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Name: ko.rr q.m I<-wr<l11on B~~~ Class: OPMA 5364 & IN5Y 5373 Date: 24 July 2018 10: C

OPMA 5364 & IN5Y 5373 Exam 1 Summer 2018

Multiple Choice: There are 25 questions counting 4 points for a total of 100. Identify the choice that best completes the
statement or answers the question.

1. (4 points) The likelihood the original critical path(s) will change once the project is initiated is referred to as

a. Flexibility d. Resilience
<9. Sensitivity e. Rigidity
c. Concurrent engineering

2. (4 points) In a resource-constrained project the second priority in assigning resources is usually given to activities
with the

a. Lowest identification number d. Least slack

@ Smallest duration e. Highest cost
c. Most slack

3. (4 points) Which of the following cultural characteristics relates to the degree to which management focuses on
outcomes rather than on techniques and processes used to achieve those outcomes?

a. Reward criteria d. Conflict tolera nee

b. Open-systems focus e. Risk tolerance
c. Means versus end orientation

4. (4 points) The 50'h repetition of a job is timed at 100 minutes. If the learning curve for this job is 90 percent, what
is the estimated time for the 100th repetition of this job?

a. 110 minutes d. 100 minutes

b. 49.66 minutes e. 81 minutes
c. 90 minutes

5. (4 points) After the total slack for each activity is identified, the project manager can more easily identify the

a. Earned Value d. Totai Project Slack

b. Critical Path e. Free Slack
c. Earliest Start Date

6. (4 points) You are a consultant specializing in estimating the costs after the employees learn how to do a job
more efficiently by repetition. Your client can produce a product the first time at a cost of $2,500. If their 65
percent Learning Curve allows them to reduce their costs on each product, what is the total cost of producing
400 units of the new product?

a. $100,000 d. $78,900
b. $37,850 e. $45,765
c. $58,600

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7. (4 points) All of the following are functions culture plays in an organization except

a. It provides a senseof identity d. It helps legitimize the management

system
b. It clarifies and reinforces standards of e. It helps create social order
behavior
c. It replaces the need for a project
selection process

8. (4 points) Which of the following is not true of multi-weighted scoring models?

a. Will include quantitative criteria d. Eachcriterion is assigned a weight

b. Will include qualitative criteria e. All of the above are true
c. Projects with higher scoresare
considered more desirable

9. (4 points) Project budgets are developed by time-phasing which of the following?

a. Critical activities d. None of these are time-phased to

develop a project budget
b. Resourceschedules e. The network diagram
s.. Work packages

10. (4 points) Risksthat can result in a system or process that will not work are known as

a. Schedule risks d. Funding risks

b. Technical risks e. Unnecessaryrisks
c. Cost risks

11. (4 points) A company's production process has an 85 percent learning curve rate. The process has produced
1,000 units to date. A processrefinement is estimated to allow a future learning curve rate for the identical
product of 75 percent. However, the initial unit made using the new processwill take the same amount of time
asthe very first unit produced usingthe old process. At what point, using the new process, will the production
. rate exceed the production rate achieved by the old process?

a. Bythe 250th unit d. Bythe 120th unit

b. Bythe 100th unit e. Bythe 50th unit
c. Bythe 80th unit

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12. (4 points) Which one ofthe following is an assumption of learning curves?

a. The same learning curve should be used d. Time reduction per unit increasesas
when a company increasesits level of cumulative production increases
automation

b. The reduction in time per unit follows an e. None of the assumptions are correct
exponential curve

c. The cumulative time of production

decreasesas production increases

13. (4 points) Two dimensions within the project management process are

a. Planned and unexpected d. Technical and sociocultural

b. Cost and time e. Unique and reoccurring
c. Establishedand new

14. (4 points) This response is usedto increase the potential effect of an identified Opportunity.

a. Share d. Reject
b. Exploit e. Accept
c.~ Enhance

15. (4 points) A SWOTanalysis provides the Project Manager with

a. a direct linkage to goals d. identifiable strategic alternative

b. potential critical issuesfacing the e. an activity that may be assignedto keep
organization the project team occupied during slow
periods ofthe project
c. identifiable strategic alternative and
potential critical issuesfacing the
organization

