Exam
Name___________________________________
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1)
________ dependencies indicate the relationship of activities that cannot be performed in parallel.
1)
A)
Voluntary
B)
Discretionary
C)
Mandatory
D)
External
Answer:
C
A)
B)
C)
D)
2)
The need to start marketing efforts long before a product launch at Microsoft is an example of the
following constraint(s):
2)
A)
resource availability.
B)
preferences and policies.
C)
technical requirements and specifications.
D)
safety and efficiency.
Answer:
B
A)
B)
C)
D)
3)
A finish–to–finish dependency indicates that:
3)
A)
a second activity cannot be started until the first activity has been completed.
B)
the completion of the successor activity depends on the completion of the predecessor.
C)
the completion of the successor activity depends on the beginning of the predecessor.
D)
the start of a successor depends on the start of the predecessor.
Answer:
B
A)
B)
C)
D)
4)
The process of subdividing tasks to make them more manageable is called:
4)
A)
breakdown.
B)
decomposition.
C)
disintegration.
D)
composting.
Answer:
B
A)
B)
C)
D)
1
5)
The lowest–level deliverables in a work breakdown structure are called:
5)
A)
activities.
B)
chunks.
C)
work packages.
D)
deliverables.
Answer:
C
A)
B)
C)
D)
6)
Budgetary estimates can vary by as much as:
6)
A)
+10% to –5%.
B)
+75% to –25%.
C)
+10% to –10%.
D)
+25% to –10%.
Answer:
D
A)
B)
C)
D)
7)
A WBS dictionary:
7)
A)
is not used much, as all the information can be looked up on the Web.
B)
is part of the project scope statement.
C)
provides details about the individual components of the WBS.
D)
is only needed in the planning phase.
Answer:
C
A)
B)
C)
D)
8)
Network ________ are templates developed from previous projects used to shorten the
development time of network diagrams.
8)
A)
forms
B)
templates
C)
repositories
D)
none of the above
Answer:
B
A)
B)
C)
D)
9)
A start–to–finish dependency indicates that:
9)
A)
the completion of the successor activity depends on the completion of the predecessor.
B)
a second activity cannot be started until the first activity has been completed.
C)
the start of a successor depends on the start of the predecessor.
D)
the completion of the successor activity depends on the beginning of the predecessor.
Answer:
D
A)
B)
C)
D)
2
10)
The output that results from the process of dividing the entire project into manageable tasks is
called:
10)
A)
product decomposition.
B)
product breakdown structure.
C)
work breakdown structure.
D)
work decomposition.
Answer:
C
A)
B)
C)
D)
11)
Work packages should be all EXCEPT:
11)
A)
completed by one person or a small group.
B)
relatively short in duration.
C)
unspecific enough to leave room for interpretation.
D)
all about the same size.
Answer:
C
A)
B)
C)
D)
12)
When determining the sequence of activities, the project manager should take some constraints into
account. These can fall into the following category/categories:
12)
A)
schedule dependencies.
B)
technical requirements and specifications.
C)
external dependencies.
D)
none of the above.
Answer:
B
A)
B)
C)
D)
13)
The need to delay activities requiring more funding to later stages of a project is an example of the
following constraint(s):
13)
A)
resource availability.
B)
technical requirements and specifications.
C)
preferences and policies.
D)
safety and efficiency.
Answer:
A
A)
B)
C)
D)
3
14)
All of the following are estimation phases EXCEPT:
14)
A)
order of magnitude estimates.
B)
definitive estimates.
C)
budgetary estimates.
D)
absolute estimates.
Answer:
D
A)
B)
C)
D)
15)
Schedules are:
15)
A)
used in the execution phase to offer guidance to the project team.
B)
important in the control phase.
C)
often updated t incorporate project changes.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
16)
A diagramming method using arrows to represent activities and their precedence relationships,
and nodes to represent project milestones is called:
16)
A)
box plot.
B)
conditional diagramming method.
C)
precedence diagramming method.
D)
arrow diagramming method.
