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Chapter 08
Scheduling Resources and Costs
Multiple Choice Questions
1. Resources are adequate, but demand varies widely over the life of the proect!
"elaying noncritical activities to lower pea# demand on resources is #nown as
resource
1. Shifting!
2. $%ectiveness!
3. Manipulating!
4. Smoothing!
5. &llocation!
2. 'f resources are not adequate to meet pea# demands, the resulting reschedule is
termed
1. Resource(constrained scheduling!
2.)ime(constrained scheduling!
3. Mandatory leveling!
4. *roect resource adustment!
5. &llocation!
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3. +hich of the following is -) a potential consequence of failing to identify
limited resources before proect implementation.
1. &ctivity delays
2. *roect delays
3. "i/culty in ta#ing quic# corrective action
4. 'ncrease costs
5. Scope creep
4. +hen developing a new software pac#age, logically, the software must be designed
before the code is written, and the code must be written before it is tested! )hese
activities are dependent on each other by constraints!
1. *hysical
2.)echnical
3. Resource
4. Schedule
5.)ime
5. +hen considering the sequence and timing of activities, which of the following is-) one of the types of proect networ# constraints.
1. *hysical
2.)echnical
3. Resource
4.)ime
5. &ll of these are types of constraints that could impact structure of the proect
networ#
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6. Sam, the proect engineer, has been scheduled to run the product system test at the
same time he is to build a mar#eting prototype! )his is an e1ample of what type of
resource constraint.
1. *hysical
2.)echnical
3. *eople
4. $quipment
5.)ime
7. Susan is to conduct environmental testing but the chamber cannot hold all the
equipment that she wants to test! )his is an e1ample of a constraint that could
impact the sequence and timing of activities in a proect networ#! +hat type of
constraint is it.
1. *hysical
2.)echnical
3. Resource
4. Scheduling
5.)ime
8. &ll of the following are types of resource constraints $2C$*)
1. Materials!
2. *eople!
3. $quipment!
4. 'nformation!
5. 3uman!
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9. 4ene is trying to order the concrete needed to continue his proect! 3owever, the
supplier will not be able to deliver it until ne1t wee#! )his is an e1ample of what #ind
of resource constraint.
1. +or#ing capital
2. *eople
3. $quipment
4. 'nformation
5. Materials
10. & special truc# that 4eorge needs on his proect has been scheduled on another
proect! )his is an e1ample of what type of resource constraint.
1. +or#ing capital
2. *eople
3. $quipment
4. 'nformation
5. Materials
11.Most of the scheduling methods available today require the proect manager toclassify the proect as either constrained or constrained!
1.)ime, quality
2. Quality, resource
3. Cost, time
4. Quality, cost
5.)ime, resource
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12. Regina5s boss has told her that her proect is very important! 'f the critical path is
delayed, she will be given whatever she needs to get it bac# on schedule! 3er proect
is classi6ed as
constrained!
1.)ime
2. Quality
3. Cost
4. *erformance
5. Resource
13. 'n reviewing the status of her proect with top management, Shirley was told that
there are only two programmers that she can use for her proect! 3er proect is
classi6ed as
constrained!
1.)ime
2. Quality
3. Cost
4. *erformance
5. Resource
14. &ll resource leveling techniques involve
1. "elaying noncritical activities!
2. "elaying critical activities!
3. 7sing negative slac#!
4. "elaying the proect!
5. &dding resources!
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15.)echnical constraints have been carefully considered when developing a proect
networ#! +hich of the following is true at this point.
1. Resources have been assigned to each activity so they are adequate to complete
the proect on time
2.)echnical dependencies between activities are #nown
3.)he proect completion date can be established
4.)he proect is ready to be implemented
5. &ll of these are true statements once technical constraints have been established
16. Rachel is wor#ing on a proect that technically allows three activities to be done at
the same time! 'f they were to be implemented at the same time, she would need contractors in order for the activities to be completed on time! )here are only 9
available for her to use! )his is an e1ample of what type of constraint.
1.)echnical
2. *eople
3. $quipment
4. *hysical
5. Materials
17. Resource leveling or smoothing can have all the following results on a proect $2C$*)
1. :ower pea# resource demand!
2. Reduced resource need over the life of the proect!
3. Reduced ;uctuations in resource demand!
4. & longer proect duration!
5. & more sensitive networ#!
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18.
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21. 'n a resource(constrained proect the second priority in assigning resources is
usually given to activities with the
1. Smallest duration!
2. :east slac#!
3. Most slac#!
4. :owest identi6cation number!
5. 3ighest cost!
22.)ony has reali=ed that two activities in his proect cannot be done at the same time
because not enough resources are available! &ctivity 9 is critical and has a duration
of days! &ctivity > has ? days of slac# and a duration of ? days! 3ow will he decide
which activity should be scheduled 6rst.
