Liberty University BUSI 313 quiz 2 complete solutions correct answers slideshare Five different versions https://www.coursemerit.com/solution-details/20162/Liberty-University-BUSI-313-quiz-2-complete-solutions-correct-answers-A-work

1. Liberty University BUSI 313 quiz 2 complete solutions correct answers slideshare
Five different versions
https://www.coursemerit.com/solution-details/20162/ Liberty-University-BUSI-313-quiz-2-complete-solutions-correct-answers-A-work
Question 1 A typical responsibility matrix will include not only those responsible for a specific task
but can also include those who supply support and assistance.
Question 2 Integrating a project's work packages within the organization's management structure
is known as work breakdown structure.
Question 3 If the project time should be accepted, then the project must be completed on time.
Question 4 In reviewing the project plan, Susan sees that the first prototype must be completed
by October 12. This would be best classified as a
Question 5 Which of the following is a good example of a Process Breakdown Structure?
Question 6 There are 5 steps involved when defining a project; which of the following is the first?
Question 7 The final stage in defining a project is coding the organization breakdown structure or
OBS for the information system.
Question 8 For large companies, the organization breakdown structure is used rather than the
work breakdown structure.
Question 9 The highest element in the hierarchical breakdown of the WBS is the first major
deliverable for the project and the lowest element is a work package.
Question 10 Accounting would be an example of which of the following costs typically found in a
project?
Question 11 Estimates are supposed to be based on normal conditions. While this is a good
starting point, it rarely holds true in real life.
Question 12 Cost, time, and budget estimates are the lifeline for control; they serve as the
standard for comparison of the actual and the planned throughout the life of the project.
Question 13 Refining estimates may be necessary for a number of reasons. For example, people

2. working on prototype development needing time to interact with the design engineers after the
design is completed is a good example of
Question 14 A good starting point for developing time and cost estimates is
Question 15 The ideal approach to estimating project time and costs is to use both the topdown
and the bottomup approach.
Question 16 Topdown estimates usually are derived from someone who uses experience and/or
information to determine the project duration and total cost.
Question 17 Past experience is almost always used primarily in the initial phases of estimating.
Question 18 The requirement for a freshly poured foundation to cure before beginning
construction is an example of which of the following type of lag?
Question 19 Tom is responsible for ordering hardware for a custom home his company is building.
The contractor installing the hardware is scheduled to start in 5 working days, but the hardware is
on backorder and will not arrive for another 9 working days. Fortunately, Tom has 10 days of slack
; however, he shares this slack with the hardware installer. He will have to let the contactor know
that the hardware will be ready 4 days later than expected and that the slack for the installer has
been reduced by 4 days. Tom and the installer share 10 days of
Question 20 The critical path is the shortest path through a network and indicates activities that
cannot be delayed without delaying the project.
Question 21 Which of the following will correctly calculate the total slack in an activity?
Question 22 A merge activity is one that merges with other activities into a succeeding activity.
Question 23 Different activities along the same path can have different total slack.
Question 24 It is acceptable for arrows to cross one another in a network diagram.
Question 25 Which of the following can be used without coordinating with managers of
succeeding activities?
1. How is project scope defined?
2. Jose is looking at a document that outlines the specific deliverables and subdeliverables required to
complete the writing of a technical support manual. He is most likely viewing the
3. There are 5 steps involved when defining a project; which of the following is the first?
4. Linda has just been assigned manager of a project to develop a new advertising campaign for an

3. established product. Her first step should be to
5. Which of the following is NOT true regarding scope creep?
6. An expected output over the life of a project would be classified as
7. The first step of project scope definition is to
8. In reviewing the project plan, Susan sees that the first prototype must be completed by October 12.
This would be best classified as a
9. The ability of a 911 emergency system to identify the caller's phone number and location is
considered to be a
10. Which of the following is NOT one of the items that would appear on a project scope statement or
checklist?
11. "To construct a high-quality, custom home within five months at costs not to exceed $150,000" is
best classified as
12. There are 5 steps involved when defining a project; which of the following is the second? A.
Analyze the strategic plan
13. One of the primary jobs of a project manager is to manage the trade-offs associated with the
project. Which of the following is NOT one of the basic classifications of project priorities?
14. After reviewing the project scope statement, the owner specifies that costs MUST stay within
$400,000. This criterion is classified as
15. Scott has just been given a project that has a specific completion date. After a discussion with top
management he finds that while the date is important the cost is more important and a slip in delivery
would be acceptable if required to meet the cost targets. The completion date is best classified as
16. The _________ is used to assist in making project trade-offs among schedule, budget, and
performance objectives.
17. The lowest element in the hierarchical breakdown of the WBS is
18. The highest element in the hierarchical breakdown of the WBS is
19. All of the following are ways the WBS helps in managing projects EXCEPT
20. All of the following are usually included in a work package EXCEPT
21. The integration of the lowest level of the WBS with the organizational units responsible for
performing the work is known as
22. There are 5 steps involved when defining a project; which of the following is the last?
23. When work packages are integrated with organizational units, a control point is created called a
24. The WBS is best suited for projects that have a tangible outcome. Which of the following is used
when the final outcome of the project is less tangible or is a product of a series of steps or phases?
25. If a project is small and does not require an elaborate system to assign tasks, which of the
following is a good choice?
26. The project scope statement indicates that the client is responsible for training the people who will
be using the equipment and that the project team will train the client's trainers. This is an example of
27. The tendency for the project deliverables to expand over time—usually by changing requirements,
specifications, and priorities—is called
28. Which of the following is a good example of a Process Breakdown Structure?
29. Which of the following is least likely to be included in a work package?
30. Having a strong communication plan can go a long way toward mitigating project problems. A
communication plan should address all of the following EXCEPT
31. A selective outline of the project that ensures the identification of all tasks and an understanding
of what is to be done is called a(n) ___________.
32. The first step in planning any project is to ___________.
33. The definition of the end result or mission of your project, or what you expect to deliver to your
customer when the project is complete is the project ___________.
34. Significant events in a project that occur at a specific point in time, are natural control points, and
are easily recognized by project participants are known as ___________.
35. The need for a functioning computer in countries having different electrical systems is an example
of a ________.
36. The agreement that training will be the responsibility of the customer and not the team is an
example of a project ________.
37. The last element of a project scope statement or checklist ensures an understanding and
agreement of expectations. This is known as ____________.
38. In regard to project priorities, if a project parameter such as the completion date or the cost of a
project is fixed and must be met it is considered ____________.
39. Taking advantage of opportunities to reduce costs or accelerate the schedule are examples of