16. (4 points) Seanis forecasting the time and cost of developing a customized software program by looking at the
number of inputs, outputs, inquires, files, and interfaces. Which of the following methods is he using?

a. Template d. Ratio
b. Function point e. Apportion
c. Learning curve

17. (4 points) Rachelis working on a project that technically allows three activities to be done at the same time. If
they were to be implemented at the same time, she would need 5 contractors in order for the activities to be
completed on time. There are only 3 available for her to use. This is an example of what type of constraint?

a. Materials d. Technical
g,. People e. Physical
c. Equipment

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(4 points) One who endorses and lends political support for the completion of a specific project is known as the

a. CEO d. Sacred cow

- b.
c.
Project sponsor
Project lead
e. Project manager

19. (4 points) The WBS is best suited for projects that have a tangible outcome. Which of the followlng is used when
the final outcome of the project is iess tangible or is a product of a series of steps or phases?

a. Priority matrix d. Process breakdown structure

b. Work breakdown structure e. Responsibility matrix
c.:- Organization breakdown structure

20. (4 points) The lowest eiement in the hierarchical breakdown of the WBS is

a. A lowest subdeliverable g.. A work package

b. An object e. A cost account
c. A deliverable

21. (4 points) The assumption that all immediate preceding activities must be 100% complete is too restrictive in
some situations. When an activity is broken down into smaller segments in order to start the succeeding activity
sooner, this is ca lied

a. Dissecting d. Hammock activities

b. Concurrent engineering e. A forwa rd pass
Laddering
S-
22. (4 points) Project Priority Systems can resolve

a. lack of consensus and understanding

among top and middle-managers -
d.

e.
all ofthe above

none of the above

b. internal political issues
~ over-sharing of resources

23. (4 points) After your team has successfully identified potential risks that could affect the project, what is the next
step?

a. Mitigate risks d. Decide how to respond to all risks

b. Create a risk breakdown structure e. Assess identified risks
./
c. Create contingency plans

24. (4 points) Which of the following is typically the responsibility of a project manager?

a. Meeting budget requirements d. Meeting schedule requirements

b. Coordinating the actions of the team e. All of these are typical responsibilities
members "
c. Meeting performance specifications

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25. (4 points) A Responsibility Matrix will clarify

a. Responsibilities ~ Both supports and responsibilities

b. Work plans e. Supports
c. Tasks

Short Answer: There are 6 short answer questions counting 10 points each for a total of 60 points A .
paragraph. . nswer In a short

26. (10 points) In the lectures, we discussed several desirable characteristics for selecting a project m L'
them. AddItIonally: Identify what the professor said was the most important characteristic and br:::;~ger. ,1st 4 of
why or why not It ISthe most important. y exp am

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27. (10 points) When using resource-constrained scheduling, activities that were once scheduled to be completed at
the same time now may have to be scheduled in sequence. What are the "rules of thumb" or heuristics that
need to be followed to determine which activity is scheduled first?
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28. (10 points) You were asked to read the article "Lessons of an Accidental Profession" as part of the preparation
for Chapter 1. In the article the author identified 12 "Points to Remember". Identify at least 6 of them.

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29. (10 points) Discuss the WBS Dictionary. ,~"(f\&'.h oo{\

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30. (10 points) What is the laddering approach to project networks and why would you use this approach?
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31. (10 points) Why is profitability alone not an adequate measure of a project's value to an organization?

