profit.

B In a cost+reimursement contract, the customer agrees to pay the contractor for al l actual costs 0laor,materials, and so forth1, regardless of amount, plus some agreed+upon profit.

C In a cost+reimursement contract, the customer agrees to pay the contractor for al l actual costs 0laor,

materials, and so forth1, regardless of amount, plus some agreed+upon profit.D In a cost+reimursement contract, the customer agrees to pay the contractor for al l actual costs 0laor,

materials, and so forth1, regardless of amount, plus some agreed+upon profit.

PTS: 1 DIF: (


KE: Co&pre'e!sio!

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32. /ost+reimursement contracts are most appropriate for projects that

a. ta%e less than one year to complete. c. are well defined and entail little ris%.

b. are with customers that want a single paymentdate.

d. involve ris%.

ANS: D

Feedback

A /ost+reimursement contracts are most appropriate for projects that involve ris%.B /ost+reimursement contracts are most appropriate for projects that involve ris%.C /ost+reimursement contracts are most appropriate for projects that involve ris%.D /ost+reimursement contracts are most appropriate for projects that involve ris%.

PTS: 1 DIF: (


KE: Co&pre'e!sio!

34. $he 7777777777 defines the major tas%s or wor% elements that will need to e performed to accomplish the wor% that needs toe done and produce all the project deliverales.

a. statement of wor% c. networ% diagram

b. project scope document d. wor% rea%down structure

ANS: A

Feedback

A $he Statement of 3or% 0S#31 defines the major tas%s or wor% elements that will need to e performed toaccomplish the wor% that needs to e done and produce all the project deliverales.

B $he Statement of 3or% 0S#31 defines the major tas%s or wor% elements that will need to e performed toaccomplish the wor% that needs to e done and produce all the project deliverales.

C $he Statement of 3or% 0S#31 defines the major tas%s or wor% elements that will need to e performed toaccomplish the wor% that needs to e done and produce all the project deliverales.

D $he Statement of 3or% 0S#31 defines the major tas%s or wor% elements that will need to e performed toaccomplish the wor% that needs to e done and produce all the project deliverales.


KE: K!o"led#e

+5. For each deliverale, the quantitative measures or references to 777777777777777777 that will e used should e stated, as thecriteria will e the asis for the customer agreeing that a deliverale is acceptale.

a. specifications, standards, and codes c. audits and surveys

b. quantitative and qualitative levels d. pulished articles

ANS: A

Feedback

A For each deliverale, the quantitative measures or references to specifications, standards, or codes that will e used should e stated, as the criteria will e the asis for the customer agreeing that a deliverale isacceptale.

B For each deliverale, the quantitative measures or references to specifications, standards, or codes that will e used should e stated, as the criteria will e the asis for the customer agreeing that a deliverale isacceptale.

C For each deliverale, the quantitative measures or references to specifications, standards, or codes that

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will e used should e stated, as the criteria will e the asis for the customer agreeing that a deliverale isacceptale.

D For each deliverale, the quantitative measures or references to specifications, standards, or codes that will e used should e stated, as the criteria will e the asis for the customer agreeing that a deliverale isacceptale.

PTS: 1 DIF: ( OBJ: $. Prepare a pro)ect scope doc*&e!tKE: Co&pre'e!sio!

+1. $he 32S estalishes the framewor% fora. developing the acceptance criteria. c. listing the deliverales.

b. further planning to create a aseline plan forperforming the project wor%.

d. defining the major tas%s or wor% elements.

ANS: B

Feedback

A $he 32S estalishes the framewor% for further planning to create a aseline plan for performing the project wor%.

B $he 32S estalishes the framewor% for further planning to create a aseline plan for performing the project wor%.

C $he 32S estalishes the framewor% for further planning to create a aseline plan for performing the project wor%.

D $he 32S estalishes the framewor% for further planning to create a aseline plan for performing the project wor%.

+$. any projects 7777777777 ecause of scope creep caused y additional wor% that was not documented or approved, or was notcommunicated and in turn caused errors or rewor% for other elements of the project. a. overspend their udget or are not completed on

timec. are accepted and renewed

b. are completed early and under udget d. are not contracted

ANS: A

Feedback

A any projects overspend their udget or are not completed on time ecause of scope creep caused yadditional wor% that was not documented or approved, or was not communicated and in turn caused errorsor rewor% for other elements of the project.

B any projects overspend their udget or are not completed on time ecause of scope creep caused yadditional wor% that was not documented or approved, or was not communicated and in turn caused errorsor rewor% for other elements of the project.