4. project criteria classified as ____________.
40. In making project trade-offs, a criterion that is allowed not to meet the original target, for example,
allowing the schedule to slip, is classified as ___________.
41. A technique that clearly establishes priorities with customers and top management so as to create
shared expectations and avoid misunderstandings is developing a(n) ___________.
42. The result of subdividing the work of a project into smaller and smaller work elements is called a(n)
__________.
43. The most detailed element in the hierarchical breakdown of the project work to be accomplished is
known as the __________.
44. The intersection of work packages and the organizational unit creates a project control point
called a(n) ___________.
45. When specific work packages are assigned to a particular group or person within the organization,
the result is called a(n) ___________.
46. The final step in defining a project is __________ the WBS for the information system.
47. The WBS is best suited for design and construction projects that have tangible outcomes. When
the final outcome of the project is less tangible or it is result of a series of steps or phases, some
project managers choose to utilize a(n) ___________.
48. Once the __________ has been established, it is the basis for making trade-off decisions later in
the project.
Priorities
49. The type of information that will need to be collected during a project and who will receive this
information can be found in the project __________ plan.
50. One tool that is used by project managers of small projects to summarize the tasks to be
accomplished and who is responsible for what on a project is called a(n) __________.
51. A document that is issued by upper management and provides the project manager with written
authority to use organizational resources for project activities is called a(n) __________.
52. Scope creep can be reduced by carefully writing a(n) __________ statement.
53. One of the primary jobs of a project manager is to manage the trade-offs among time, cost, and
performance. To do so, the project manager must define and understand the ___________ of the
project.
54. The gradual expansion of project requirements, specifications and priorities during the execution
of project is known as ____________.
55. Scope creep occurs when your project is completed over-budget.
56. There is a strong correlation between project success and clear project scope definition.
57. Project scope describes what you expect to deliver to your customers when the project is
complete.
58. One of the items included on a project scope statement or checklist is the review with the
customer.
59. An expected output over the life of a project would be classified as a target.
60. An activity that represents a major segment of work is a good example of a milestone.
61. The fact that a new home being built must meet local building codes is an example of a limit and
exclusion.
62. If a project criterion should be optimized if at all possible, it is classified as being constrained. 63.
If the project time should be accepted, then the project must be completed on time.
64. During the course of a project, it is possible that the project priorities may change.
65. Profit, time and performance are all basic classifications of project priorities.
66. Integrating a project's work packages within the organization's management structure is known as
work breakdown structure.
67. The highest element in the hierarchical breakdown of the WBS is the first major deliverable for the
project and the lowest element is a work package.
68. Process breakdown structures are used when the size and the scope of the project do not warrant
an elaborate WBS or OBS.
69. Responsibility matrices are used primarily with small and medium-sized projects and have limited
use in large projects.
70. A communication plan should include limits on who has access to certain kinds of information.
71. The intersection of work packages and the organizational unit creates a project control point
called a cost account.
72. The project charter provides the project manager with written authority to use organizational
resources for project activities.

5. 73. For large companies, the organization breakdown structure is used rather than the work
breakdown structure.
74. The hierarchical work breakdown structure provides management with information appropriate to
each level.
75. The final stage in defining a project is coding the organization breakdown structure or OBS for the
information system.
76. "Reviews with customer" only refers to projects with external customers who are paying for the
project.
77. A typical responsibility matrix will include not only those responsible for a specific task but can
also include those who supply support and assistance.
1. The process of forecasting or approximating the time and cost of completing project deliverables is
called
A. Budgeting.
B. Predicting.
C. Estimating.
D. Planning.
E. Guesstimating.
2. In practice, estimating processes are frequently classified as
A. Top down/bottom up.
B. Rough/polished.
C. Precise/order of magnitude.
D. Draft/final.
E. Broad/Specific.
3. What is the relationship between organizational culture and estimating?
A. There is no relationship
B. Cultural norms affect the accuracy of estimates
C. Culture determines whether estimates are made
D. Estimating alters cultural norms
E. Estimating and culture are independent
4. A good starting point for developing time and cost estimates is
A. Past experience.
B. Work packages.
C. Task analysis.
D. Time and motion studies.
E. Work breakdown structure.
5. Which of the following is NOT one of the factors that need to be considered to improve quality of
estimates for project times and costs?
A. Planning horizon
B. People
C. Padding estimates
D. Profit
E. Project structure
6. Ed is looking over the actual results of projects and comparing them to what was estimated. He
notices that the projects that took six months or longer to complete were noticeably more off the
estimates. Which of the following factors is he recognizing?
A. Padding estimates
B. Project duration
C. Project structure
D. People
E. Organization culture
7. Janet is forecasting how much money her department needs to support a new project. She
estimates that two people and $25,000 in expenses will cover her needs. Because management
typically insists on reducing forecasts by 20 percent, she increases her estimates to allow for that
reduction. Which of the following factors is illustrated in this situation?
A. Padding estimates
B. Planning horizon
C. Project structure

