- Contest Type: Online Exam
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- Participants: 0 participants
- Last Update: May 8, 2011
- Questions: 20 questions
- Owner(Creator): Saydujjaman Shamim
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Project Time Management
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Saydujjaman Shamim: You must signin/signup to participate on this exam- May 8, 2011
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Saydujjaman Shamim created new contest Project Time Management
- May 8, 2011
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- Keywords time management - project time
- Creation Date May 8, 2011
- Start Time May 8, 2011
- End Time April 30
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This contest contains the questions from Project Time Management which is the 6th chapter of the PMBOK 4th edition.
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1
Activity Definition, Activity Sequencing, Activity Execution, Activity Duration Estimation, and Activity Control. | 0Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule, and Control Schedule. | 1Identify Activities, Develop Schedule, Execute Activities, Control Activities, and Monitor Schedule Results. | 0Determine Activities, Estimate Activity Durations, Develop Schedule, Implement Activities, and Report Activity Results. | 0 -
2
Focus is maintained on long-term objectives, allowing near-term objectives to be rolled out as part of the ongoing wave of activities. | 0The work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS. | 1The work far in the future is planned in detail for WBS components that are at a low level of the WBS. | 0A wave of detailed activities is planned during strategic planning to ensure that WBS deliverables and project milestones are achieved. | 0 -
3
Uses boxes or rectangles to represent activities. Therefore, it is also called activity-on-node (AON). | 1Uses a probabilistic approach to scheduling project activities. | 0Is a time-phased graphical representation of the arrow diagramming method (ADM) and shows durations of project activities as well as their dependencies. | 0Is more accurate than the critical path method for scheduling when there are uncertainties about the durations of project activities. | 0 -
4
The estimated activity resource requirements. | 0The resources assigned to the activity. | 0The availability of the resources assigned to the activity. | 0Using the precedence diagramming method (PDM) for scheduling activities instead of using the Critical Path Method (CPM). | 1 -
5
The use of industrial engineering techniques to improve productivity, thereby finishing the project earlier than originally planned. | 0Performing in parallel activities that are normally performed in sequence, which may result in rework and increased risk. | 1Going on a ‘‘mandatory overtime schedule’’ to complete the project on schedule or earlier if possible. | 0Assigning ‘‘dedicated teams’’ to critical path activities to achieve project schedule objectives. | 0 -
6
Project A, the company’s participation in a pump industry trade show, depends on the successful completion of Project B, which is building the prototype pump that is going to be displayed. | 0To start design only after completion and approval of all project requirements. | 1For the shrink-wrapping on the finished box of software to depend on enclosing the manual and software first. | 0To schedule the final testing activity of a new computer model to start seventy-two hours after the start of the mandatory seventy-two hour ‘‘burn-in’’ period. | 0 -
7
Work breakdown structure, project schedule, and network diagram. | 0Project schedule, progress reports, and change requests. | 0Project network diagram, constraints, and assumptions. | 0Scope baseline, enterprise environmental factors, and organizational process assets. | 1 -
8
Crashing. | 1Program evaluation and review technique (PERT). | 0Precedence diagramming method (PDM). | 0Fast tracking. | 0 -
9
The level of effort for an activity. | 0Activity start and end dates, as well as expected durations. | 1Availability of resources assigned to perform project activities. | 0Relative priority of activities. | 0 -
10
Various levels of the work breakdown structure. | 0Activities likely to be involved in project integration and resource allocation processes. | 0The logical relationships that exist between activities. | 1The project completion date based on normal resource availability. | 0 -
11
Start-to-start, start-to-finish, finish-to-finish, finish-to-start. | 0Early start, early finish, late start, late finish. | 1Predecessor-to-successor, predecessor-to-predecessor, successor-to-successor. | 0Primary-to-secondary, primary-to-finish, secondary-to-secondary, finish-to-finish. | 0 -
12
It can be used to keep resource usage at a constant level during certain time periods. | 0It can often cause the original critical path to change. | 0It is used to optimize the distribution of work among resources. | 0It is used to develop a resource-based WBS. | 1 -
13
It is a network scheduling technique that allows development of an optimum project schedule when resources are unlimited. | 0It is a schedule network analysis technique that modifies the project schedule to account for limited resources. | 1It is another name for the bar chart. | 0It is primarily used to ensure safety in major construction projects. | 0 -
14
A schedule compression technique that typically includes reducing schedule activity durations and increasing the assignment of resources on schedule activities. | 1A schedule compression technique in which phases or activities that normally would be done in sequence are performed in parallel. | 0The timely input of data to calculate the critical path. | 0Equivalent to minimizing float in the project schedule network. | 0 -
15
Activity list. | 0Enterprise environmental factors. | 0The actual resource cost of the last project. | 1Organizational process assets. | 0 -
16
Job descriptions of resources required for the project. | 0Salary schedules for various project human resources. | 0Identification of the types and quantities of resources required for each activity. | 1Analogous estimating of resource requirements. | 0 -
17
Directs a delay in the successor activity. | 0Could be accomplished by a finish-to-start relationship with a delay time. | 0Means that the successor activity cannot start until after the predecessor is completed. | 0Allows an acceleration of the successor activity. | 1 -
18
The weighted average of the triangular distribution duration estimates to calculate the activity early finish date. | 0The weighted average of three point duration estimates to calculate the expected activity duration. | 1Dummy activities to represent logic ties. | 0Free float instead of total float in the schedule calculations. | 0 -
19
The same as bottom-up estimating. | 0Frequently used to estimate project duration when there is a limited amount of detailed information about the project. | 1Similar to multiple duration estimating. | 0Generally more accurate than other duration estimating methods when expert judgment is used. | 0 -
20
Focuses on managing the resources applied to the project buffer and to feeding buffer activities. | 0Alters the required dependencies in the project schedule to optimize resource constraints. | 0Adds duration buffers that are work schedule activities to manage risk and maintains focus on the total float of network paths. | 0Adds duration buffers that are non-work schedule activities to manage uncertainty and focuses on managing remaining buffer durations against the remaining durations of task chains. | 1