Answer:
D
A)
B)
C)
D)
17)
The process of developing a network diagram and updating the activity list from the activity
definition phase is called:
17)
A)
activity definition.
B)
activity sequencing.
C)
activity scheduling.
D)
activity ordering.
Answer:
B
A)
B)
C)
D)
18)
The scope baseline includes:
18)
A)
the project workbook and the WBS.
B)
the project charter, and all project related documentation.
C)
the project scope statement, the WBS, and the WBS dictionary.
D)
the baseline project plan, the activity list, and the WBS.
Answer:
C
A)
B)
C)
D)
4
19)
Project scheduling includes all of the following EXCEPT:
19)
A)
defining project activities.
B)
estimating the duration of activities.
C)
determining the sequencing of activities.
D)
defining the project‘s scope.
Answer:
D
A)
B)
C)
D)
20)
Schedules are:
20)
A)
made to be adhered to.
B)
useless.
C)
easy to develop.
D)
rarely perfect.
Answer:
D
A)
B)
C)
D)
21)
Using a bottom–up approach for creating a WBS:
21)
A)
can be useful for novel projects.
B)
helps to get buy–in from all group members.
C)
is very time–consuming.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
22)
Higher level components that are broken down at later stages are called:
22)
A)
planning components.
B)
deliverables.
C)
cone of uncertainty.
D)
rolling wave planning.
Answer:
A
A)
B)
C)
D)
23)
Definitive estimates can vary by as much as:
23)
A)
+25% to –10%.
B)
+10% to –10%.
C)
+10% to –5%.
D)
+75% to –25%.
Answer:
C
A)
B)
C)
D)
5
24)
________ is the time delay between completion of one task and the start of the successor.
24)
A)
Lead time
B)
Lag time
C)
Total Slack
D)
Free slack
Answer:
B
A)
B)
C)
D)
25)
A progressively more detailed and accurate projection of the project schedule and duration as the
project manager specifies project deliverables and activities in more detail is called:
25)
A)
uncertainty reduction.
B)
rolling wave planning.
C)
tornado analysis.
D)
cone of uncertainty.
Answer:
D
A)
B)
C)
D)
26)
A schematic display that illustrates the various tasks in a project as well as their sequential
relationships is called:
26)
A)
network schema.
B)
activity sequence schema.
C)
activity sequence diagram (ASD).
D)
network diagram.
Answer:
D
A)
B)
C)
D)
27)
________ is a network logic method that allows managers to depict nonsequential activities.
27)
A)
Box plot
B)
Conditional diagramming method
C)
Precedence diagramming method.
D)
Arrow diagramming method
Answer:
B
A)
B)
C)
D)
28)
________ is the time required by one task before another task can begin.
28)
A)
Total slack
B)
Free slack
C)
Lead time
D)
Lag time
Answer:
C
A)
B)
C)
D)
6
29)
When creating a work breakdown structure, a project can be broken down by:
29)
A)
functional areas.
B)
major deliverables.
C)
the phases of the project life cycle.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
30)
________ dependencies indicate the relationship of activities based on the preferences of project
managers.
30)
A)
Discretionary
B)
Mandatory
C)
Voluntary
D)
External
Answer:
A
A)
B)
C)
D)
31)
What is NOT among the top–five project management challenges?
31)
A)
Project changes not well managed
B)
Shifting organizational priorities
C)
Lack of project management skills
D)
Lack of time management skills
Answer:
D
A)
B)
C)
D)
32)
________ is a scheduling technique that requires greater cost and schedule refinement regarding
upcoming activities in the project schedule.
32)
A)
Cone of uncertainty
B)
Rolling wave planning.
C)
Uncertainty reduction
D)
Tornado analysis
Answer:
B
A)
B)
C)
D)
33)
Lists of activities from prior projects are called:
33)
A)
forms.
B)
templates.
C)
repositories.
D)
none of the above.
Answer:
B
A)
B)
C)
D)
7
34)
An activity of zero duration that is used to show a logical relationship or dependency in a network
diagram is called:
34)
A)
activity node.