6. D. People
E. Organization culture
8. Which of the following is a good condition for top-down estimating?
A. Cost and time important
B. Fixed price contract
C. Customer wants details
D. Internal, small project
E. Large scale project involving several subcontractors
9. Which of the following is a good condition for bottom-up estimating?
A. When the project involves strategic decision making
B. When the project is internal and small
C. When there is a fixed price contract
D. When there is high uncertainty involved in the project
E. When there is an unstable scope
10. Richard is collecting estimates for a house that he will have the funding to build in 12 months.
Which of the following factors does Richard need to consider in regard to the quality of these
estimates?
A. Padding estimates
B. Planning horizon
C. Project structure
D. People
E. Project duration
11. Which of the following does NOT help describe a bottom-up estimating approach?
A. They are made by someone who uses experience and/or information from someone else to
determine overall project cost and duration
B. They establish low-cost, efficient methods for completing activities
C. They typically comes from the people actually doing the work and who are most knowledgeable
about the task at hand
D. Estimates are made at the work package level and then "rolled up" to determine estimates for
major deliverables and for the project itself
E. They can take place after the project has been planned in detail
12. Which of the following methods is NOT considered a top-down approach to estimating project
time and cost?
A. Ratio
B. Template
C. Apportion
D. Function point
E. Learning curve
13. Jose is forecasting project time and cost for constructing a new building by multiplying the total
square footage by a given dollar amount. Which of the following methods is he using?
A. Ratio
B. Template
C. Apportion
D. Function point
E. Learning curve
14. Sean is forecasting the time and cost of developing a customized software program by looking at
the number of inputs, outputs, inquiries, files, and interfaces. Which of the following methods is he
using?
A. Ratio
B. Template
C. Apportion
D. Function point
E. Learning curve
15. Laura is forecasting the time and cost of developing an intranet for a new customer. Her
department has completed six such intranets for customers during the last two years. Although the
proposed system is about the same size as the others, she estimates that it will take about 10 percent
less time and money. Which of the following methods is she using?
A. Ratio
B. Template

7. C. Apportion
D. Function point
E. Learning curve
16. Learning curves are more likely to be applied in situations where most of the costs are
A. Materials.
B. Labor.
C. Overhead.
D. Evenly spread over materials, labor, and overhead.
E. Labor and materials.
17. Which of the following describes the consensus method?
A. Should be used only for projects that require the same task, group of tasks, or product to be
repeated several times
B. Uses several people with relevant experience regarding the task at hand to make time and cost
estimates
C. Uses pooled experience of senior and/or middle managers to estimate the total project duration
and cost
D. Uses the number of square feet to estimate the total cost and time of the project
E. Uses weighted macro variables or major parameters such as the number of inputs or outputs to
estimate the total cost and time of the project
18. Which of the following is NOT one of the bottom-up approaches to estimating project time and
cost?
A. Parametric procedures applied to specific tasks
B. Estimates for the WBS work packages
C. Learning curve
D. Template method
E. Range estimates
19. Which of the following would be the best method for projects where the final product is not known
and the uncertainty is very large?
A. Function point
B. Template
C. Learning curve
D. Phase estimating
E. Apportion
20. Rob is responsible for estimating a work package that has a significant amount of uncertainty
associated with the time and cost to complete. Due to the uncertainty involved he will be making a low,
an average and a high estimate. Rob is using which estimating approach?
A. Parametric procedures applied to specific tasks
B. Template method
C. Apportion method
D. Range estimating
E. Learning curve
21. Which of the following is NOT true in regard to the level of detail estimates should contain?
A. It will vary with the complexity of the project
B. Detailed estimates are crucial to project success; therefore, an effort should be made to make
estimates as detailed as possible for all projects
C. The more detailed the estimate is the more the estimate will cost to create
D. Inadequate detail might lead to estimates that fall short of their intended purpose
E. Excessive detail means unproductive paperwork and unnecessary expenditures
22. The salary of the project manager would be an example of what type of cost found in a project?
A. Labor
B. Direct
C. Direct project overhead
D. General and administrative overhead
E. Salary
23. Typical kinds of costs found in a project include all of the following EXCEPT
A. Direct costs.
B. Project overhead costs.
C. General and administrative overhead costs.
D. Labor.