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Essay: There are 2 essay questions

paragraphs. , countin g 20 POints
. each for a total of 40 points. Answerswill likely take multiple

32. (20 points) Given project task Eand estimates of 10 days for the a timistic ti
and 12 .daysfor
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33. (20 points) Dr. Whittenberg discussed8 characteristics that define the Quality of the Work B kd S
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e Irs 0 ~m was t at Qua Ity WBSis constructed so as to satisfy 100% of scopeofthe project". It has 10
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h 1- pros manml- app of knowg, kills,lools,techn i to project activities to meet project requirm. Portfolio-A component r'/{lI(,j
collection of programs, projects, or operations managed as a group to achieve strategic objectives, components not neces-
sarily independent or have related objectives, compn are quantif'yable(measure). Functions of Po rtf Mngm- Monitoring
compliance with project management standards, policies, procedures, and templates by means of project audits,Create a
total organization perspective that goes beyond silo thinking. project governance- design to improve P mngm in whole
~ organization in long haul. Rationale for integration of project management (project management office) was to provide
c;: i enior management with:Overview of all PM activities,Big picture of how organizational resources are being usedAssess-
t ment of the risk to their portfolio that project represents,Rough metric for measuring Improvement of managing project
~
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relative to others in the industry,Linkages of senior management with actual project execution management 4 Stages of
f life cvcle-defining,planning,execution,closing. Technical- Consists of the formal, disciplined, purely logical parts of the
, l; proces ,Includes planning, scheduling, and c?ntrolling projects (wbs,scope,schdeule,reso~rce allocation, baseline budget,
oj status report),socioculture- Involves contradictory and paradoxical world of implementation.Centers on creatmg a tempo-
, ~~ rary social system within a larger organizational environment that combines the talents ofa divergent set of professionals
~ -1 working to complete the project.(leadership,problem solving, teamwork.negotiation).
~ (1-.- 0 f- •• j t: (j{VVJ ,I.:,
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CH2- Y pro; mngr need to understand strategy .. ? adopting strategi perspective ensures strong link btw strategic plan n
. f ~'proj, changes in orgz mission n strategy. Respond to changes wit appropriate de?i~i?n abt future ~roj and adjustment to
.,g current proj. to becom effective advocate of proj aligned of firms mrssion, '5 actIvIties of StrategIc Mgmnt- I) Review
::-~ v., and define the organizational mission 2) Analyze and formulate strategies 3)Set objectives to achieve strategy 4) Imple-
"'!i: ment strategies through projects 5)Evaluate perform, monitor new devop & initiate corrective adjustments. Project Cate-
___ gories- a. Compliance Project b. Strategic Projects(tht support orgz mission,directed towrd incrising revenue/market share
c. Operational Projects-to improve efficiency.reduce cost'S Activities of the Strategic Management Process- Review
~ and define the organizationalmission(what we want to be), Analyze and formulate strategies to reach objectives (swot),
... Implement strategies through projects(how are we gonna do),Evaluate performance, monitor development. Need of Pro-
"~ ject Portfolio mgmt system- Problem I: The Implementation Gap, P2-0rganization Politics, P3-Resource conflicts and
~ Multitasking. Design of p.fol;o sYstem include: I-classification of proj-compliacne.strategic proj,operatiol proj ..2-selec-