C any projects overspend their udget or are not completed on time ecause of scope creep caused yadditional wor% that was not documented or approved, or was not communicated and in turn caused errorsor rewor% for other elements of the project.

D any projects overspend their udget or are not completed on time ecause of scope creep caused yadditional wor% that was not documented or approved, or was not communicated and in turn caused errorsor rewor% for other elements of the project.

PTS: 1 DIF: E OBJ: $. Prepare a pro)ect scope doc*&e!tKE: K!o"led#e

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+3. 7777777777 is a structured approach for organi&ing all the project wor% and deliverales into logical groupings and sudividingthem into more manageale components to help ensure that all the wor% and deliverales to complete the project are identifiedand included in the aseline project plan. a. !ssigning responsiilities in a responsiility

assignment matrixc. /reating a wor% rea%down structure

b. #taining agreement for the project scope

document

d. Finali&ing the project quality plan

ANS: C

Feedback

A /reating a 32S is a structured approach for organi&ing all the project wor% and deliverales into logicalgroupings and sudividing them into more manageale components to help ensure that all the wor% anddeliverales to complete the project are identified and included in the aseline project plan.

B /reating a 32S is a structured approach for organi&ing all the project wor% and deliverales into logicalgroupings and sudividing them into more manageale components to help ensure that all the wor% anddeliverales to complete the project are identified and included in the aseline project plan.

C /reating a 32S is a structured approach for organi&ing all the project wor% and deliverales into logicalgroupings and sudividing them into more manageale components to help ensure that all the wor% anddeliverales to complete the project are identified and included in the aseline project plan.

D /reating a 32S is a structured approach for organi&ing all the project wor% and deliverales into logicalgroupings and sudividing them into more manageale components to help ensure that all the wor% anddeliverales to complete the project are identified and included in the aseline project plan.

PTS: 1 DIF: ( OBJ: +. Deelop a "or breado"! str*ct*re

KE: Co&pre'e!sio!

++. )aving the person who will e responsile for performing a specific activity estimate the duration for that activity 7777777777from that person and 777777777 that may e introduced y having one person estimate the durations for all of the activities.

a. ta%es more effort, creates a prolem c. generates a commitment , avoids any ias

b. gives the status of the project, sets est practices d. elevates the placement perception, creates errors

ANS: C

Feedback

A )aving the person who will e responsile for performing a specific activity estimate the duration for thatactivity generates a commitment from that person and avoids any ias that may e introduced y havingone person estimate the durations for all of the activities.

B )aving the person who will e responsile for performing a specific activity estimate the duration for thatactivity generates a commitment from that person and avoids any ias that may e introduced y havingone person estimate the durations for all of the activities.

C )aving the person who will e responsile for performing a specific activity estimate the duration for thatactivity generates a commitment from that person and avoids any ias that may e introduced y havingone person estimate the durations for all of the activities.

D )aving the person who will e responsile for performing a specific activity estimate the duration for that

activity generates a commitment from that person and avoids any ias that may e introduced y havingone person estimate the durations for all of the activities.

PTS: 1 DIF: ( OBJ: $. Esti&ate t'e d*ratio! or a! actiit0KE: Co&pre'e!sio!

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+,. 3ith projects for which there is a high degree of uncertainty aout the estimated durations for activities, it is possile to use threetime estimates9

a. an original estimate, a petrified estimate, and amost li%ely estimate.

c. an optimi&ed estimate, a primary estimate, and amost li%ely estimate.

b. an optimistic estimate, a pessimistic estimate, and amost li%ely estimate.

d. an opportunity estimate, a pragmatic estimate, anda most li%ely estimate.

ANS: B

Feedback

A 3ith projects for which there is a high degree of uncertainty aout the estimated durations for activities, it ispossile to use three time estimates9 an optimistic estimate, a pessimistic estimate, and a most l i%elyestimate.

B 3ith projects for which there is a high degree of uncertainty aout the estimated durations for activities, it ispossile to use three time estimates9 an optimistic estimate, a pessimistic estimate, and a most l i%elyestimate.

C 3ith projects for which there is a high degree of uncertainty aout the estimated durations for activities, it ispossile to use three time estimates9 an optimistic estimate, a pessimistic estimate, and a most l i%elyestimate.

D 3ith projects for which there is a high degree of uncertainty aout the estimated durations for activities, it ispossile to use three time estimates9 an optimistic estimate, a pessimistic estimate, and a most l i%elyestimate.