8. E. All of these are examples of costs found in a project.
24. Accounting would be an example of which of the following costs typically found in a project?
A. Labor
B. Direct
C. Direct project overhead
D. General and administrative overhead
E. Salary
25. Which of the following would best represent direct project costs?
A. Only labor
B. Only materials
C. Only equipment
D. Both labor and materials
E. Labor, materials and equipment
26. Which of the following is NOT one of the recommended guidelines for developing useful work
package estimates?
A. Estimates should be made by those responsible for the work
B. Use several people to estimate the same work
C. Estimates should be based on normal conditions
D. Estimates should include a normal level of contingency
E. Estimates should be independent of other projects
27. Companies are using which of the following for improving the estimating process for future
projects?
A. Adjusting estimates based on individual forecasting abilities
B. Benchmarking and using the experience of other companies
C. Using time and motion studies
D. Creating historical databases of previous projects
E. Establishing an estimating training course for all employees
28. Reasons why estimating time and cost are important include all of the following EXCEPT
A. To schedule work.
B. To determine how long the project should take and cost.
C. To develop cash flow needs.
D. To determine how well the project is progressing.
E. To help establish a project selection process.
29. The bottom-up approach for estimating times and costs that uses costs from past projects that
were similar to the current project is known as
A. Detailed WBS work package estimates.
B. Template method.
C. Function point method.
D. Time-phased cost estimates.
E. Phase estimating.
30. Which of the following top-down methods is used when projects closely follow past projects in
regard to features and costs of those features, and result in costs being assigned by percentages to
major segments of the project?
A. Apportion
B. Function point
C. Phase estimating
D. Learning curve
E. Consensus
31. Refining estimates may be necessary for a number of reasons. For example, resource shortages,
in the form of people, equipment, or materials, can extend original estimates. This is a good example
of
A. Hidden interaction costs.
B. Things going wrong on a project.
C. Normal conditions not applying.
D. Changes in project scope.
E. The customer not being clear about their expectations.
32. Refining estimates may be necessary for a number of reasons. For example, people working on
prototype development needing time to interact with the design engineers after the design is
completed is a good example of

9. A. Hidden interaction costs.
B. Things going wrong on a project.
C. Normal conditions not applying.
D. Changes in project scope.
E. The customer not being clear about their expectations.
33. Refining estimates may be necessary for a number of reasons. For example, a manager getting
further into a project and obtaining a better understanding of what needs to be done to accomplish a
project and meet the needs of the customer is an example of
A. Hidden interaction costs.
B. Things going wrong on a project.
C. Normal conditions not applying.
D. Changes in project scope.
E. There is never a good reason to refine estimates.
34. Refining estimates may be necessary for a number of reasons. For example, design flaws being
revealed after the fact, extreme weather conditions, and accidents occurring are good examples of
A. Hidden interaction costs.
B. Things going wrong on a project.
C. Normal conditions not applying.
D. Changes in project scope.
E. None of these are correct.
35. When work package estimates are made by individuals most knowledgeable about the work being
performed and these estimates are then "rolled up" to find estimated costs for major deliverables and
the project itself, estimating is being used.
36. When someone uses experience and/or information from others to determine the project duration
and total cost, estimating is being used.
37. The estimating factor that considers the decreasing accuracy of estimates as one forecasts
activities that are further into the future is known as .
38. The estimating factor that considers the skill level of participants doing the estimating is known as
the factor.
39. The estimating factor that considers the tendency to overestimate project time and cost in order to
improve the likelihood of meeting the estimates is known as the factor.
40. The estimating factor that considers the prevailing belief in some firms that detailed estimating
takes too much time and is not worth the effort is an example of the factor.
41. The preferred method for situations involving strategic decision making, projects with a high
degree of uncertainty, and projects with an unstable scope is the approach to estimating project time
and costs.
42. The preferred method for situations where the cost and time estimates are important, in a fixed
contract situation, and when the customer wants a lot of detail is the approach to estimating project
time and costs.
43. The information necessary to conduct a bottom-up estimate of project time and costs starts with
the .
44. Jose is forecasting project time and cost for constructing a new building by multiplying the total
square footage by a given dollar amount. He is using the method of top-down estimating.
_
45. Rose is working on estimates for a project that is very similar to a previous project, in that it has
many of the same features and those features have similar costs. Each feature or deliverable will
represent the same percentage of the total cost as it did for the previous project. Rose is using the
method of top-down estimating.
46. The top-down method for estimating project time and cost that uses weighted variables based on
major parameters and is frequently used in the development of software is known as the method.
47. The top-down method of estimating project time and costs that is useful for projects requiring the
same task, group of tasks, or product repeated several times, especially if it is labor intensive, is the .
48. The bottom-up method of estimating where work package time and costs for past projects are
used as a starting point for a new project and adjustments are made based on differences in the new
project is known as the method.
49. The top-down method of estimating when the pooled experience of senior and/or middle
managers are used to estimate the total project duration and cost is the method.
50. The approach to estimating project time and cost that begins with an overall estimate for the
project and then refines estimates for various stages of the project as it is implemented is known as .