'"> tion criteria depending upon c1assification-financ and non fin- 3-sources of proposals 4-evaluating proposals 5-mnging
.y' portfolio ofproj. Criteria of Project Selection models-Realism (technical-, resource-, market-risk), Capability (ade-
~ quately sophisticated), Flexibility (valid results over large domain), Ease of use (no expert need,;,d to run model) ,Cost UMJJ
'~- (m uch less than project benefit) , Easy com puterization (use standard) .• -(05."...j COM.... cW'.C"'V tr ...F<e-. i bl£, ~,,/ I lJ
....e.I9~~-( ... OfJ-fo""+o C.vV1f'1o'Y<,'...., ... ,<oJ,~id'of.."S\l-\-wYYl , . ·N. iYlAl·Q.holAJ' "<lo'- "0W
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Ch 4- Reson for proj planning-establish direction for proj team,support obj of parent orgz,make allowance for risk and divi.dio,
control planned work. Project launch meeting- senior mngt introduce proj mangr. "Develop general understanding of .,_
'-j functional inputs project willneed,may brainstorm prob, May develop preliminary plan, imp results Scope understood & ~
temporarily fixed,Fnctnal managers understand their responsibilities & have committed to developing initial plan. Defin- 6;l
;ng the Project 5 steps-Step I: Defining the Project Scope, 2. Establishing Project Priorities(in cost,scope,time), 3.Creat- ~ '::J
~ ing the Work Breakdown Structure =once scope n deliverable re identified,work ofproj can b subdivided into smaller ~ \;) <;:
'" w.packge called wbs, 4 Integrating the WBS with the Organization-COBS) depicts how the finn is organized to dis- ~ \). ~
~d charge its work responsibility for a project. 5.Coding the WBS for the Information Svstem-defines levels of elemts of ~ ~-f
~ wbs,w.pak,orgz elements,budget n cost info ..Allows reports to be consolidated at any level in the org. structure. Proj ... ,8 j
1:
~ ~ charter-document authorizing proj mngr to initiate n lead proj n expand resource, Scope creep- tendency for proj scope
:,' ~ to expand ovr tim due to changing requirement n priorities,Sow- description of prod ,service,result to b delivered, Buss
:s. case-info from business perspective as to wheter proj is worth required investment. ~ ~
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~ ~ Managing the Priorities of Project Trade-offs-Constrain: a parameter is a fixed requirement Enhance: optimizing a :!. ""
, 'l'~ criterion over others, Accept: reducing (or not meeting) a criterion requirement. Wbs ITS use to Der the project's scope v, l,,;
~ of work in terms of deliver abies and to further decompose these into components, Provide the project team a framework ;:I., ;§
~ on which to base project status and progress reports,facilitAte comm btw pm and stakeholder thruout lifofproj and be a ~ c..;;
"'1 key input to otr pm'ngt process n deliverable. Control Account: management control point where scope, budget, actual -\.~ ~
1'<;: cost, and schedule are integrated and compared to earned value for performce measure. Discrete Effort: work effort that"'\; ~
J. .. is separate, distinct, and related to completion of specific WBS components and deliverables, that can be directly planne~ "'"
~ Level of Effort (LOE): support-type activity that does not produce definitive end products Work Package: a deliverable" ~
' ~ or project work component at the lowest level of each branch of the WBS it Defines work (what). Identifies time to com-t.,c, ~
: ;{ plete a work package (how 10ng).ldentilies a time-phased budget to complete a work package (cost). Identifies resources \, ~
I ~;. weS'" 'bUlt Jv,foK2l HJ'" ~~ ov"'-lll lrtMLtl Pr-D)!.V1_ <Jwv- M.vL drvvJf}-t'b-U.. ~~ :'
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1"· w~5'q::wx::aM ~ I, f-" S4rf'0J (GO'(, 0;:' )cere.- Or 'pY?J.Jeu, AcIo)UJ{ ))1A,~ C{t/Y1<t)~ 0;' J
~ ~~ {of aovl'f\ \ o,,<l'hY"'l -'J I. W,1fU.Hor'\}'oY'flU-ri- vJ(~ ~ I -Ii ~ c!I-';:(;\~ +0 v.J e.$ ~..ooJ .m- -r0"-9'\... e.. J