B)
dummy activity.
C)
empty node.
D)
dumb node.
Answer:
B
A)
B)
C)
D)
35)
Order of magnitude estimates can vary by as much as:
35)
A)
+25% to –10%.
B)
+10% to –10%.
C)
+75% to –25%.
D)
+10% to –5%.
Answer:
C
A)
B)
C)
D)
36)
The estimation phases of project progress, in decreasing order, are:
36)
A)
definitive estimates, order of magnitude estimates, and budgetary estimates.
B)
budgetary estimates, order of magnitude estimates, and definitive estimates.
C)
order of magnitude estimates, budgetary estimates, and definitive estimates.
D)
order of magnitude estimates, definitive estimates, and budgetary estimates.
Answer:
C
A)
B)
C)
D)
37)
________ dependencies indicate the relationship of project activities and external events.
37)
A)
Mandatory
B)
External
C)
Voluntary
D)
Discretionary
Answer:
B
A)
B)
C)
D)
38)
The approach to creating a WBS where all team members try to come up with as many tasks to
complete the project as possible is called:
38)
A)
bottom–up planning.
B)
Delphi technique.
C)
brainstorming.
D)
top–down planning.
Answer:
A
A)
B)
C)
D)
8
39)
________ is the process of identifying and defining activities that must be performed to produce
project deliverables.
39)
A)
Activity decomposition
B)
Activity listing
C)
Activity breakdown
D)
Activity definition
Answer:
D
A)
B)
C)
D)
40)
The diagramming method using boxes and rectangles connected by arrows to represent activities
and their dependencies in a project is called:
40)
A)
arrow diagramming method.
B)
precedence diagramming method.
C)
box plot.
D)
conditional diagramming method.
Answer:
B
A)
B)
C)
D)
41)
When defining activities, a sufficient level of detail is reached when:
41)
A)
an activity has a known method or technique.
B)
all activities are on the same level.
C)
each activity is very small.
D)
it has been broken down by three levels.
Answer:
A
A)
B)
C)
D)
42)
A finish–to–start dependency indicates that:
42)
A)
a second activity cannot be started until the first activity has been completed.
B)
the completion of the successor activity depends on the completion of the predecessor.
C)
the completion of the successor activity depends on the beginning of the predecessor.
D)
the start of a successor depends on the start of the predecessor.
Answer:
A
A)
B)
C)
D)
43)
Another term for a product breakdown structure is:
43)
A)
bill of rights.
B)
parts list.
C)
parts order.
D)
bill of materials.
Answer:
D
A)
B)
C)
D)
9
44)
A start–to–start dependency indicates that:
44)
A)
a second activity cannot be started until the first activity has been completed.
B)
the completion of the successor activity depends on the beginning of the predecessor.
C)
the start of a successor depends on the start of the predecessor.
D)
the completion of the successor activity depends on the completion of the predecessor.
Answer:
C
A)
B)
C)
D)
45)
The need to back up important data before installing new hardware is an example of the following
constraint(s):
45)
A)
resource availability.
B)
preferences and policies.
C)
safety and efficiency.
D)
technical requirements and specifications.
Answer:
C
A)
B)
C)
D)
46)
The output that results from breaking down a product into the individual components is called:
46)
A)
work decomposition.
B)
work breakdown structure.
C)
product decomposition.
D)
product breakdown structure.
Answer:
D
A)
B)
C)
D)
47)
The need to collect requirements before completing screen design is an example of the following
constraint(s):
47)
A)
technical requirements and specifications.
B)
preferences and policies.
C)
safety and efficiency.
D)
resource availability.
Answer:
A
A)
B)
C)
D)
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
48)
________ dependencies indicate the relationship of project activities and external events.
48)
Answer:
External
10
49)
The ________ is a diagramming method using arrows to represent activities and their
precedence relationships, and nodes to represent project milestones.
49)
Answer:
arrow diagramming method
50)
An activity can be performed by ________.