10. 51. The estimating approach that is best to use on projects where there is an unusual amount of
uncertainty surrounding the project and when it is impractical to estimate times and costs for the
entire project is known as .
52. A way to improve estimates on future projects is to collect and archive data on past project
estimates and actuals. Creating a for estimating is a way to achieve this goal.
53. Project costs such as labor and materials are typically classified as costs.
54. The salary of the project manager and temporary rental space for the project team would be
classified as costs.
55. Estimates should be made based on conditions, efficient methods, and a normal level of
resources.
56. Costs that are associated with time devoted to the coordination in meetings and briefings as well
as time necessary to resolve disconnects between tasks are known as costs.
57. Costs that are not directly related to a specific project, such as advertising, accounting, and senior
management's salary, are classified as costs.
58. Project estimates should be broken down into as much detail, and with as much accuracy,as
possible.
59. Cost, time, and budget estimates are the lifeline for control; they serve as the standard for
comparison of the actualand the planned throughout the life of the project.
6 0 . Past experience is almost always used primarily in the initial phases of estimating.
61. After averaging out the underestimates and overestimates, a long-duration project is more likely to
be on target than a short-term, small project.
62. The process of forecasting or approximating the time and cost of completing project deliverables
is called planning.
63. The project management structure chosen to manage the project will have little impact on the
quality of estimates.
64. As long as everyone in a project adds a little padding to reduce risk, the project duration and cost
estimates will be more accurate.
65. Organization culture can significantly influence project time and cost estimates.
66. If a project is internal to the company and relatively small, the bottom-up approach to estimating
time and costs for the project is the best choice.
67. If time and costs are important to a project the top-down approach to estimating time and costs for
the project is the best choice.
68. The ideal approach to estimating project time and costs is to use both the top-down and the
bottom-up approach.
69. Estimates that are typically based on estimates of elements found in the work breakdown structure
are called bottom-up estimates.
70. Top-down estimates usually are derived from someone who uses experience and/or information to
determine the project duration and total cost.
71. Estimating the total cost of a house by multiplying the total square feet by cost per square foot is
an example of the apportion method of estimating costs.
72. Estimating the total cost of a project by multiplying each major function by a complexity factor is
an example of the apportion method of estimating costs.
73. Phase estimating is used when a project cannot be rigorously defined because of the uncertainty of
design or the final product.
74. All task time estimates need consistent time units.
75. One guideline to follow when estimating time, cost and resources is to use severalpeople to make
the estimate for a task.
76. The consensus method of estimating costs is a bottom-up technique.
77. The salary of the project manager and her administrative assistant is classified as direct labor costs.
78. General and administrative costs are usually allocated as a percent of the total of a direct cost
which includes labor, materials, or equipment.
79. Work package estimates should include allowances for contingencies.
80. Estimates are supposed to be based on normal conditions. While this is a good starting point, it
rarely holds true in real life.

11. Information to develop a project network is collected from the
Which of the following represents an activity on an activity-on-node (AON) project
network
Arrows on an activity-on-node (AON) project network represent
When translated into a project network, a work package will become
Which of the following is provided by both the project network and the work breakdown
structure
On a project network, the activity times are derived from the
Which of the following does NOT help describe a project network
An activity that has more than one dependency arrow flowing into it is termed a(n)
The critical path in a project network is the
A(n) _________ activity has more than one dependency arrow flowing from it
Which of the following can be used without coordinating with managers of succeeding
activities
Activities which can take place at the same time are termed
A sequence of connected, dependent activities is termed a(n)
Bill is building a project network that involves testing a prototype. He must design the
prototype (activity 1), build the prototype (activity 2), and test the prototype (activity 3).
Activity 1 is the predecessor for activity 2 and activity 2 is the predecessor for activity 3.
If the prototype fails testing, Bill must redesign the prototype; therefore, activity 3 is a
predecessor for activity 1. This is an example of
Which of the following is NOT one of the basic rules to follow when developing project
networks
___ activities must be completed immediately before a particular activity
___ activities are to be completed immediately following a particular activity
The forward pass in project network calculations determines all of the following
EXCEPT
The backward pass in project network calculations determines all of the following
EXCEPT
Which of the following correctly calculates the early finish for an activity
Which of the following correctly calculates the late start for an activity
The amount of time an activity can be delayed and yet not delay the project is termed
Which of the following will correctly calculate the total slack in an activity
The likelihood the original critical path(s) will change once the project is initiated is
referred to as
Which of the following is true about hammock activities
If, for some reason, the project must be expedited to meet an earlier date, which of the
following actions would the project manager take first
The assumption that all immediate preceding activities must be 100% complete is too
restrictive in some situations. When an activity is broken down into smaller segments in
order to start the succeeding activity sooner, this is called
If a project has more than one activity that can begin when the project is to start, a
common start node should be used to indicate a clear project beginning on the network.
Without a common start node, each path is a
Tom is responsible for ordering hardware for a custom home his company is building.
The contractor installing the hardware is scheduled to start in 5 working days, but the
hardware is on back-order and will not arrive for another 9 working days. Fortunately,
Tom has 10 days of slack; however, he shares this slack with the hardware installer. He
will have to let the contractor know that the hardware will be ready 4 days later than
expected and that the slack for the installer has been reduced by 4 days. Tom and the
installer share 10 days of