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oI~ ~ needed to compl.ete a work package (how much). Identifies a person responsible for units of work (who) Identifies rno
:f ~'" tonng pornts (milestones) for measuring success. Wbs dictonary-provlde detail info of ech elemnt m wbs ::: agreement
~ ~ info,cost estimate.resource required,technical reference, schedule milestone,responsible orgz,code of account identifier,
r~
¥ ",.~
Process brkdwn struc= process oriented proj re drivvn by performance requirementnt
analysis.design.consrruct.trst.rollour. Information
by prod require .. 5 major phases-
Needs- Project Status Report, Deliverable Issues, changes In scope,
'3'>'" ~ team status meetings, gating decisions, accepted request changes, action items, milestone reports. Proj communication
.E: &.. plan=wht info, target audience, wen,method of comm,provider .... !stakeholdr analysi 2 info needs 3sources of info 4des-
~ ~ l£ semination method 5responsibility n timing. hNWPin ? O""m- f~'

& :S? CH 5- Type of cost- Direct Costs Costs that are clearly chargeable to a specific work package Labor, materials, equip-
ment, and other,Direct (Project) Overhead Costs incurred that are directly tied to an identifiable project deliverable or
~
l
~i 3;' work package. Salary, rents, supplies, special ized machinery Again, better to use loaded rates in the Resource Sheet. .sal- ~ ~
.; <'3 ~ ary,rent,supplyspecial machine General and Administrative Overhead CostslOrghosts indirectly linked to a specific ~
~~1 package that are apportioned to the proj.ex advertising.3 Views of cost- Committed, Scheduled and Actual. ..committed- ;:? J
", u.. { pm view of cost scheduled budget-comptroller view of cost actual cost =treasurer 6(chief financial officer view. Y cost 't ~
.,; ~;j estimate imp to pmngt? Support good deci,used to develop cash flo need,key ilp to proi planing,detect proj dura n cost. ~
l. ~fleA l;"
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Ch 6 - Slack is important
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o..h-</Y f'</wYd-
to managing the sensitivity of a project as it represents the amount of time an activity on the
network can be delayed without delaying the project's completion (i.e.,. increase the total time of the critical path). Free
~ ~
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<:=., .:j \ slack IS Important because It allows fleXibility m scheduling scarce project resources-personnel and equipment-that are
%\.- used on more than one parallel activity or another projectltotal slack-Amount of time task can be delayed without delay- ~'
ing project, free slack-amount of time activity can be delayed without affecting ~ of the following task,allows flexibility ~
~ in scheduling scarce resourcesjsensitivity- the likelihood that the critical path will change once the project is started,criti- ~
1'o.,t.llCal path is the network path that has least slack in common! Laddering-the activities are broken into segments so that the .~
cl<A"" next activity can begin without any delay,LAG-the min amount of time a dependent activity has to be delayed to begin or
ef ""end .. it can be usd to constrain ss-ff-sf-fs relation.1 Hammock activity- Spans over a segment of a project, Has a duration eo,; t
r-
I J''f'~tlY''d,at is detennined after the network plan is drawn,Is used to aggregate sections of the project to facilitate getting the right ~\
11" ,-<amount of detail for specific sections ofa project, Is very useful in assigning and controlling indirect project costs
)~j~~' vJ is,-t iA-,-Yr..,!JvV.UJ. I l.Ve cHo Ictv"h~ e "'-on
pYl!j{ ()-r;(JA"/VtJ./f'a./o(J/J M\.J oY5 1:1 wY\fo/- ~ Po"II/\( b K t 6'''''V'~
'" PERT/CPM nwk chart advantages= allow visualization oftsk relationships,facilitates calculation of criic\ path,clarifies fy"""
impact of decision on downstream activities .. disadv= complex,chart don't depict durations dates n progress. c/tJ.. ""Y"'CK~
NefW'-(" .... S Ui"Crtl </1'DJ.) f ruvid!.M 6'Y'oi.101, AA If.- b;, [o1J/V1.Hory r~ <J (.q'o(eff)CI6\.-( e<u~al/j cVYt.o( I CJ.
&f p-roifCi- QCJ-rViHVl/ P.-n ii\J I p-roje.fJt- uJby/{ I Y'e4ol,/V'l"Cl l1.euVl }oma.
b'IA..Pl~ ;'Y/.H fqu~
i Ch 7- step 4 risk response control- Contingency Planning - Technical Risks, cost risk, funding, schedule. Budget re- +iYr/.!
(".J1n .serve- known-unknowns risk(project manager), Mangm reserve- unknown-unknown risk. Time buffer- amount of time />,,,,,
~ used to compensate for unplanned delays. Change mngt control; sources of change -I scope changes 2implementation
ere;.. of contingency plnsJ improvmnt change. change control system process- IdentifY proposed changes, List expected ef-
FlN"J,fects of proposed changes, on schedule and budget, Review, evaluate, and approve or disapprove of changes formally,
PGiJtA1fNegotiate and resolve conflicts of change, condition, and cost, Communicate changes to parties affected, Assign responsi-
ft,lll bility for implementing change, Adjust master schedule and budget, Track all changes that are to be implementedl Bene-
vtg[S tits of change control sys- Inconsequential changes are discouraged by the formal process, Costs of changes are main-
+elY. tained in a log, Integrity of the WBS and performance measures is maintained, Allocation and use of budget and manage-
ment reserve funds are tracked, ResponSibility for II11plementation IS clarified, Effect of changes IS VISible to all parties
involved, Implementation of change is monitored, Scope changes will be quickly reflected in baseline and performance
measures. ~J- 'ft/Ip. ek-<XA.C __ U(M~) !'rVtJ,Idl""PIt>I-I-} )(1~"U-! IMhCln'}l.(. ,TYI;I,M/.fvyUI-.,pV>-4.) fTCcuf
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Ch 8- Types of project Constraint -Technical or Logic Constraints Constraints related to the networked sequence in f"'O<-:J
which project activities must occur ,Physical Constraints Activities that cannot occur in parallel or are affected by con-
tractual or environmental conditions,Resource Constraints The absence, shortage, or unique interrelationship and inter-
action characteristics of resources that require a particular sequencing of project activities,3 Kinds of Resource Con-
straints are People -by skills,most imp resource .. materials=chemicals,concrete etc and, equipment= earth movin trucks.
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 10: C