1.)he activity with the smallest duration
2.)he activity with the least slac#
3.)he activity with the most slac#
4.)he activity with the lowest identi6cation number
5.)he activity with the highest cost
23. Splitting an activity can result in all of the following $2C$*)
1. More people wor#ing on the same activity!
2. *ossible startup and shutdown costs!
3. & resource being moved from one activity to another and then bac#!
4. &ctivity wor# being placed on hold for a period until more resources are available!
5. & better proect schedule!
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24. &ll of the following are bene6ts of scheduling resources before proect
implementation $2C$*)
1. 't allows time for considering reasonable options if resource constraints do e1ist!
2.)he proect completion date can be established!
3. +or# pac#ages can be time(phased!
4. 't allows managers to share resources with other proect managers if it is
requested without negatively impacting their proect!
5. 't ensures low networ# sensitivity!
25.)hese are all guidelines a proect manager should consider when assigning
proect wor# $2C$*)
1. Select people with compatible wor# habits and personalities!
2. &lways assign the best people to the most di/cult tas#s!
3. +hen possible, team veterans up with new hires!
4. Select individuals with s#illsets that complement each other!
5. 3ave people wor# together early so that they can become familiar with each
other!
26. +hen a company will reduce the number of proects they have to manage internally
to only core proects and send noncritical proects to contractors and consulting
6rms this is called
1. -utsourcing!
2. Redistribution of proects!
3. *roect allocation!
4.)as# sharing!
5. Referring!
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27. +hich of the following is -) one of the more common problems associated with
scheduling multiproect resources.
1. -verall schedule slippage
2. 'ne/cient resource utili=ation
3. "ecline in proect quality
4. Resource bottlenec#s
5. "elays in one proect causing delays in other proects
28. 'n a resource(constrained proect the third priority in assigning resources is
usually given to activities with the
1. Smallest duration!
2. :east slac#!
3. Most slac#!
4. :owest identi6cation number!
5. 3ighest cost!
29. +hy is it necessary to have a time(phased budget baseline.
1. 't allows proper resource allocation
2. 't shows how much wor# was accomplished for the money spent
3. 't reduces schedule slippage when scheduling multiproect resources
4. 't is not necessary to have a time(phased budget baseline
5. 't reduces ;uctuations in cash ;ow during the proect
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30. *roect budgets are developed by time(phasing which of the following.
1. Resource schedules
2. +or# pac#ages
3.)he networ# diagram
4. Critical activities
5. one of these are time(phased to develop a proect budget
31. & proect budget report is showing our proect as spending @9,000 against a
budgeted amount of @>0,000! +hich of the following is true.
1. +e are spending less than we should for the proect
2. +e are doing a good ob managing the proect
3. +e should chec# to see if all the bills have been paid
4. +e have more money to put into budget reserves
5. +e can5t be sure how the proect is going
Aill in the Blan# Questions
32. "elaying noncritical activities to lower pea# demand and, thus, increase resource
utili=ation is called resource !
33. &nD constraint addresses the sequence in which proect activities must
occur even after considering resource constraints!
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34. 3aving one person responsible for performing several activities, all due at the
same time, is an e1ample of anD constraint!
35.)rying to renovate a ship compartment that is too small for more than one person is
an e1ample of anD resource constraint!
36. & shortage of programmers to write software is an e1ample of anD type
of resource constraint!
37.)he shortage of computer chips to produce a circuit board is an e1ample of anD
type of resource constraint!
38. 'f three copiers are needed to produce a 6nal report on time and only two are
available, the proect is facing anD type of resource constraint!
39. Resource dependency ta#es priority over the technological dependency but does not
violate
dependencies!
40. 'n order that the new product is on the shelf for the Christmas buying season, the
development of the new product would be classi6ed as anD (constrained
proect!
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41. Beth has two engineers assigned to her proect and does not have access to
more even if the result means e1tending the completion date on her proect! She
is managing anD ( constrained proect!
42. &ll leveling techniques delay noncritical activities by using to reduce pea#
demand!
43. +hen scheduling activities in a resource(constrained proect, typically the activity
scheduled 6rst has the amount of slac#!
44. Since resource leveling or smoothing delays noncritical activities, a common result is
an increase in networ# !
45. +hen the wor# in an activity is interrupted to wor# on another activity and is then
resumed at a later point in time, it is called !
46. 'n scheduling resource(constrained proects, are typically used rather
than optimum mathematical solutions!
47. +hen classifying proects, constrained means that proect duration
is 61ed and resources are ;e1ible!
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48. +hen classifying proects, constrained means that a speci6c resource is
61ed and the duration of the proect is ;e1ible!
49. Startup and shutdown costs are maor considerations when using the
scheduling technique!
50. &fter resource leveling or smoothing one goal is that the amount of resources needed
over the life of the proect will be !
51. Many companies are proect wor# to contractors and consultants as a
means of dealing with the pea#s and valleys of resource allocation among proects!
