Chapter 5: Developing the Schedule
49. Calculate the earliest start for Task B if its predecessor, Task A, finishes on day 3 and the duration of Task B is 2
days.
a. day 5
b. day 3
c. day 1
d. Cannot be calculated based upon information given.
50. Calculate the earliest start for Task D if one of its predecessors, Task A, finishes on day 3, its other predecessor,
Task C, finishes on day 4, and the duration of Task D is 2 days.
a. day 6
b. day 3
c. day 4
d. Cannot be calculated based upon information given.
Chapter 5: Developing the Schedule
51. Calculate the earliest finish for Task D if one of its predecessors, Task A, finishes on day 3, its other predecessor,
Task C, finishes on day 4, and the duration of Task D is 2 days.
a. day 6
b. day 3
c. day 4
d. Cannot be calculated based upon information given.
52. Latest finish time (LF) is the latest time by which a specific activity must be
a. started in order for the entire project to be finished by its required completion time.
b. completed in order for the entire project to be finished by its required completion time.
c. started in order for the entire project to be started by its required completion time.
d. completed in order for the entire project to be started by its required completion time.
Chapter 5: Developing the Schedule
53. Latest start time (LS) is the latest time by which a specific activity must be
a. started in order for the entire project to be finished by its required completion time.
b. started in order for the entire project to be started by its required completion time.
c. finished in order for the entire project to be finished by its required completion time.
d. finished in order for the entire project to be started by its required completion time.
54. Latest start time is calculated by
a. subtracting the activity’s estimated duration from the activity‘s succeeding activity’s latest finish time: LS = LF
succeeding activity – Estimated Duration.
b. adding the activity’s estimated duration to the predecessor of the activity’s latest start time: LS = LS
predecessor + Estimated Duration.
c. subtracting the activity’s estimated duration from the activity’s latest finish time: LS = LF – Estimated
Duration.
d. adding the activity’s estimated duration to the activity’s latest finish time: LS = LF + Estimated Duration.
Chapter 5: Developing the Schedule
55. Calculate the latest finish for Task B if its predecessor, Task A, finishes on day 3, its succeeding activity, Task E,
has a latest start of day 7, and the duration of Task B is 2 days.
a. day 5
b. day 3
c. day 7
d. Cannot be calculated based upon information given.
56. Calculate the latest start for Task B if its predecessor, Task A, finishes on day 3, its succeeding activity, Task E, has
a latest start of day 7, and the duration of Task B is 2 days.
a. day 5
b. day 3
c. day 7
d. Cannot be calculated based upon information given.
Chapter 5: Developing the Schedule
57. Calculate the latest start for Task D if one of its successors, Task F, has a latest start on day 9, its other successor,
Task E, has a latest start on day 10, and the duration of Task D is 2 days.
a. day 8
b. day 7
c. day 12
d. Cannot be calculated based upon information given.
58. Calculate the latest finish for Task D if one of its successors, Task F, has a latest start on day 9, its other successor,
Task E, has a latest start on day 10, and the duration of Task D is 2 days.
a. day 9
b. day 10
c. day 12
d. Cannot be calculated based upon information given.
Chapter 5: Developing the Schedule
59. Total slack for the project is the difference between
a. LF time of last activity and the project required completion time.
b. EF time of last activity and the project required completion time.
c. ES time of last activity and the project required completion time.
d. LS time of last activity and the project required completion time.
60. Total Slack is sometimes called
a. drift.
b. ride.
c. float.
d. sink.
61. Total slack is calculated for each of the activities by finding the difference between
a. the ES of the activity and the LF of the activity or the difference between the EF and LS of the activity.
b. the EF of the activity and the LS of the activity or the difference between the ES and LF of the activity.
c. the EF of the activity and the LF of the activity or the difference between the ES and LS of the activity.
d. the ES of the activity and the LF of the activity or the difference between the ES and LF of the activity.
Chapter 5: Developing the Schedule
62. Negative slack indicates a lack of slack over the entire project and the amount of time
a. an activity must be accelerated to complete the project by the required completion time.
b. an activity must be delayed to complete the project by the required completion time.
c. each activity on the critical must be accelerated to complete the project by the required completion time.
d. all activities in the project must be accelerated to complete the project by the required completion time.
63. Positive slack indicates the maximum amount of time
a. that the activities on the critical path should be accelerated to complete the project by the required completion
time.
b. that each of the activities in the project can be delayed without jeopardizing completion of the project by the
required completion time.
c. that the activities with the positive slack should be accelerated to complete the project by the required
completion time.
d. that the activities on a particular path can be delayed without jeopardizing completion of the project by the
required completion time.
Chapter 5: Developing the Schedule
64. Free slack is the amount of time a specific activity can be
a. postponed without delaying the earliest start time of its immediately preceding activities.
b. postponed without delaying the earliest start time of its immediately succeeding activities.
c. accelerated without delaying the latest start time of its immediately succeeding activities.
d. accelerated without delaying the latest finish time of its immediately preceding activities.
65. Free slack is calculated by finding the lowest of the values of total slack for all the activities entering into a specific
activity and then
a. adding it from the values of total slack for the other activities also entering into that same activity.
b. subtracting it from the values of total slack for the other activities succeeding after that same activity.
c. subtracting it from the values of total slack for the other activities also entering into that same activity.
d. adding it from the values of total slack for the other activities succeeding after that same activity.
Chapter 5: Developing the Schedule
66. The total completion time is 25 days. Task A is planned to take seven days. Task B is planned to take five days.
Task C is planned to take eight days. The tasks have a serial relationship. How much slack does the project have?
a. Negative 5 days slack.
b. Positive 5 days slack.
c. Positive 17 days slack.
d. Positive 3 days slack.
