Answers
þ A. The WBS is the best choice for this scenario. ý B is incorrect because the order of magnitude provides little information for accurate estimating. C, while tempting, is incorrect because the requirements document lists the high-level deliverable, while the WBS provides more detail. D is incorrect because stakeholder analysis does not provide enough information to accurately predict when the project will end. | |
þ B. Before the work can begin, the certification class must be completed. ý A is incorrect; hard logic is the mandatory sequencing of particular events. C is incorrect because there is no preferential logic. D is incorrect because it does not apply to this scenario. | |
þ C. GERT, Graphical Evaluation and Review Technique, allows for conditional advancement. ý A, B, and C are all incorrect because these describe other network diagrams. | |
þ A. G is slated to start immediately after F, so this is a finish-to-start relationship. In other words, F must finish so G may start. ý B, C, and D are all incorrect relationships. | |
þ B. The critical path is always the path with the longest duration. ý A is incorrect because the critical path hosts the activities, not a network. C is a distracter and is incorrect because there can be more than one critical path in a network diagram. D is incorrect because it does not adequately describe the critical path. | |
þ A. ADM, the Arrow Diagramming Method, is also known as 'Activity-on-Arrow,' while PDM, the Precedence Diagramming Method, places activities on nodes. PDM is also known as 'Activity-on-Nodes.' ý B and C are incorrect because they do not accurately describe ADM and PDM. D is incorrect because PDM is allowed four different relationship types: FS, SF, FF, and SF. | |
þ B. GERT allows for branching and loopbacks. ý A, C, and D are all incorrect because they do not accurately describe GERT. | |
þ D. Subnets are often included in network templates to summarize common activities in a project. ý A, B, and C do not use subnets. | |
þ B. The formula for pert is (P+4M+O)/6. In this instance, the outcome is 5.5 weeks. ý A, C, and D are incorrect calculations, so they are incorrect. | |
þ D. Soft logic allows the project manager to make decisions based on conditions outside of the project, best practices, or guidelines. ý A is incorrect because this is not an example of constraints since the project manager is not required to use soft logic. B and C are incorrect; they do not describe the scenario fully. | |
þ C. The project charter is not an input to the activity duration estimating process. ý Choices A, B, and D are all correct choices because they are inputs to activity duration estimating. | |
þ A. The trainer is required for the project for six months. ý B, C, and D are incorrect because they do not describe the resource requirement of the trainer on the project. | |
þ B. Commercial duration estimating databases are valid resources to confirm or base time estimates upon. ý A is incorrect because order of magnitude offers very little detail on time estimates. C is incorrect because local contractors are not the best source for confirming time estimates; the question does not define if the contractors are local to Arkansas or to your home state. D is incorrect because commercial duration estimating databases are much more reliable in this scenario. | |
þ A. Parkinson's Law states that work will expand to fulfill the time allotted to it. ý Bloated tasks will take all of the time allotted. Management reserve should be used instead. B is incorrect because this describes the relationship between effort, duration, and the maximum yield. C is incorrect because it describes personalities and worker motivation. D is incorrect because an oligopoly is a procurement issue where there are few vendors available to choose from; the vendors may seemingly have checks and balances with each other. | |
þ C. Rather than bloat activities, projects should use contingency reserve. Contingency reserve is a portion of the project schedule allotted for time overruns on activities. ý A is incorrect because it does not describe the scenario. B is incorrect because contingency plans are a response to risk situations. D is incorrect because it describes a range of variance. | |
þ A. The WBS is not an output of activity duration estimating. ý Choices B, C, and D are incorrect because they are outputs of activity duration estimating. | |
þ A. When more resources are added to a project to complete the work on time, this is called crashing. ý B is incorrect; fast tracking is the process of changing the relationship between activities to allow tasks to overlap. C is incorrect because expert judgment is not used in this scenario. D is incorrect; cost benefit analysis may be part of the process to decide the value of adding more workers to the schedule, but it is not the process described. | |
þ B. Fast tracking allows activities to operate in tandem with each other rather than sequentially. ý A is incorrect; when more resources are added to a project to complete the work on time, this is called crashing. C is incorrect, because expert judgment is not used in this scenario. D is incorrect; cost benefit analysis may be part of the process to decide the value of fast tracking the schedule, but it is not the process described. | |
þ C. A Gantt chart is a bar chart that represents the duration of activities against a calendar. The length of the bars represent the length of activities while the order of the bars represent the order of activities in the project. ý A and B are incorrect because this describes a tracking Gantt. D is incorrect because this does not describe a Gantt chart. | |
þ A. Of all the choices presented, A is the best description of the critical path. The critical path is the path with the longest duration. There can be instances, however, when the project's expected end date is well beyond the duration of the scheduled work. In such cases, the critical path is considered the path with the least amount of float. ý Choices B, C, and D are incorrect because they are false descriptions of the critical path. The critical path has no float, has the longest duration, and does not necessarily have the most expensive activities. | |
þ B. You will add lag time to the framing activity. Lag is waiting time. ý A is incorrect; lead time allows activities to overlap. C is not the correct choice. D is also incorrect because slack is the amount of time a task can be delayed without delaying the scheduled start date of dependent activities. | |
þ A. Heuristic is simply a rule of thumb. ý B, C, and D are all incorrect; these choices do not describe heuristics. | |
þ B is the critical path because EBCD is the longest path to completion at 18 days. ý A, C, and D are incorrect because these paths have float. | |
þ A. Crashing involves adding resources, which typically increases cost. ý B is incorrect because crashing is an effort to reduce time, not add it. C may be correct, but it is not the best answer. D is incorrect. | |
þ C. Fast tracking adds risk as tasks are allowed to overlap. ý A may be correct in some instances, but it is not the best choice here. B is incorrect because Bertha wants to remove time, not add it. D is also incorrect. |
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