52. +hen a proect is classi6ed as resource(constrained and a resource constraint e1ists,
the proect duration is typically !
53. 'n reality resource allocation generally occurs in anD environment
where the demands of one proect have to be reconciled with the needs of
other proects!
54. +ithout a budget a good proect schedule and cost control are impossible!
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55. & proect cost baseline is also called !
)rue E Aalse Questions
56.)he fact that you must pour foundation before you frame the house and that you
have to frame the house before you can put on the roof demonstrates scheduling
constraints!
)rue Aalse
57.)oo many parallel activities for one individual is an e1ample of a resource constraint!
)rue Aalse
58.)he level of resources each activity will need to be completed in the given
amount of time has been estimatedF therefore, there are no resource constraints!
)rue Aalse
59. Resource leveling or smoothing is only used on proects which are resource
constrained!
)rue Aalse
60. Resource bottlenec#s are one of the three more common problems encountered
in managing multiproect resource schedules!
)rue Aalse
61.)he inability to 6t more than two earth movers on a construction site at the same
time when more are needed to complete the activity on time is an e1ample of a
physical constraint!
)rue Aalse
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62. 'n a resource(constrained proect, the completion date is most li#ely to change!
)rue Aalse
63. 3aving too few programmers and too many engineers is an e1ample of a
people resource constraint!
)rue Aalse
64. 'f a proect needs one earth mover si1 months from now in order to complete one
activity, and the organi=ation has four such machines, there is no equipment
resource constraint!
)rue Aalse
65. & lac# of readily available engineers is a technical constraint!
)rue Aalse
66. Resource dependency ta#es priority over technological dependency but it does not
violate it!
)rue Aalse
67.)o determine if a proect is time(constrained or resource(constrained you would
consult the proect priority matri1!
)rue Aalse
68. Sequential activities hold ust as much potential for resource con;icts as parallel
activities!
)rue Aalse
69. &ll leveling techniques delay noncritical activities by using positive slac# to
smooth out the resource requirements!
)rue Aalse
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70. Since resource leveling or smoothing delays noncritical activities, a common result
is a decrease in networ# sensitivity!
)rue Aalse
71. Scheduling proects classi6ed as resource(constrained focuses on completing the
proect as soon as possible under the given resource constraints!
)rue Aalse
72. +hen resource constraints are added to technical constraints the original proect
networ# may change as well as the completion date!
)rue Aalse
73. +hen scheduling activities in a resource(constrained proect typically the activity
scheduled 6rst has the most amount of slac#!
)rue Aalse
74. & proect budget report is showing our proect as spending @9,000 against a
budgeted amount of @>0,000! +e can assume that everything is going as planned
and that we are under budget!
)rue Aalse
75. Splitting is a scheduling technique used to get a better schedule or better resource
utili=ation and should be used without hesitation!
)rue Aalse
76. +ithout a time(phased budget a good proect schedule and cost control areimpossible!
)rue Aalse
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77. 'f resources are truly limited and activity time estimates are accurate, the resource(
constrained schedule will materiali=e as the proect is implemented, not the time(
constrained schedule!
)rue Aalse
78. *roect managers should always assign the best people to the most di/cult tas#s!
)rue Aalse
Short &nswer Questions
79. 'dentify and brie;y describe the three types of proect constraints that could impact
or change the structure of proect networ#!
80. +hat is the di%erence in proect goals when using resource leveling on time(
constrained proects and using it on resource(constrained proects.
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81. +hy is a schedule not a schedule until resources have been assigned. *rovide a real
life e1ample that illustrates your e1planation!
8?! 'dentify and give an e1ample of the three types of resource constraints!
89! 'dentify and brie;y describe two ways to classify proects with scheduling problems!
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8>! :ist and brie;y describe the disadvantages of resource leveling or smoothing!
8! +hat are the impacts of resource(constrained scheduling.
86. &fter constructing a proect networ# based on technical constraints and reviewing
resource requirements throughout the proect, &nne reali=es many pea#s and valleys
in regard to resource usage! &t one point &nne needs G developers, but top
management has made it very clear that she will not have access to more than >!
Classify &nne5s proect in terms of her scheduling problem! +hat are her options at
this point.
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87. +hen using resource(constrained scheduling, activities that were once scheduled to
be completed at the same time now may have to be scheduled in sequence! +hat are
the Hrules of thumbH or heuristics that need to be followed to determine which activity
is scheduled 6rst.
88! +hy should proect managers be cautious about using the splitting scheduling
technique.
89. +hy is it important to ma#e e%orts to identify resource scheduling problems before
the proect is implemented.
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I0! +hy is it critical to form a time(phased budget.
91. 'f your proect has spent @0,000 versus a budget of @>,000 and it is a wee# ahead
of schedule, is it a certainty that your proect is doing well. $1plain why or why not!
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