67. The estimated duration for each activity is indicated by a bar spanning the period
a. during which the activity is expected to be accomplished.
b. of the part of the activity that has more than one work resource assigned.
c. during which the activity has waiting time for the activity to be accomplished.
d. during which the project is expected to be accomplished.
Chapter 5: Developing the Schedule
68. As the project progresses, the actual finish times (AFs) of completed activities will determine
a. the earliest start and earliest finish times for the remaining activities in the network diagram, as well as the
total slack.
b. the earliest start and earliest finish times for the completed activities in the network diagram, as well as the
total slack.
c. the latest start and latest finish times for the remaining activities in the network diagram, as well as the total
slack.
d. the latest start and latest finish times for the completed activities in the network diagram, as well as the total
slack.
69. The total completion time is 25 days. Task A is planned to take seven days. Task B is planned to take five days.
Task C is planned to take eight days. The tasks have a serial relationship. Task A takes nine days to be completed
instead of seven days. How much slack does the project have now that Task A is finished?
a. Negative 5 days slack.
b. Positive 5 days slack.
c. Positive 16 days slack.
d. Positive 3 days slack.
Chapter 5: Developing the Schedule
70. The total completion time is 25 days. Task A is planned to take seven days. Task B is planned to take five days.
Task C is planned to take eight days. The tasks have a serial relationship. Task A takes nine days to be completed
instead of seven days. What are the ES and EF times for Task B now that Task A is complete?
a. ES = 9, EF = 14
b. ES = 7, EF = 12
c. ES = 5, EF = 14
d. ES = 5, EF = 12
71. The project control process involves all of the following except
a. regularly gathering data on project performance.
b. comparing actual performance to planned performance.
c. taking corrective action immediately if actual performance is behind planned performance.
d. having social gatherings with the project team.
Chapter 5: Developing the Schedule
72. The project control process must occur regularly throughout the project and include all of the following except
a. Record information on changes to the project scope, schedule, and budget.
b. Gather data on actual performance.
c. Having a single inspection of the project’s deliverables at the end of the project.
d. Establish regular reporting meetings to compare actual to planned progress.
73. The key to effective project control is measuring actual progress and comparing it to planned progress on a timely
and regular basis and
a. taking any needed corrective action immediately.
b. leaving the project to self-correct.
c. fast tracking all the activities in the project until the project is ahead of schedule.
d. making sure the critical path doesn’t change.
Chapter 5: Developing the Schedule
74. With respect to the project schedule, changes can result in any of the following except
a. the addition or deletion of activities.
b. the initial planning and sequencing of activities.
c. changes to estimated durations for specific activities.
d. a new required completion time for the project.
75. If the planned corrective actions do not result in an acceptable schedule, then
a. the project should be terminated.
b. the steps for schedule control need to be repeated.
c. the original project plan was best and should be used.
d. the customer should decide what should be done.
Chapter 5: Developing the Schedule
76. A concentrated effort to accelerate project progress must be applied to the paths with negative slack to activities
that
a. are near term and those with long durations.
b. are short in duration and can be easily completed.
c. have the lowest cost.
d. are scheduled at the end of the project.
77. Eliminating negative slack by reducing durations of activities will involve a trade-off in the form of
a. no change in costs and an increase in scope.
b. a decrease in costs and an expansion in scope.
c. an increase in costs or a reduction in scope.
d. an decrease in costs and no change in scope.
Chapter 5: Developing the Schedule
78. Schedule control involves four steps. Place these steps in their proper order by stating the letter sequence of their
proper order.
A. Analyzing the schedule to determine which areas may need corrective action
B. Recalculating the schedule to evaluate the effects of the planned corrective actions
C. Revising the plan to incorporate the chosen corrective actions
D. Deciding what specific corrective actions should be taken
a. A,B,C,D
b. A,D,C,B
c. D,A,C,B
d. D,A,B,C
79. Schedule control involves four steps. List the four steps in order.
Chapter 5: Developing the Schedule
80. Agile project management is an approach to product development time while risk through continuous
interaction between the customer and small self-organizing teams that produce increments of working product.
a. reduce, minimizing
b. increase, maximizing
c. reduce, maximizing
d. increase, minimizing
81. The project team member also referred to as the customer representative and responsible for defining the customer
requirements and product features and for ensuring that the development team delivers an end product with the
required features is the
a. Scrum master.
b. project manager.
c. product owner.
d. sprint timer.
82. The development team develops, delivers, and demonstrates during a sprint.
a. the entire product
b. working product increments
c. final team presentations and meeting agendas
d. only those products not contracted yet
83. As a part of the Scrum technique in agile project management, a sprint is usually one to four
a. days.
b. minutes.
c. weeks.
d. months.
84. The facilitator for the Scrum development process during a sprint whose primary job is to take actions to remove or
reduce any obstacles, barriers, or constraints that are impeding progress of the development team toward
accomplishing their work tasks and that may negatively impact the successful production and demonstration of a
deliverable working product increment by the end of the sprint time is the
a. Scrum master.
b. project manager.
c. product owner.
d. sprint timer.
Chapter 5: Developing the Schedule
85. The Scrum master is as a project manager in that he responsibility for the people on the development
team.
a. the same, has indirect
b. the same, has direct
c. not the same, has direct
d. not the same, does not have direct
86. Describe the agile project management for a project where a Scrum master is facilitating the Scrum development
process for a software development project. Include a description of the six steps in the agile project management
process.