PTS: 1 DIF: ( OBJ: $. Esti&ate t'e d*ratio! or a! actiit0

KE: Co&pre'e!sio!

+-. ! 77777777777777 plan must e developed that identifies and assesses potential ris%s, determines the li%elihood of occurrenceand potential impacts of ris%s, and delineates responses for dealing with ris%s

a. ris% development c. ris% mitigation

b. ris% management d. ris% avoidance

ANS: B

Feedback

A ! ris% management plan must e developed that identifies and assesses potential ris%s, determines theli%elihood of occurrence and potential impacts of ris%s, and delineates responses for dealing with ris%s.

B ! ris% management plan must e developed that identifies and assesses potential ris%s, determines theli%elihood of occurrence and potential impacts of ris%s, and delineates responses for dealing with ris%s.

C ! ris% management plan must e developed that identifies and assesses potential ris%s, determines theli%elihood of occurrence and potential impacts of ris%s, and delineates responses for dealing with ris%s.

D ! ris% management plan must e developed that identifies and assesses potential ris%s, determines theli%elihood of occurrence and potential impacts of ris%s, and delineates responses for dealing with ris%s.

PTS: 1 DIF: E OBJ: -. Disc*ss pro)ect co!strai!ts

KE: K!o"led#e

+. Resources are identified and selected in the

a. initiating phase. c. performing phase.

b. planning phase. d. closing phase.

ANS: B

Feedback

A $he planning phase includes defining the project scope, identifying resources, developing a schedule and

16


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udget, and identifying ris%s.B $he planning phase includes defining the project scope, identifying resources, developing a schedule and

udget, and identifying ris%s.C $he planning phase includes defining the project scope, identifying resources, developing a schedule and

udget, and identifying ris%s.D $he planning phase includes defining the project scope, identifying resources, developing a schedule and

udget, and identifying ris%s.

PTS: 1 DIF: E OBJ: . Describe t'e p'ases o t'e pro)ect lie c0cle

KE: K!o"led#e

+2. ! project charter summari&esa. the project ojective. c. the %ey conditions and parameters of the project.

b. the detailed description of the project. d. the funding and contracting of the project.

ANS: C

Feedback

A ! project charter summari&es the %ey conditions and parameters of the project.B ! project charter summari&es the %ey conditions and parameters of the project.C ! project charter summari&es the %ey conditions and parameters of the project.D ! project charter summari&es the %ey conditions and parameters of the project.

PTS: 1 DIF: E


KE: K!o"led#e

+4. $he project purpose should

a. summari&e the need and justification for the project. c. state the major end products or items expected toe produced.

b. state what is expected to e accomplished. d. e concise and create a vision for the end result of

the project.

ANS: A

Feedback

A $he project purpose should summari&e the need and justification for the project.B $he project purpose should summari&e the need and justification for the project.C $he project purpose should summari&e the need and justification for the project.D $he project purpose should summari&e the need and justification for the project.

PTS: 1 DIF: E


KE: K!o"led#e

,5. $he project ojective shoulda. summari&e the need and justification for the project. c. state the major end products or items expected to

e produced.

b. state what is expected to e accomplished. d. e concise and create a vision for the end result ofthe project.

ANS: B

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Feedback

A $he project ojective should state what is expected to e accomplished.B $he project ojective should state what is expected to e accomplished.C $he project ojective should state what is expected to e accomplished.D $he project ojective should state what is expected to e accomplished.

PTS: 1 DIF: EOBJ: 3. Ide!ti0 a!d describe at least ei#'t ele&e!ts o a pro)ect c'arter

KE: K!o"led#e

,1. $he implementation of the new procedure is expected to reduce costs of production y 45: over the next year. $his is anexample of the 7777777777777777 in a project charter.

a. acceptance criteria c. project description

b. project ojective d. success criteria and expected enefits

ANS: D

Feedback

A $he success criteria or expected enefits in the project charter indicate the quantitative enefits of theproject.

B $he success criteria or expected enefits in the project charter indicate the quantitative enefits of theproject.

C $he success criteria or expected enefits in the project charter indicate the quantitative enefits of theproject.

D $he success criteria or expected enefits in the project charter indicate the quantitative enefits of theproject.

PTS: 1 DIF: ( OBJ: +. Prepare a pro)ect c'arter

KE: Co&pre'e!sio!

