TIME 60.

The duration of the schedule activity is affected by all of the following EXCEPT: a) The 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 companys 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 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) Project scope statement, work breakdown structure, WBS Dictionary 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) Defining Activities, Sequencing Activities, and Estimated Activity Resource. b) Define Activities, Sequence Activities, and Estimate Activity Resource. c) Defined Activities, Sequenced Activities, and Estimated Activity Resource. d) Define Activity, Sequence Activity, and Estimated Activity Resource. 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 Estimate Activity Resource 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 Estimate Activity Resource process EXCEPT: a) Organizational process assets. b) Activity list. c) The actual final cost of the last project. d) Enterprise environmental factors. 74. As a) b) c) d) one of the tools and techniques of Sequence Activities, a lead: Directs a delay in the successor activity. Could be accomplished by a finish-to-start relationship with a delay time. Means the successor activity cannot start until after the predecessor is completed. 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.