OPMA 5364 & INSY5373 Exam 15ummer 2018

Answer Section

MULnPlE CHOICE

1. ANS: B
We use the term sensitivity to reflect the likelihood the original critical path(s) will changeoncethe project Is
initiated. Sensitivity is the function of the number of critical paths and the level of slackfor noncritical activities.

PTS: 4 OIF: Medium OBJ: Calculate early, late, and slack activity times
2. ANS: B
If all activities have the same slack, the next rule would be Invoked (rule 2), and the activity with the smallest
duration would be placed in the schedule first.

PTS: 4 OIF: Medium

OBJ: Oescribe how the smoothing approach Is used on time-constrained projects
3. ANS: C
Means versus end orientation is the degree to which management focuses on outcomes rather than on
techniques and processes used to achieve those results.

PTS: 4 OIF: Easy

OBJ: Appreciate the significant role that organizational culture plays in managing projects
4. ANS: C
Using Learning Curve tables the improvement factor for the 50th unit on a 90 percent learning curve is
0.5518. For the hundredth unit the improvement factor is 0.4966. If the 50'h unit took 100 minutes, the 100th
unit should take (0.4966/0.5518) or 90 minutes. This confirms the simpler way to arrive at this conclusion:
on a 90% learning curve, the time for the Xth unit will be 90% of the time for the X/2th unit.

PTS: 4 OIF: Hard OBJ: 04A-02

5. ANS: B
With the amount of time necessaryto complete tasks now calculated, the critical path(s) are much more evident
due to being able to quickly add up the least amount of slackon each path through the network.

PTS: 4 OIF: Easy

OBJ: Identify and understand the importance of managing the critical path
6. ANS: C
Using Learning Curve tables, with a 65% learning curve, where the first unit costs $1, the cumulative cost to
produce 400 units is $23.44. In a situation where the first unit cost $2,500, the total cost for four hundred units
will be $2,500 times 23.44 or $58,600.

PTS: 4 OfF: Medium OBJ: 04A-02

1
[---~========~~~
7. ANS: C
An organization's culture provides a sense of identity, helps legitimize the management system, helps create
social order and clarifies and reinforces standards of behavior.

PTS: 4 DIF: Medium

OBJ: Appreciate the significant role that organizational culture plays in managing projects
8. ANS: E
A weighted scoring model typically uses several weighted selection criteria to evaluate project proposals.
Weighted scoring models will generally include qualitative and/or quantitative criteria. Each selection criterion is
assigned a weight. Scores are assigned to each criterion for the project, based on its importance to the project
being evaluated. The weights and scores are multiplied to get a total weighted score for the project. Using these
multiple screening criteria, projects can then be compared using the weighted score. Projects with higher
weighted scores are considered better.