,$. $he uilding constructed will have at least R+;< insulation rating for the ceiling and R+=< for the walls. $his is an example of the

7777777777777777 in a project charter.a. acceptance criteria c. project description

b. project ojective d. success criteria and expected enefits

ANS: A

Feedback

A $he acceptance criteria for a project descrie the quantitative criteria for each major deliverale.B $he acceptance criteria for a project descrie the quantitative criteria for each major deliverale.C $he acceptance criteria for a project descrie the quantitative criteria for each major deliverale.D $he acceptance criteria for a project descrie the quantitative criteria for each major deliverale.

PTS: 1 DIF: ( OBJ: +. Prepare a pro)ect c'arter

KE: Co&pre'e!sio!

,3. ! idders meeting may e held to

a. clarify the RFP and answer any questions frompotential idders.

c. provide an unfair advantage to those at themeeting.

b. provide additional information only to those thatattend the meeting.

d. solicit feedac% on the clarity of the RFP to changethe project requirements.

ANS: A

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Feedback

A 2usiness or government customers may hold a idders' meeting to explain the RFP and answer questionsfrom interested contractors. Feedac% would e solicited at a pre+RFP meeting to ma%e changes efore theRFP is distriuted.

B 2usiness or government customers may hold a idders' meeting to explain the RFP and answer questions

from interested contractors. Feedac% would e solicited at a pre+RFP meeting to ma%e changes efore theRFP is distriuted.

C 2usiness or government customers may hold a idders' meeting to explain the RFP and answer questionsfrom interested contractors. Feedac% would e solicited at a pre+RFP meeting to ma%e changes efore theRFP is distriuted.

D 2usiness or government customers may hold a idders' meeting to explain the RFP and answer questionsfrom interested contractors. Feedac% would e solicited at a pre+RFP meeting to ma%e changes efore theRFP is distriuted.

PTS: 1

,+. It is advisale to uild relationship with 77777777777777777 in a client or partner organi&ation.a. one individual c. the top ran%ing official

b. several %ey people d. the chief financial officer

ANS: B

Feedback

A 2uild relationships with several %ey people in a client or partner organi&ation- %ey individuals may leave andothers may ecome more influential.

B 2uild relationships with several %ey people in a client or partner organi&ation- %ey individuals may leave andothers may ecome more influential.

C 2uild relationships with several %ey people in a client or partner organi&ation- %ey individuals may leave andothers may ecome more influential.

D 2uild relationships with several %ey people in a client or partner organi&ation- %ey individuals may leave andothers may ecome more influential.

PTS: 1 DIF: (

OBJ: 1. Deelop relatio!s'ips "it' c*sto&ers a!d part!ers KE: Co&pre'e!sio!

,,. /lients want to wor% with people who can 7777777 prolems, not with those who merely 777777 them.a. identify, evaluate c. solve, identify

b. assess, tal% aout d. create, solve

ANS: C

Feedback

A /lients want to wor% with people who can solve prolems, not with those who merely identify them.B /lients want to wor% with people who can solve prolems, not with those who merely identify them.C /lients want to wor% with people who can solve prolems, not with those who merely identify them.D /lients want to wor% with people who can solve prolems, not with those who merely identify them.

PTS: 1 DIF: (

OBJ: 1. Deelop relatio!s'ips "it' c*sto&ers a!d part!ers KE: Co&pre'e!sio!

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,-. >arliest start time 0>S1 is the earliest time at which a specific activity can egina. calculated on the asis of the project estimated

start time and the estimated durations of precedingactivities.

c. calculated on the asis of the project estimatedstart time and the estimated durations ofsucceeding activities.

b. calculated on the asis of the project estimated

finish time and the estimated durations of precedingactivities.

d. calculated on the asis of the project estimated

start time and the estimated durations ofapproaching activities.

ANS: A

Feedback

A >arliest start time 0>S1 is the earliest time at which a specific activity can egin, calculated on the asis ofthe project estimated start time and the estimated durations of preceding activities.

B >arliest start time 0>S1 is the earliest time at which a specific activity can egin, calculated on the asis ofthe project estimated start time and the estimated durations of preceding activities.

C >arliest start time 0>S1 is the earliest time at which a specific activity can egin, calculated on the asis ofthe project estimated start time and the estimated durations of preceding activities.

D >arliest start time 0>S1 is the earliest time at which a specific activity can egin, calculated on the asis of

the project estimated start time and the estimated durations of preceding activities.

PTS: 1 DIF: (

OBJ: 3. Deter&i!e t'e earliest start a!d i!is' ti&es or actiities

KE: Co&pre'e!sio!