50)
Answer:
one person or a well–defined group
51)
The project scope statement, the WBS, and the WBS dictionary form the ________.
51)
Answer:
scope baseline
52)
________ is a network logic method that allows managers to depict nonsequential
activities.
52)
Answer:
Conditional diagramming
53)
________ are important dates within a project schedule that are meaningful in terms of the
completion of specific sets of project events.
53)
Answer:
Milestones
54)
A PBS is the output that results from the process of dividing a ________ into the individual
components.
54)
Answer:
product
55)
________ estimates vary from +25% to –10%.
55)
Answer:
Budgetary
56)
Small components used to plan, schedule, execute, monitor, and control the project, are
called ________.
56)
Answer:
activities
57)
________ is a scheduling technique that requires greater cost and schedule refinement
regarding upcoming activities.
57)
Answer:
Rolling wave planning
58)
Too much detail of the work packages can lead to ________.
58)
Answer:
micromanagement
59)
A WBS is the output that results from the process of dividing a ________ into more
manageable tasks.
59)
Answer:
project
11
60)
________ is a progressively more detailed and accurate projection of the project schedule
and duration as the project manager specifies project deliverables and activities in more
detail.
60)
Answer:
Cone of uncertainty
61)
A ________ dependency indicates that the completion of the successor activity depends on
the completion of the predecessor.
61)
Answer:
finish–to–finish
62)
Work packages in a WBS are used to estimate ________.
62)
Answer:
project schedule and budget
63)
Each component in the WBS has to be the ________ of all lower–level deliverables on the
same branch.
63)
Answer:
sum
64)
________ is the time delay between completion of one task and the start of the successor.
64)
Answer:
Lag time
65)
A ________ dependency indicates that a second activity cannot be started until the first
activity has been completed.
65)
Answer:
finish–to–start
66)
An activity has well–defined ________ steps.
66)
Answer:
predecessor and successor
67)
A chart that employs timelines and other types of symbols to illustrate the project schedule
is called ________.
67)
Answer:
Gantt chart
68)
Activity definition is the process of ________ and defining activities that must be
performed to produce project deliverables.
68)
Answer:
identifying
69)
________ estimates vary by as much as +75% to –25%.
69)
Answer:
Order of magnitude
12
70)
Work packages should be ________ enough to be completed by one person or a small,
well–defined group.
70)
Answer:
specific
71)
Schedules are used in the ________ phase to offer guidance to the project team.
71)
Answer:
execution
72)
An activity has a ________ deliverable.
72)
Answer:
single, clearly identifiable
73)
A ________ dependency indicates that the start of a successor depends on the start of the
predecessor.
73)
Answer:
start–to–start
74)
________ dependencies indicate the relationship of activities based on the preferences of
project managers.
74)
Answer:
Discretionary
75)
A network diagram is a schematic display that illustrates the various tasks in a project as
well as their ________.
75)
Answer:
sequential relationship
76)
An activity is ________.
76)
Answer:
measurable
77)
A ________ provides additional detail about the individual components of a WBS.
77)
Answer:
WBS dictionary
78)
A ________ dependency indicates that the completion of the successor activity depends on
the beginning of the predecessor.
78)
Answer:
start–to–finish
79)
Project scheduling is the process of defining activities, ________, and estimating their
duration.
79)
Answer:
determining their sequence
80)
A work package should be relatively ________.
80)
Answer:
short in duration
13
81)
A project can be broken down by the major deliverables, phases of the project life cycle,
________, or a combination of these.
81)
Answer:
functional areas
82)
________ is the process of breaking down tasks to make them more manageable.
82)
Answer:
Decomposition
83)
________ dependencies indicate the relationship of activities that cannot be performed in
parallel.
83)
Answer:
Mandatory
84)
A ________ is an activity of zero duration that is used to show a logical relationship or
dependency in a network diagram.
84)
Answer:
dummy activity
85)
________ estimates vary from +10% to –5%.
85)
Answer:
Definitive
86)
A WBS can be deliverable– or ________ – oriented.