PTS: 4 DIF: Difficult OBJ: Understand the need for a project priority system
9. ANS: C
Using your project schedule, you can time-phase work packages and assign them to their respective scheduled
activities to develop a budget schedule over the life of your project.

PTS: 4 DIF: Medium OBJ: Explain why a time-phased budget baseline is needed
10. ANS: B
Technical risks are problematic; they can often be the kind that cause the project to be shut down.

PTS: 4 DIF: Medium

OBJ: Understand how contingency funds and time buffers are used to manage risks on a project
11. ANS: E
Using Learning Curve tables, the original process with an 85% learning rate by the thousandth unit will have
achieved a production rate of 19.80 percent of the original rate. At a 75% learning rate, the production rate
exceeds (unit improvement factor is less than) 19.80 at the sov unit where the improvement factor is 0.1972
or 19.72% of the initial unit.

PTS: 4 DIF: Hard OBJ: 04A-02

12. ANS: B PTS: 4 DIF: Moderate REF: Learning Curve Concept
OBJ: Describe learning-curve effects and the strategic implications of learning curves
13. ANS: D

There are two dimensions within the actual execution of projects. These include the technical dimension and the
sociocuitural dimension.

PTS: 4 DIF: Easy OBJ: Distinguish a project from routine operations

14. ANS: C
Definition of an Exploit response to an identified Opportunity.

PTS: 4 DIF: Medium OBJ: Opportunity Management

---
 10: C

ANS: C
This simple, but challenging tool can be important in the initial guidance and on-going management of a project.

PTS: 4 OIF: Hard

OBJ: Identify the significant role projects contribute to the strategic direction of the organization

16. ANS: B
In the software industry, software development projects are frequently estimated using weighted macro
variables called "function points" or major parameters such as number of inputs, number of outputs, number of
inquiries, number of data files, and number of interfaces.

PTS: 4 OIF: Medium

OBJ: Describe the methods, uses, and advantages and disadvantages of top-down and bottom-up estimating

methods
17. ANS: B
The parallel method is the most widely used approach to apply heuristics, which have been found to consistently
minimize project delay over a large variety of projects.

PTS: 4 OIF: Easy OBJ: Identify different types of resource constraints

18. ANS: B
Project sponsors playa significant role in the selection and successful implementation of product innovation
projects. Project sponsors are typically high-ranking managers who endorse and lend political support for the
completion of a project.

PTS: 4 OIF: Easy OBJ: Understand the need for a project priority system

19. ANS: B
Process projects are driven by performance requirements and not plans or blueprints. Some practitioners
choose to utilize what we refer to as a process breakdown structure (PBS) instead of the classic WBS.

PTS: 4 OIF: Medium

OBJ: Demonstrate the importance of a work breakdown structure (WBS) to the management of projects and
how it serves as a data base for planning and control
20. ANS: 0
The WBS begins with the final deliverable, which is the project itself and the highest element in the hierarchical
breakdown of the WBS. Major project work deliverables are identified first and then the subdeliverables
necessary to accomplish the larger deliverables are defined. The process is repeated until the subdeliverable
detail is small enough to be manageable and where one person can be responsible. This subdeliverable is further
divided into work packages, which is the lowest element in the hierarchical breakdown of the WBS.

PTS: 4 OIF: Medium

OBJ: Demonstrate the importance of a work breakdown structure (WBS) to the management of projects and
how it serves as a data base for planning and control

3
 21. AN5: C
Under the finish-to-start relationship, when an activity has a long duration and will delay the start of an activity
immediately following it, the activity can be broken into segments and the network drawn as a laddering
approach so the following activity can begin sooner and not delay the work.

PT5: 4 DIF: Medium

DB!: Demonstrate understanding and application of lags in compressing projects or constraining the start or
finish of an activity
22. AN5: D
Project prioritization can give an objective viewpoint into some of the very subjective activities within an
organization.