12. The minimum amount of time a dependent activity must be delayed to begin or end is
referred to as
The requirement for a freshly poured foundation to cure before beginning construction
is an example of which of the following type of lag
Concurrent engineering, which has dramatically reduced the development time for new
products, relies on what kind of lag
If testing cannot be completed any earlier than four days after the prototype has been
built, what type of lag exists
When completing a backward pass, you carry the LS to the next preceding activity to
establish the LF, unless the next preceding activity is a burst activity, in which case you
select
System documentation cannot end until three days after testing has started. This is an
example of which kind of lag
An element in the project that consumes time is a(n)_____
The activity time estimates used to build a project network are derived from _____
An activity that has more than one predecessor is a ____ activity
The delaying of any activity on the ____ will delay the completion of the project by the
same amount
Activities that can take place at the same time if the manager wishes them to are called
____ activities.
A(n) ____ calculates project duration
A(n) ____ activity has more than one successor activity
A(n) _____ calculates how late an activity can start and finish
*In a project network, recycling through a set of activities or ____ is not permitted
In a project network, ____ indicate activity dependency and project flow
____ slack must be coordinated with all participants in the activities that follow in the
chain
Activities that must occur immediately before a given activity are called ____ activities
Activities that must immediately follow a given activity are called ____ activities
Activities that can occur while an activity is taking place are called ____ activities
The ____ calculates the earliest times that activities can start or finish
The ____ calculates the critical path and determines how long an activity can be
delayed without delaying the project
An activity has a duration of 10 days. Its early start is 4 and its late start is 6. This
activity has ____ days of total slack
____ can never be negative and applies only to the last activity in a single chain of
activities
A(n) ____ is the minimum amount of time a dependent activity must be delayed to
begin or end
When an activity with a long duration is broken into smaller segments so that the
following activities can begin sooner it is called ____
The longest path through a project network is called the _____
______ reflects the likelihood the original critical path(s) will change once the project is
initiated.
A network has only one critical path and the slack for noncritical activities is high. This
network would appear to have a ____ level of sensitivity
The ____ lag is the most typical type of lag that is encountered in developing networks
A(n) _____ activity is frequently used to identify the use of fixed resources or costs over
a segment of the project
An activity can include only one work package
A merge activity is one that merges with other activities into a succeeding activity

13. The WBS identifies dependencies, the sequencing of activities, and the timing of
activities
The critical path is the shortest path through a network and indicates activities that
cannot be delayed without delaying the project
An activity is an element of the project that always requires time
If a network has more than one critical path but noncritical activities have very little
slack, the network is considered to have a high level of sensitivity
The backward pass determines project duration
An activity cannot begin until ALL preceding connected activities have been completed
In developing a project network, neither looping nor conditional statements are
permitted
Experience suggests that when there are multiple starts, a common start node should
be used to indicate a clear project beginning on the network. Similarly, a single project
end node can be used to indicate a clear ending
Burst activities have more than one activity immediately following them (more than one
dependency arrow flowing from them)
It is acceptable for arrows to cross one another in a network diagram
The forward pass through a project network determines the critical path
The backward pass through a project network determines slack or how long an activity
can be delayed without impacting the completion date of the project
Different activities along the same path can have different total slack
If the project has a duration of 13 days, the project should be completed 13 days from
the day it starts
It is possible for a project network to have more than one critical path
Using free slack does not delay any following activities and requires no coordination
with managers of other activities
Gantt charts are popular because they represent an easy-to-understand, clear picture
on a time-scaled horizon
When completing a forward pass, you carry the early finish to the next activity where it
becomes its early start unless the next succeeding activity is a merge activity. In this
case you select the smallest early finish number of all its immediate predecessor
activities
Only activities that occur at the end of a chain of activities can have free slack
Lags can be used to constrain the start and finish of an activity
An uncertain event or condition that, if it occurs, has a positive or negative effect on
project objectives is termed a
The chances of a risk event occurring as a project proceeds through its life cycle tend
to
The cost impact of a risk event occurring as a project proceeds through its life cycle
tends to
The attempt to recognize and manage potential and unforeseen trouble spots that may
occur when a project is implemented is known as
Which of the following is NOT one of the steps in the risk management process
The initial step in the risk management process is to
One common mistake made early in the risk identification process is to
Organizations use ____ in conjunction with work breakdown structures to help
management teams identify and eventually analyze risk
Which of the following groups should NOT be a part of the risk identification process?
After your team has successfully identified potential risks that could affect the project,
what is the next step
A list of questions that address traditional areas of uncertainty on a project is termed a

14. ____ focuses on how to respond to events that have a positive impact on a project
Tools such as a risk assessment form and a risk severity matrix are used to
Based on the following, which event should you be most concerned about
____ is a measure of how easy it would be to notice that a risk event was going to
occur in time to take mitigating action, that is, how much warning you would have
Purchasing an accident insurance policy would be an example of responding to a risk
by ____ it
The risk management tool that is divided into three color-coded zones representing
major, moderate, and minor risks is the risk
The risk assessment form contains all of the following EXCEPT
Risks are evaluated in terms of
Adopting proven technology instead of experimental technology in order to eliminate
technical failure would be an example of which risk response
Which of the following activities might you consider adding a time buffer to
Which of the following is NOT included in a Failure Mode and Effects Analysis
A fixed price contract is an example of
Which of the following is NOT one of the potential responses to a specific risk event
A Risk Response Matrix contains all of the following EXCEPT
A key distinction between a risk response and a contingency plan is
The risk associated with the unlikelihood that one of the key members will be struck by
lightning would most likely be handled by which of the following
Funds that are for identified risks that have a low probability of occurring and that
decrease as the project progresses are called ______ reserves
Risks that can result in a system or process that will not work are known as
Which of the following is NOT involved in risk control
Which of the following is identified to cover major unforeseen risks and, hence, are
applied to the total project
Change management systems are designed to accomplish all of the following EXCEPT
An uncertain event or condition that, if it occurs, has a positive or negative effect on
project objectives is known as a ____
The likelihood of a risk event occurring ____ as a project goes through its life cycle
The first step in the risk management process is ____
The significance of a risk is assessed in terms of the ____ and the impact of the event
A list of questions that address traditional areas of uncertainty on a project is known as
a
The measurement of how easy it would be to detect that the event was going to occur
in time to take mitigating action is known as
The ____ form identifies each risk event, the likelihood of it occurring, the potential
impact, when it may occur, and the degree of difficulty in detecting it
The ____ matrix is divided into red, yellow, and green zones representing major,
moderate, and minor risks
According to the Failure Mode and Effects Analysis (FMEA), Impact x Probability x
Detection = ____
When considering risk response development, reducing the likelihood that an event will
occur and/or reducing the impact that an adverse event would have on a project is
known as ____ the risk
When considering risk response development, changing the plan to eliminate the risk or
condition is known as ____ the risk
When considering risk response development, passing risk to another party instead of
changing it is known as ____ the risk