86)
Answer:
activity
87)
Work packages should all be about ________.
87)
Answer:
the same size
88)
________ is the process of developing a network diagram and updating the activity list
from the activity definition phase.
88)
Answer:
Activity sequencing
89)
The ________ is a diagramming method using boxes and rectangles connected by arrows to
represent activities and their dependencies in a project.
89)
Answer:
precedence diagramming method
90)
________ is the time required by one task before another task can begin.
90)
Answer:
Lead time
TRUE/FALSE. Write ‘T’ if the statement is true and ‘F’ if the statement is false.
91)
ADM is better than PDM for illustrating different task dependencies.
91)
Answer:
True
False
14
92)
Subcomponents of control accounts are referred to as planning packages.
92)
Answer:
True
False
93)
A work package should be specific enough to be completed by one person or a small, well–defined
group.
93)
Answer:
True
False
94)
Budgetary estimates have the greatest variation.
94)
Answer:
True
False
95)
Higher–level components that are broken down at later stages are known as planning components.
95)
Answer:
True
False
96)
A progressively more detailed and accurate projection of the project schedule and duration as the
project manger specifies deliverables and activities in more detail is called rolling wave planning.
96)
Answer:
True
False
97)
A finish–to–start dependency indicates that the completion of the successor depends on the
beginning of the predecessor.
97)
Answer:
True
False
98)
Project schedules may be created for different purposes and may have different levels of detail.
98)
Answer:
True
False
99)
Lead time is the time delay between the completion of one task and the start of the successor.
99)
Answer:
True
False
100)
A project can be broken down in a variety of ways.
100)
Answer:
True
False
101)
A WBS should always be presented as a hierarchical chart.
101)
Answer:
True
False
102)
During the planning stage, a project management team might not be able to decompose some of
the project’s later components.
102)
Answer:
True
False
15
103)
Cone of uncertainty is a scheduling technique that requires greater cost and schedule refinement
regarding upcoming activities in the project schedule.
103)
Answer:
True
False
104)
Discretionary dependencies indicate relationships of activities based on the preferences of project
managers.
104)
Answer:
True
False
105)
An activity of zero duration that is used to show a logical relationship is called a zero node.
105)
Answer:
True
False
106)
Schedules are rarely perfect.
106)
Answer:
True
False
107)
The project scope statement, the WBS, and the WBS dictionary form the project management plan.
107)
Answer:
True
False
108)
Using a bottom–up approach to decomposing a project may be very time–consuming.
108)
Answer:
True
False
109)
A product breakdown structure is also referred to as bill of materials.
109)
Answer:
True
False
110)
Using a top–down approach for decomposing a project is best for novel projects.
110)
Answer:
True
False
16
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
111)
Describe the guidelines that can be used for determining the level of detail of an activity.
Answer:
Defining the activities usually entails coming up with all the tasks needed to produce the WBS work
packages. The question is: When is a sufficient level of detail reached? While there are no hard–and–fast
rules for when to stop with this decomposition, there are a few guidelines. Typically, an activity –
·Can be performed by one person or a well–defined group.
·Has a single, clearly identifiable deliverable.
·Has a known method or technique.
·Has well–defined predecessor and successor steps.
·Is measurable so that the level of completion can be determined.
Another guideline for determining the level of detail needed is the duration of the activity. Usually, a
project manager cannot oversee the task while it is being completed, and will not be able to know the
status of the activity during that time. Thus, if a task takes longer than a few days, a project manager will
not know if everything is working out as planned while the person or group assigned to it is working on
it. In case something does not work according to plan, valuable time will be lost before the project
manager will know about the problem. Limiting the duration of an activity to several hours or a few days
therefore helps to limit the negative impact of any potential delays.
Templates, as part of an organization’s process assets which illustrate “generic” activity lists generated
from information about similar projects in the past, can be used in the scheduling process of other
projects. For example, generating a report or a user interface almost always entails essentially the same
activities, so information from prior projects can reliably be used to accomplish this task.
