Project Time Management

(Chapter 6 of the PMBOK® Guide)

59. The main difference between the two types (Arrow Diagramming Method and Precedence
Diagramming Method) of the critical path method of scheduling is:
A. Depiction of the activity on the logic diagram.
B. Arrow Diagramming Method is a deterministic method, whereas the Precedence Diagramming
Method is a probabilistic method.
C. Precedence Diagramming Method is a deterministic method, whereas the Arrow Diagramming
Method is a probabilistic method.
D. Arrow Diagramming Method is a more accurate method.

60. The duration of the schedule activity is affected by all of the following EXCEPT:
A. The estimated activity resource requirements.
B. The resources assigned to the schedule activity.
C. The availability of the resources assigned to the schedule activity.
D. Using the Arrow Diagramming Method instead of the Precedence Diagramming Method of
scheduling.

61. The ‘‘fast-tracking’’ method of schedule compression involves:

A. The use of industrial engineering techniques to improve productivity, thereby finishing the
project earlier than originally planned.
B. Performing activities in parallel, thereby increasing risk.
C. Going on a ‘‘mandatory overtime schedule’’ in order to complete the project earlier.
D. Assigning ‘‘dedicated teams’’ to the critical path activities.

62. An example of a ‘‘soft logic’’ dependency, as opposed to ‘‘hard logic’’ dependency, is:
A. 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.
B. To install the plumbing and electrical work at the same time on a single-family dwelling.
C. For the shrink-wrapping on the finished box of software to depend on enclosing the manual and
software first.
D. To schedule the final testing activity of a computer to start seventy-two hours after the start of
the mandatory seventy-two hour ‘‘burn-in’’ period.

63. Inputs to define activities include:

A. Work breakdown structure, project schedule, and network diagram.
B. Project schedule, progress reports, and change requests.
C. Project network diagram, constraints, and durations.
D. Scope baseline, enterprise environmental factors, and organizational process assets.

64. A schedule compression technique to determine how to obtain the greatest amount of
compression for the least incremental cost is called:
A. Crashing.
B. PERT.
C. ADM or PDM forward and backward pass to determine the critical path.
D. Fast tracking.

65. Bar charts are useful in determining:

A. The level of effort of an activity.
B. Activity start and end dates, as well as expected durations.
C. Availability of resources assigned to perform an activity.
D. Relative priority of activities.

66. The Precedence Diagramming Method provides project managers with knowledge of:
A. All levels of the work breakdown structure.
B. Activities likely to be involved in the project integration and resource allocation functions.
C. A graphical representation of interdependencies of activities.
D. The project completion date.

67. The critical path is established by calculating the following dates:

A. Start-to-start, start-to-finish, finish-to-finish, finish-to-start.
B. Early start, early finish, late start, late finish.
 C. Predecessor-to-successor, predecessor-to-predecessor, successor-to-successor.
D. Primary-to-secondary, primary-to-finish, secondary-to-secondary, finish-to-finish.

68. The Project Time Management processes include:

A. Define Activities, Sequence Activities, Execute Activities, and Estimate Activities Duration.
B. Identify Activities, Sequence Activities, and Estimate Activities Duration.
C. Identify Activity, Execute Activities, and Activity Results.
D. Determine Activities, Estimate Activities Duration, Implement Activities, and Activity Results.

69. All of the following are true about resource leveling EXCEPT:
A. Can be used to keep selected resource usage at a constant level during specific time periods.
B. Often results in a projected duration for the project that is longer than the preliminary project
schedule.
C. Is sometimes called the resource-based method.
D. Is used to develop a meaningful WBS.

70. The following is true about critical chain:

A. It is a technique that allows development of an optimum project schedule when resources are
unlimited.
B. It is a technique that modifies the project schedule to account for limited resources.
C. It is another name for the bar chart.
D. It is primarily used to ensure safety in major construction projects.

71. Crashing in time management is:

A. A schedule compression technique that typically includes reducing schedule activity durations
and increasing the assignment of resources to schedule activities.
B. A schedule compression technique in which phases or activities that normally would be done in
sequence are performed in parallel.
C. The timely input of data to calculate the critical path.
D. Equivalent to minimizing float.

72. Output from the Activity Resource Estimating process includes:

A. Job descriptions.
B. Salary schedules.
C. Identification and description of the types and quantities of resources required.
D. Analogous estimating.

73. All of the following choices represent inputs to the Activity Resource Estimating process
EXCEPT:
A. Organizational process assets.
B. Activity list.
C. The actual final cost of the last project.
D. Enterprise environmental factors.

74. As one of the tools and techniques of Activity Sequencing, a lead:

A. Directs a delay in the successor activity.
B. Could be accomplished by a finish-to-start relationship with a delay time.
C. Means the successor activity cannot start until after the predecessor is completed.
D. Allows an acceleration of the successor activity.

75. The ‘‘three-point estimates’’ method for estimating activity duration differs from the ‘‘single
point, most-likely estimate’’ method in that it uses:
A. An average of the three estimated durations to estimate activity duration.
B. ‘‘Dummy’’ activities to represent logic ties.
C. ‘‘Free float’’ instead of ‘‘total float’’ in the schedule calculations.
D. Bar charts instead of logic diagrams to portray the schedule.

76. Analogous duration estimating is:

A. Bottom-up estimating.
B. Frequently used to estimate project duration when there is a limited amount of detailed
information.
C. Similar to multiple duration estimating.
D. Deductive estimating.

77. The critical chain:

A. Focuses on managing the resources applied to buffer activities.
 B. Alters the required dependencies in the project schedule to optimize resource constraints.
C. Adds duration buffers that are work schedule activities to maintain focus on the total float of
network paths.
D. Adds duration buffers that are non-work schedule activities to maintain focus on the planned
activity durations.

78. In rolling wave planning:

A. Focus is maintained on long-term objectives, allowing near-term objectives to be rolled out as
part of the ongoing wave of activities.
B. The work to be accomplished in the near term is planned in detail at a low level of the WBS.
C. The work far in the future is planned in detail for WBS components that are at a low level of the
WBS.
D. A wave of detailed activities is planned during strategic planning to ensure that project
milestones are achieved.