15. When considering risk response development, assuming the risk because the chance
of such an event is slim is known as ____ the risk
Testing a new project on a smaller isolated area prior to installing it for the entire
organization is an example of ____ a risk
Performance bonds, warranties, and insurance are examples of ____ a risk
Choosing to move a concert indoors to eliminate the threat of bad weather is an
example of ____ a risk.
Flooding would be devastating to the project; however, it is very unlikely. The project
manager is most likely to ____ this risk
The event or point in time when a contingency plan will be implemented is called a
____
____ reserves are identified for specific work packages and are distributed by the
project manager and the team members.
____ reserves are controlled by the project manager and the owner of the project and
are used to cover major unforeseen risks to the entire project
A ____ is an alternative that will be used if a possible foreseen risk event becomes a
reality
____ systems involve reporting, controlling, and recording changes to the project
baseline
The probability that a risk event will occur is higher during the initial stages of a project
Risk events that occur in the early stages of a project will have a greater cost impact
than those that occur in later stages
Risk management is a reactive approach that is designed to ensure that surprises are
reduced and that negative consequences associated with undesirable events are
minimized
One common mistake that is made early on in the risk identification process is to focus
on consequences and not on the events that could produce consequences
The project being delayed is an example of a major risk that should be assessed
The first step in the risk management process is risk assessment
A risk profile is a list of questions that have been developed and refined from previous,
similar projects
The risk identification process should be limited to just the core project team.
While a "can do" attitude is essential during implementation, project managers have to
encourage critical thinking when it comes to risk identification
Responses to all identifiable risks should be a top priority for the project manager
When considering risk value, the lower the value, the higher the level of risk
If, during risk response development, you successfully identify how you will respond to
a risk, contingency planning is unnecessary
Adopting proven technology instead of experimental technology is an example of
mitigating a risk
A risk is an uncertain event that, if it occurs, can have a positive or negative effect on
project objectives
Performance bonds, warranties, and guarantees are financial instruments used to
share risk.
Fixed-price contracts are an example of transferring risk from an owner to a contractor
When developing a response to a risk by scheduling outdoor work in the summer,
investing in up-front safety training, or choosing high-quality materials, these are
examples of retaining a risk
Budget reserves are set up to cover identified risks associated with specific segments
of a project while management reserves are set up to cover unidentified risks
associated with the total project

16. Change management systems involve reporting, controlling, and recording changes to
the project baseline
Enhancing a risk is a tactic that seeks to eliminate the uncertainty associated with an
opportunity to ensure that it definitely happens
Contingency funding is made up of budget reserves and management reserves
Resources are adequate, but demand varies widely over the life of the project. Delaying
noncritical activities to lower peak demand on resources is known as resource
If resources are not adequate to meet peak demands, the resulting reschedule is
termed
Which of the following is NOT a potential consequence of failing to identify limited
resources before project implementation
When developing a new software package, logically, the software must be designed
before the code is written, and the code must be written before it is tested. These
activities are dependent on each other by ______ constraints
When considering the sequence and timing of activities, which of the following is NOT
one of the types of project network constraints
Sam, the project engineer, has been scheduled to run the product system test at the
same time he is to build a marketing prototype. This is an example of what type of
resource constraint
Susan is to conduct environmental testing but the chamber cannot hold all the
equipment that she wants to test. This is an example of a constraint that could impact
the sequence and timing of activities in a project network. What type of constraint is it
All of the following are types of resource constraints EXCEPT
Gene is trying to order the concrete needed to continue his project. However, the
supplier will not be able to deliver it until next week. This is an example of what kind of
resource constraint
A special truck that George needs on his project has been scheduled on another
project. This is an example of what type of resource constraint?
Most of the scheduling methods available today require the project manager to classify
the project as either _____ constrained or ______ constrained
Regina's boss has told her that her project is very important. If the critical path is
delayed, she will be given whatever she needs to get it back on schedule. Her project is
classified as ______ constrained
In reviewing the status of her project with top management, Shirley was told that there
are only two programmers that she can use for her project. Her project is classified as
_______ constrained
All resource leveling techniques involve
Technical constraints have been carefully considered when developing a project
network. Which of the following is true at this point
Rachel is working on a project that technically allows three activities to be done at the
same time. If they were to be implemented at the same time, she would need 5
contractors in order for the activities to be completed on time. There are only 3
available for her to use. This is an example of what type of constraint
Resource leveling or smoothing can have all the following results on a project EXCEPT
Jan is trying to reallocate resources in a time-constrained project to create smoother
resource utilization. She should first identify activities with the
In a resource-constrained project, which of the following is most likely to be changed
In a resource-constrained project, the first priority in assigning resources is usually
given to activities with the
In a resource-constrained project the second priority in assigning resources is usually
given to activities with the