Expert judgment may be used to better define project activities based on the recollection of a project
expert. However, as the PMBOK guide acknowledges, this method may be less reliable than using
documentation from prior projects. In addition to the experience of a project manager, the experience of
“doers”that is, the people executing the activitiesis a valuable input in the activity definition phase.
For instance, a database manager knows the detailed steps to be performed in setting up certain database
queries.
Often, only the activities to be accomplished in the next few steps of the project can be planned at a
sufficient level of detail. In this case, project managers use a technique called rolling wave planning.
Whereas the closest activities are planned at a detailed level, activities further out in the future are
planned only at a general level. During execution of the project, these activities are planned in more
detail. Thus, as discussed earlier there is a “cone of uncertainty” in which activities are planned in a more
detailed way as the project progresses. As near–term activities are planned in a very detailed way and
future activities are planned in a less detailed way.
17
112)
List the three forms of dependencies between project activities and provide examples for each.
Answer:
The relationships between different activities can take several forms. Mandatory dependencies represent
the relationship between project activities that cannot be performed in parallel. In a construction
example, the walls of a house cannot be erected before the foundation is built. In an information systems
development project, a system cannot be built before the user requirements are determined.
Discretionary dependencies are those dependencies that are based on the preferences of project managers
and are generally based on some type of best–practices procedures. An example of this might be the
selection of a development language after doing a requirements analysis on what a system is supposed to
do. While it is certainly possible to choose the language first (for a variety of reasons, such as the skill set
available in those doing the development), it may make sense to make this choice after defining what the
system is to do. Concerns for efficiency or decisions based on company policies or resource availability
can result in the creation of discretionary dependencies.
External dependencies represent the relationships between project activities and external events such as
the delivery of an important project component. In an information systems development project, the
creating of a new human resource intranet may require the installation of new hardware supplied by a
vendor outside the control of the project team.
113)
Describe the concept of cone of uncertainty, and how it relates to the progressive accuracy of project estimates,
as specified by the PMI.
Answer:
As a project moves forward, estimations on the time to accomplish project components become
progressively more accurate. This process of gradually moving toward more accurate estimates was
originally reported by Barry Boehm (1981) and is referred to as a “cone of uncertainty.” The cone of
uncertainty graphically represents the uncertainty of early project time estimations, as well as the
growing accuracy of these estimations as the project moves further along.
The PMI presents a similar view of the progressive accuracy of project estimates, which it discusses in
terms of decreasing variability in estimates. According to PMI, projects progress through different
estimation phases, including order of magnitude estimatesimportant but inexact estimates of a project
occurring very early in a project’s life cycle that may be used to justify consideration of a particular
projectthat may vary by as much as +75% to –25%. Budgetary estimates, which occur later as the
various project components are specified in greater detail, may vary only from +25% to –10%. Finally,
definitive estimates for a project, developed when the project‘s resources and activities are highly
detailed, may vary only within a range of +10% to –5%. In both the cone of uncertainty and PMI’s
progressive estimates, what is represented is greater knowledge about project costs and schedules as
project plans become more detailed.
114)
Using an example, describe the difference between lead and lag times.
Answer:
As a last step in activity sequencing, the leads and lags associated with the different activities should be
determined. Lead time is the time required by one task before another task can begin. As an example, in
a start to start relationship, activity A may need to be worked on for a certain amount of time before
activity B can commence. As a specific information systems example, ongoing quality control inspections
(activity B) may not begin until a sufficient amount of progress (e.g. some threshold number of lines of
code) has been made on developing some aspect of the information system (activity A). Lag time is a
similar concept, and refers to the amount of time delay between the completion of one task and the start
of the successor. In this case, an easily visualized example is the drying time associated with paint.
While the task of painting a wall might take 1 hour, it may require an additional 4 hours of lag time
before the next task can begine.g. putting on the 2nd coat of paint. An information systems example
might include the time required to compile a program prior to testing it for errors.
18