A network has been developed with resources from six different departments. One of the six departments has just informed you that they can increase the number of employees from 5 to 8. This will result in:

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• 1Management has decided to "crash" a project in order to avoid penalty payments for late deliveries. To crash the project, either overtime or additional resources should be assigned to:

  A.All activities.

  B.Only those activities with the longest time durations.

  C.Those activities on the critical path begining with the longest time duration activities.

  D.Those activities with the greatest degree of risk.

  E.None of the above.

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• 2A line manager provides you with three estimates for his activity in your PERT network. His estimates are 2 weeks optimistically, 4 weeks most likely, and 12 weeks pessimistically. The expected time which would appear on the chart would be:

  A.4 weeks

  B.5 weeks

  C.6 weeks

  D.7 weeks

  E.None of the above.

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• 3Increasing resources on the critical path activities may not always shorten the length of the project because:

  A.Certain activities are time-dependent rather than resource-dependent (i.e., using three ovens rather than one to bake a cake).

  B.Safety, OSHA and EPA may have placed restrictions on the number of people used on certain activities or in the physical location of the project.

  C.The skill level of the added resources might not be appropriate for the activities to be performe

  D.D.Adding more resources may create additional work and produce inefficiencies (i.

  E., additional people may need training and supervision.)E.All of the above.

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• 4Scheduling systems such as PERT, ADM, and PDM are project management tools to be used by:

  A.The project manager and project office personnel.

  B.The project team and functional managers.

  C.The project sponsor.

  D.All of the abov

  E.E.A and B.only.

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• 5Network schedules are prepared during the （    ） phase and updated during the （    ） phase.

  A.Conceptual, execution.

  B.Development, implementation.

  C.Development, close-out.

  D.Implementation, close-out.

  E.Planning, finishing.

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• 6Bar charts are most appropriate for:

  A.Comparing actual to planned performance to each activity.

  B.Showing slack time.

  C.Showing critical path dependencies.

  D.Showing which activities can be rearranged in parallel.

  E.All of the above.

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• 7A non-critical path activity is completed in half the time. Then,

  A.The critical path is also reduced.

  B.The slack in the path containing this activity will increase.

  C.The total cost for this activity has decrease

  D.B.The slack in the path containing this activity will increas

  E.C.The total cost for this activity has decreased.D.Manpower from this activity can be assigned to other activities.E.All of the above.

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• 8Once the logic of a network is laid out, the project manager will conduct a forward pass and backward pass through the network. This will provide information on the （    ） and identification of the （    ） .

  A.Slack for each activity, critical path.

  B.Slack for each activity, high risk activities.

  C.Manpower shortages, high risk activities.

  D.High risk activities, non-critical paths.

  E.Manpower availability, contingency plans.

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• 9ADM is an activity-on-arrow method. In this method, a dummy activity:

  A.Denotes a critical path relationship.

  B.Denotes any dependency relationship.

  C.Shows slack.

  D.Identifies customer deliverables dates.

  E.Identifies customer team meeting dates.

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• 10The starting point in the development of a top-down PERT/CPM chart is the （    ） .

  A.Project specification tree.

  B.Customer's deliverable list.

  C.Customer's milestone dates.

  D.Work breakdown structur

  E.E.Listing of customer team meeting dates.

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