PT5: 4 DfF: Easy DB!: Apply an objective priority system to project selection
23. AN5: E
Afterrisks have been identified, not all of them deserve attention. Managers have to develop methods for
sifting through the list of risks, eliminating inconsequential or redundant ones and stratifying worthy ones in
terms of importance and need for attention. This is risk assessment.

PT5: 4 DIF: Medium DB!: Assessthe significance of different project risks

24. AN5: E
They must ensure that appropriate trade-offs are made between the time, cost, and performance requirements
of the project.

PT5: 4 DIF: Easy DB!: Distinguish a project from routine operations

25. AN5: D
This clarification will allow team members to better understand how tasks are to be managed within the project.

PT5: 4 DIF: Medium DB!: Create responsibility matrices for small projects

4
 10: C

26. ANS:

The most desirable characteristic for a project manager is "drive to complete the task".

PTS: 10 OIF: Medium REF: Lectures

27. ANS:
The first priority is to allocate resources to the activity with the least amount of slack, usually an activity on the
critical path. If more than one activity has the same amount of slack, then select the activity with the smallest
duration. If more than one activity has the same slack and the same duration, then select the activity that has

the lowest identification number.

PTS: 10 OIF: Hard

Describe how the smoothing approach is used on time-constrained projects
DBJ:
28. ANS:
Understand the context of project management
•
Recognize project team conflict as progress
•
Understand who the stakeholders are and what they want
• Accept the political nature of organizations and use it to your advantage
•
• Lead from the front; the view is better

• Understand what "success" means

Build and maintain a cohesive team
•
Enthusiasm and despair are both infectious
•
One look forward is worth two looks back
•
Remember what you are trying to do
•
• Use time carefully or it will use you
Above all, plan, plan, plan
•
REF: Assigned Article
PTS: 10

5
 29. ANS:
• Detailed deliverable, activity, and scheduling information about each component of the WBS and minimally
includes:
Code of account identifier
Description of work
Assumptions and constraints
Responsible organization
Schedule milestones
Associated schedule activities
Resources required
Cost estimates
Quality requirements
Acceptance criteria
Technical references
Agreement Information

PTS: 10 OIF: Hard REF: Lecture

30. ANS:
In laddering, lengthy activities are segmented into small pieces so that successor activities can begin prior to the
completion of the initial activity. This effectively reduces the overall project time. The text used a laying pipeline
example to illustrate.

PTS: 10 OIF: Medium OBJ: Extended Network Techniques to Come Closer to Reality
31. ANS:
Today management is interested in identifying the potential mix of projects that will yield the best use of human
and capital resources to maximize return on investment in the long run. Factors such as researching new
technology, public image, ethical position, protection of the environment, core competencies, and strategic fit
might be important criteria for selecting projects.

PTS: 10 OIF: Medium OBJ: Understand the need to manage the product portfolio

ESSAY

32. ANS:
Weighted average time =
13 days
Standard deviation = 1.67 days
Variance = 2.78 days
Response: Refer to Appendix 7.1

(10 days + [4 • 12 days] + 20 days) /6= 13

(20 - 10)/6 = 1.67
(1.67)' = 2.78

PTS: 20 DIF: Intermediate OBJ: Calculating Activity Times

6
 10: C

ANS:
1. Quality wBS Is constructed so as to satisfy 100% of scope of the project
Is dellverable-oriented hierarchical grouping of project elements (nouns not verbs)

Defines scope of the project

Clarifies work and communicateS project scope to all stakeholders
contains 100% of the work defined in the scope
captures internal, external, and interim deliverables in terms of work to be completed

Each level decomposition contains 100% of work in parent

contains work packages that clearly support tasks required in parent (verbs not nouns)

Provides graphical, textual, or tabular breakdown of project scope

Has at least 2 levels with at least one level of decomposition
Created by those who will perform the work

OBJ,
PTS: "'","
20 k" "~,moo"
DIF: 0," p,oj,ct ""po ",,,m'O<
Hard eo'"""'o~o,why' oomp''''' ,oopo sta"m,"'"

critical to project succesS

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