,. ?atest start time is calculated ya. sutracting the activity's estimated duration from

the activity"s succeeding activity's latest finish time9?S @ ?F succeeding activity 8 >stimated Auration.

c. sutracting the activity's estimated duration from theactivity's latest finish time9 ?S @ ?F8 >stimatedAuration.

b. adding the activity's estimated duration to thepredecessor of the activity's latest start time9 ?S @

?S predecessor B >stimated Auration.

d. adding the activity's estimated duration to theactivity's latest finish time9 ?S @ ?FB >stimated

Auration.

ANS: C

Feedback

A ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

B ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

C ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

D ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

PTS: 1 DIF: (

OBJ: +. Deter&i!e t'e latest start a!d i!is' ti&es or actiities

KE: Co&pre'e!sio!

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,2. /alculate the latest start for $as% A if one of its successors, $as% F, has a latest start on day C, its other successor, $as% >, has alatest start on day 45, and the duration of $as% A is = days.

a. day < c. day 4=

b. day D d. /annot e calculated ased upon informationgiven.

ANS: B

Feedback

A ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

B ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

C ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

D ?atest start time is calculated y sutracting the activity's estimated duration from the activity's latest finishtime9 ?S @ ?F8 >stimated Auration.

PTS: 1 DIF: (

OBJ: +. Deter&i!e t'e latest start a!d i!is' ti&es or actiitiesKE: Applicatio!

,4. In addition to showing the technical constraints among activities, how does the networ% logic also ta%e into account resourceconstraintsE

a. !ctivities that use the same resource may not eale to occur in parallel to each other.

c. $he activities could e shown in a loop relationship.

b. !ctivities that use different resources may eshown in a serial relationship.

d. Resources that are unlimited are not shown in aresource assignment.

ANS: A

Feedback

A In addition to showing the technical constraints among activities, the networ% logic can also ta%e intoaccount resource constraints. !ctivities that use the same resource may not e ale to occur in parallel toeach other.

B In addition to showing the technical constraints among activities, the networ% logic can also ta%e intoaccount resource constraints. !ctivities that use the same resource may not e ale to occur in parallel toeach other.

C In addition to showing the technical constraints among activities, the networ% logic can also ta%e intoaccount resource constraints. !ctivities that use the same resource may not e ale to occur in parallel toeach other.

D In addition to showing the technical constraints among activities, the networ% logic can also ta%e intoaccount resource constraints. !ctivities that use the same resource may not e ale to occur in parallel toeach other.

PTS: 1 DIF: (OBJ: 1. Create a !et"or dia#ra& t'at taes reso*rce co!strai!ts i!to acco*!t

KE: Eal*atio!

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-5. Select which of the following does not descrie how the sequence of activities can e drawn to reflect the availaility of a limitedquantity of resources.

a. $he activities using the limited resources are shownin a ladder relationship as they are availale.

c. $he activities requiring the limited resource areassigned at different times.

b. $he activities using the limited resources are shownin a loop relationship as they are availale.

d. If there is no technical constraint for the activities,the activities could e arranged serially y the

availaility of the resources.

ANS: B

Feedback

A $he sequence of activities can e drawn to reflect the availaility of a limited quantity of resources.B $he sequence of activities can e drawn to reflect the availaility of a limited quantity of resources.C $he sequence of activities can e drawn to reflect the availaility of a limited quantity of resources.D $he sequence of activities can e drawn to reflect the availaility of a limited quantity of resources.

PTS: 1 DIF: (

OBJ: 1. Create a !et"or dia#ra& t'at taes reso*rce co!strai!ts i!to acco*!t

KE: Eal*atio!

-1.iven this project and the requirement that the numer of resources wor%ing on a tas% cannot e less than the numer assignedto the tas%, answer the following question.3hat is the least numer of resources that can e assigned to the project if all five tas%s occur in parallelE

a. = wor%ers c. D wor%ers

b. 4.G wor%ers per day d. = wor%ers

ANS: C

Feedback

A Parallel tas%s means that all the tas%s are assigned at the same time. $he total resources would e the

total of all those assigned to the tas%s. =B=B4B4B4@D wor%ers.B Parallel tas%s means that all the tas%s are assigned at the same time. $he total resources would e the

total of all those assigned to the tas%s. =B=B4B4B4@D wor%ers.C Parallel tas%s means that all the tas%s are assigned at the same time. $he total resources would e the

total of all those assigned to the tas%s. =B=B4B4B4@D wor%ers.D Parallel tas%s means that all the tas%s are assigned at the same time. $he total resources would e the

total of all those assigned to the tas%s. =B=B4B4B4@D wor%ers.