17. Tony has realized that two activities in his project cannot be done at the same time
because not enough resources are available. Activity 3 is critical and has a duration of
5 days. Activity 4 has 2 days of slack and a duration of 2 days. How will he decide
which activity should be scheduled first
Splitting an activity can result in all of the following EXCEPT
All of the following are benefits of scheduling resources before project implementation
EXCEPT
These are all guidelines a project manager should consider when assigning project
work EXCEPT
When a company will reduce the number of projects they have to manage internally to
only core projects and send noncritical projects to contractors and consulting firms this
is called
Which of the following is NOT one of the more common problems associated with
scheduling multiproject resources
In a resource-constrained project the third priority in assigning resources is usually
given to activities with the
Why is it necessary to have a time-phased budget baseline
Project budgets are developed by time-phasing which of the following
A project budget report is showing our project as spending $35,000 against a budgeted
amount of $40,000. Which of the following is true
Delaying noncritical activities to lower peak demand and, thus, increase resource
utilization is called resource ____
A(n) ________ constraint addresses the sequence in which project activities must
occur even after considering resource constraints
Having one person responsible for performing several activities, all due at the same
time, is an example of a(n) _____ constraint
Trying to renovate a ship compartment that is too small for more than one person is an
example of a(n) _____ resource constraint
A shortage of programmers to write software is an example of a(n) _____ type of
resource constraint
The shortage of computer chips to produce a circuit board is an example of a(n)
______ type of resource constraint
If three copiers are needed to produce a final report on time and only two are available,
the project is facing a(n) ________ type of resource constraint
Resource dependency takes priority over the technological dependency but does not
violate _____ dependencies
In order that the new product is on the shelf for the Christmas buying season, the
development of the new product would be classified as a(n) ________ -constrained
project
Beth has two engineers assigned to her project and does not have access to more
even if the result means extending the completion date on her project. She is managing
a(n) ________ -constrained project
All leveling techniques delay noncritical activities by using ________ to reduce peak
demand
When scheduling activities in a resource-constrained project, typically the activity
scheduled first has the ______ amount of slack
Since resource leveling or smoothing delays noncritical activities, a common result is an
increase in network _____
When the work in an activity is interrupted to work on another activity and is then
resumed at a later point in time, it is called ____

18. In scheduling resource-constrained projects, _____ are typically used rather than
optimum mathematical solutions
When classifying projects, ________ constrained means that project duration is fixed
and resources are flexible
When classifying projects, ________ constrained means that a specific resource is
fixed and the duration of the project is flexible
Start-up and shutdown costs are major considerations when using the ______
scheduling technique
After resource leveling or smoothing one goal is that the amount of resources needed
over the life of the project will be
Many companies are ______ project work to contractors and consultants as a means of
dealing with the peaks and valleys of resource allocation among projects
When a project is classified as resource-constrained and a resource constraint exists,
the project duration is typically ____
In reality resource allocation generally occurs in a(n) ______ environment where the
demands of one project have to be reconciled with the needs of other projects
Without a ____ budget a good project schedule and cost control are impossible
A project cost baseline is also called ____
The 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
Too many parallel activities for one individual is an example of a resource constraint
The level of resources each activity will need to be completed in the given amount of
time has been estimated; therefore, there are no resource constraints
Resource leveling or smoothing is only used on projects which are resource
constrained
Resource bottlenecks are one of the three more common problems encountered in
managing multiproject resource schedules
The inability to fit 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 example of a physical
constraint
In a resource-constrained project, the completion date is most likely to change.
Having too few programmers and too many engineers is an example of a people
resource constraint
If a project needs one earth mover six months from now in order to complete one
activity, and the organization has four such machines, there is no equipment resource
constraint
A lack of readily available engineers is a technical constraint
Resource dependency takes priority over technological dependency but it does not
violate it
To determine if a project is time-constrained or resource-constrained you would consult
the project priority matrix
Sequential activities hold just as much potential for resource conflicts as parallel
activities.
All leveling techniques delay noncritical activities by using positive slack to smooth out
the resource requirements
Since resource leveling or smoothing delays noncritical activities, a common result is a
decrease in network sensitivity
Scheduling projects classified as resource-constrained focuses on completing the
project as soon as possible under the given resource constraints
When resource constraints are added to technical constraints the original project
network may change as well as the completion date

19. When scheduling activities in a resource-constrained project typically the activity
scheduled first has the most amount of slack
A project budget report is showing our project as spending $35,000 against a budgeted
amount of $40,000. We can assume that everything is going as planned and that we
are under budget
Splitting is a scheduling technique used to get a better schedule or better resource
utilization and should be used without hesitation
Without a time-phased budget a good project schedule and cost control are impossible
If resources are truly limited and activity time estimates are accurate, the resource-
constrained schedule will materialize as the project is implemented, not the time-
constrained schedule
Project managers should always assign the best people to the most difficult tasks