PTS: 1 DIF: ( OBJ: $. Prepare a reso*rce re/*ire&e!ts pla!

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KE: A!al0sis

-$. iven this project and the requirement that the numer of resources wor%ing on a tas% cannot e less than the numer assignedto the tas%, answer the following question.If the tas%s were placed in a serial relationship with $as% 4 first and the others in numerical order, on what day would $as% ; edoneE

a. day 4< c. day 45

b. day ; d. day C

ANS: C

Feedback

A $as%s assigned in serial order are in a list with $as% 4 ta%ing days 4 to G, $as% = ta%ing days H to


24/33


B Resource leveling, or smoothing, levels the resources so that they are applied as uniformly as possile without extending the project schedule eyond the required completion time.

C Resource leveling, or smoothing, levels the resources so that they are applied as uniformly as possile without extending the project schedule eyond the required completion time.

D Resource leveling, or smoothing, levels the resources so that they are applied as uniformly as possile without extending the project schedule eyond the required completion time.

PTS: 1 DIF: ( OBJ: 3. E7plai! reso*rce leeli!#

KE: Co&pre'e!sio!

-+. /osts related to 77777777777 are for outsourced wor% when the project teams or contractors do not have the expertise orresources to do certain project tas%s.

a. enefactors and suppliers c. reserve and withholding

b. sta%eholders d. sucontractors and consultants

ANS: D

Feedback

A Sucontractors and consultants are outsourced for a project when project teams or contractors do not have

the expertise or resources to do certain project tas%sB Sucontractors and consultants are outsourced for a project when project teams or contractors do not have

the expertise or resources to do certain project tas%sC Sucontractors and consultants are outsourced for a project when project teams or contractors do not have

the expertise or resources to do certain project tas%sD Sucontractors and consultants are outsourced for a project when project teams or contractors do not have

the expertise or resources to do certain project tas%s

PTS: 1 DIF: ( OBJ: 1. Esti&ate t'e cost o actiities

KE: Co&pre'e!sio!

-,. /ontingency costs in the project costs estimate, also referred to as 777777777, are to cover unexpected situations that may

come up during the project, such as i tems that may have een overloo%ed when the initial project scope was defined, activitiesthat may have to e redone ecause they may not wor% the first time 0redesigns1, or a high proaility or high impact ris% thatmay occur.

a. auxiliary funds c. reserves

b. withholding d. capital funds

ANS: C

Feedback

A /ontingency costs in the project costs estimate, also referred to as reserves, are to cover unexpectedsituations that may come up during the project, such as items that may have een overloo%ed when theinitial project scope was defined, activities that may have to e redone ecause they may not wor% the firsttime 0redesigns1, or a high proaility or high impact ris% that may occur.

B /ontingency costs in the project costs estimate, also referred to as reserves, are to cover unexpectedsituations that may come up during the project, such as items that may have een overloo%ed when theinitial project scope was defined, activities that may have to e redone ecause they may not wor% the firsttime 0redesigns1, or a high proaility or high impact ris% that may occur.

C /ontingency costs in the project costs estimate, also referred to as reserves, are to cover unexpectedsituations that may come up during the project, such as items that may have een overloo%ed when theinitial project scope was defined, activities that may have to e redone ecause they may not wor% the firsttime 0redesigns1, or a high proaility or high impact ris% that may occur.

D /ontingency costs in the project costs estimate, also referred to as reserves, are to cover unexpectedsituations that may come up during the project, such as items that may have een overloo%ed when the

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initial project scope was defined, activities that may have to e redone ecause they may not wor% the firsttime 0redesigns1, or a high proaility or high impact ris% that may occur.

PTS: 1 DIF: ( OBJ: 1. Esti&ate t'e cost o actiities

KE: Co&pre'e!sio!

--. $he project cost estimate is allocated toa. the various wor% pac%ages in the project wor%

rea%down structurec. the committed costs in the project.

b. the resources in the project. d. the sta%eholders.

ANS: A

Feedback

A $he project cost estimate is allocated to the various wor% pac%ages in the project wor% rea%downstructure.

B $he project cost estimate is allocated to the various wor% pac%ages in the project wor% rea%downstructure.

C $he project cost estimate is allocated to the various wor% pac%ages in the project wor% rea%down

structure.D $he project cost estimate is allocated to the various wor% pac%ages in the project wor% rea%down

structure.

PTS: 1 DIF: ( OBJ: $. A##re#ate t'e total b*d#eted cost

KE: Co&pre'e!sio!

-. #ften, the sum of the initial estimated costs is greater than the amount of funds udgeted y the sponsor. 3hat should e doneto arrive at an acceptale udget amountE

a. /ut the cost of the highest priced activity in half untilthe udget is reached.

c. Revise the udget expecting that several iterationsmay need to e made to reduce the costs.

b. $rade experienced and efficient resources for less

experienced and less efficient resources.

d. >xtend the scope of the project.

ANS: C

Feedback

A #ften, the sum of the initial estimated costs is greater than the amount of funds udgeted y the sponsor.Several iterations may need to e made to reduce the costs.

B #ften, the sum of the initial estimated costs is greater than the amount of funds udgeted y the sponsor.Several iterations may need to e made to reduce the costs.

C #ften, the sum of the initial estimated costs is greater than the amount of funds udgeted y the sponsor.Several iterations may need to e made to reduce the costs.

D #ften, the sum of the initial estimated costs is greater than the amount of funds udgeted y the sponsor.

Several iterations may need to e made to reduce the costs.

PTS: 1 DIF: ( OBJ: $. A##re#ate t'e total b*d#eted cost

KE: Co&pre'e!sio!

-2. /osts are 77777777 when an item is ordered even though actual payment may ta%e place at some later time.a. discharged c. postponed

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b. committed d. restrained

ANS: B

Feedback

A /osts are committed when an item is ordered even though actual payment may ta%e place at some later

time.B /osts are committed when an item is ordered even though actual payment may ta%e place at some latertime.

C /osts are committed when an item is ordered even though actual payment may ta%e place at some latertime.

D /osts are committed when an item is ordered even though actual payment may ta%e place at some latertime.


KE: Co&pre'e!sio!

-4. Aetermining the earned value involves collecting data on the percent complete for each wor% pac%age and then converting thispercentage to a dollar amount y multiplying the 7777777 of the wor% pac%age y the percent complete.

a. total udgeted cost 0$2/1 c. cumulative earned value 0/>1 b. cumulative udgeted cost 0/2/1 d. cumulative actual cost 0/!/1

ANS: A

Feedback

A Aetermining the earned value involves collecting data on the percent complete for each wor% pac%age andthen converting this percentage to a dollar amount y multiplying the $2/ of the wor% pac%age y thepercent complete.

B Aetermining the earned value involves collecting data on the percent complete for each wor% pac%age andthen converting this percentage to a dollar amount y multiplying the $2/ of the wor% pac%age y thepercent complete.

C Aetermining the earned value involves collecting data on the percent complete for each wor% pac%age and

then converting this percentage to a dollar amount y multiplying the $2/ of the wor% pac%age y thepercent complete.

D Aetermining the earned value involves collecting data on the percent complete for each wor% pac%age andthen converting this percentage to a dollar amount y multiplying the $2/ of the wor% pac%age y thepercent complete.

PTS: 1 DIF: ( OBJ: ,. Deter&i!e t'e ear!ed al*e o "or peror&ed

KE: Co&pre'e!sio!

5. $he 77777 is the product of the percent complete and the sum of the estimated costs of all the specific activities that ma%e up a wor% pac%age or the project.

a. total udgeted cost 0$2/1 c. cumulative actual cost 0/!/1

b. cumulative udgeted cost 0/2/1 d. cumulative earned value 0/>1

ANS: D

Feedback

A $he /> is the product of the percent complete and the sum of the estimated costs of all the specificactivities that ma%e up a wor% pac%age or the project.

B $he /> is the product of the percent complete and the sum of the estimated costs of all the specificactivities that ma%e up a wor% pac%age or the project.

C $he /> is the product of the percent complete and the sum of the estimated costs of all the specific

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activities that ma%e up a wor% pac%age or the project.D $he /> is the product of the percent complete and the sum of the estimated costs of all the specific

activities that ma%e up a wor% pac%age or the project.

PTS: 1 DIF: (


KE: Co&pre'e!sio!

27


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ENCE 320 Introdution to !ro"et Mana#ement

$a%% 2012

Exam 1 (20 points)

1& 'ra( an ati)it*+on+node ,A+- +N. /ro"et net(or or te /ro"et om/riin# teta o(n in te /reedene ta%e e%o(& Identi* te ear%* tart %ate tartear%* ni %ate ni and oat ,%a. or ea (or /aa#e& Com/%ete teta%e o )a%ue o%umn rom te !reedene Ta%e e%o(&

2& Identi* te ritia% /at and tota% /ro"et duration&

Precedence table.

or

!aa#e

!reeden

t

'uration E E$ $ $%oat

A + 6 0 6 0 6 0B + 6 0 6 0 6 0C + 2 0 2 14 16 14' A 8 6 14 6 14 0E A' 4 14 18 14 18 0$ B 10 6 16 8 18 2; B 16 6 22 6 22 0< $ 8 16 24 18 26 2I E< 6 24 30 26 32 2

= 'E 14 18 32 18 32 0> C 6 2 8 16 22 14 ;>B 10 22 32 22 32 0

28


29/33

22 32

3222

+ 10

2 8

2216

> + 6

0 2

1614

C + 6

6 22

226

; +16

16 24

2618

< + 8

6 16

188

$ + 10

0 6

60

B + 6

24 30

3226

I + 6

18 32

3218

=+ 14

14 18

1814

E + 4

6 14

146

' + 8

0 6

60

A + 6


?e ti /a#e or dra(in# te net(or dia#ram& ?e /ro/er ormat or te

net(or dia#ram&

Th! a! t"o #!iti#a$ paths% B & ' & an A & D & E & *

29

Endtart


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31/33


5& at i te /ur/oe o te /ro"et arterD 'ene at %eat ei#t e%ement tat

ma* e in%uded in te arter& ,10 !oint.

Ans"!%

+,!pos (2 points)

; !ro)ide /onor a//ro)a%

; Commit undin# or te /ro"et

; ummarie e* ondition and /arameter

; Eta%ie rame(or to de)e%o/ ae%ine /%an

+ossi-$ E$mnts (8 points)

• !ro"et tit%e

• !ur/oe

• 'eri/tion

• -"eti)e

•

ue riteria or ex/eted enet• $undin#

• Ma"or de%i)era%e

• Ae/tane riteria

• Mi%etone edu%e

• >e* aum/tion

• Contraint

• Ma"or ri

• A//ro)a% reuirement

• !ro"et mana#er

• e/ortin# reuirement

• /onor dei#nee

• A//ro)a% i#nature

6& at i a B and (* i a #ood B im/ortant to a ueu% /ro"etD ,5

/oint.

• 'e%i)era%e+oriented ieraria% deom/oition

• -r#anie /ro"et (or and de%i)era%e

• Create %o#ia% #rou/in#

• udi)ide into more mana#ea%e om/onent

o 'e%i)era%e i out/ut o (or /aa#e

o eoure reuirement and duration an e ai#ned

o Aountai%it* an e ai#ned

o !ro"et mana#er an monitor and ontro%

• ;ra/i art or indentured %it

Te B /ro)ide te oundation or te net(or dia#ram ud#etin# ati)it*

duration and ri identiation

31


32/33


7& at i /ur/oe o a idFno id deiion and %it )e /oi%e id riteria&

,5/oint.

Ans"!% Te /ur/oe o te idFno id deiion i to determine i *ou (i%%

/re/are a /ro/oa% and id on /otentia% (or& Te de)e%o/ment o a /ro/oa% i

ot%* and time onumin#& Contrator mut e rea%iti aout teir /roai%it*o (innin# a ontrat Man* non+(innin# /ro/oa% urt re/utation

; $ator to onider


33/33


9& Te !ro#ram E)a%uation and e)ie( Teniue ue tree etimate or ea

ati)it* to etimate a duration ran#e or ea /ro"et ati)it*& 'ene te tree

ati)it* etimate and te euation or te !ET ati)it* duration etimate& ,5

/oint.

Ans"!% Te !ET ati)it* duration i aed on te -/timiti Mot %ie%* and

!eimiti duration&

-/timiti G te ati)it* duration #i)en te et+ae enario

Mot %ie%* G Te duration o te ati)it* #i)en te reoure tat are %ie%* to e

ai#ned teir /roduti)it* rea%iti ex/etation o a)ai%ai%it* or te ati)it*

de/endenie on oter /artii/ant and interru/tion&

!eimiti G te ati)it* duration #i)en te (ort+ae enario

T,e. G Ht,o. H4J t,m. t,/.KF6

10&'ene Etimate at Com/%ete ,EAC. and /ro)ide tree dierent metod or

determinin# EAC& ,5 /oint.

Ans"!%

a& EAC uin# (or /erormed at te ud#eted rate

EAC G AC BAC + EL

& EAC uin# C!I

EAC G BAC F C!I

& EAC uin# ot !I and C!I

EAC G AC H,BAC @ EL.F,C!I J !I.K

Exam 1 Answers Corrected Network Question (1)

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