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CHAPTER 3: PROJECT MANAGEMENT TRUE/FALSE 1. The ES of an activity that has only

CHAPTER 3: PROJECT MANAGEMENT TRUE/FALSE 1. The ES of an activity that has only

CHAPTER 3: PROJECT MANAGEMENT
TRUE/FALSE
1. The ES of an activity that has only one predecessor is
simply the EF of that predecessor.
2. One phase of a large project is scheduling.
3. A project organization works best for an organization
when the project resides in only one of its
functional areas.
4. By their very nature, projects have a limited lifetime,
and that sets project management apart from
the management of more traditional activities.
5. One responsibility of a project manager is to make sure
that the project meets its quality goals.
6. Work Breakdown Structure is a useful tool in project
management because it addresses the timing
of individual work elements.
7. Project managers have their own code of ethics,
established by the Project Management Institute.
8. Ethical issues which can arise in projects include bid
rigging, bribery, and “low balling.”
9. Gantt charts give a timeline for each of a project’s
activities, but do not adequately show the
interrelationships of activities.
10. PERT, but not CPM, has the ability to consider the
precedence relationships in a project.
11. The shortest of all paths through the network is the
critical path.
12. The fundamental difference between PERT and CPM is that
PERT uses the beta distribution for
crashing projects while CPM uses cost estimates.
13. Slack is the amount of time an activity can be delayed
without delaying the entire project.
14. Every network has at least one critical path.
15. The critical path can be determined by use of either the
“forward pass” or the “backward pass.”
16. The PERT pessimistic time estimate is an estimate of the
minimum time an activity will require.
17. The standard deviation of project duration is the
average of the standard deviation of all activities
on the critical path.
18. In PERT analysis, the identification of the critical
path can be incorrect if a noncritical activity
takes substantially more than its expected time.
19. Shortening the project’s duration by deleting
unnecessary activities is called “project crashing.”
20. In project management, crashing an activity must
consider the impact on all paths in the network.CHAPTER 3: PROJECT MANAGEMENTTRUE/FALSE1. The ES of an activity that has only one predecessor is
simply the EF of that predecessor.2. One phase of a large project is scheduling.3. A project organization works best for an organization
when the project resides in only one of itsfunctional areas.4. By their very nature, projects have a limited lifetime,
and that sets project management apart fromthe management of more traditional activities.5. One responsibility of a project manager is to make sure
that the project meets its quality goals.6. Work Breakdown Structure is a useful tool in project
management because it addresses the timingof individual work elements.7. Project managers have their own code of ethics,
established by the Project Management Institute.8. Ethical issues which can arise in projects include bid
rigging, bribery, and “low balling.”9. Gantt charts give a timeline for each of a project’s
activities, but do not adequately show theinterrelationships of activities.10. PERT, but not CPM, has the ability to consider the
precedence relationships in a project.11. The shortest of all paths through the network is the
critical path.12. The fundamental difference between PERT and CPM is that
PERT uses the beta distribution forcrashing projects while CPM uses cost estimates.13. Slack is the amount of time an activity can be delayed
without delaying the entire project.14. Every network has at least one critical path.15. The critical path can be determined by use of either the
“forward pass” or the “backward pass.”16. The PERT pessimistic time estimate is an estimate of the
minimum time an activity will require.17. The standard deviation of project duration is the
average of the standard deviation of all activitieson the critical path.18. In PERT analysis, the identification of the critical
path can be incorrect if a noncritical activitytakes substantially more than its expected time.19. Shortening the project’s duration by deleting
unnecessary activities is called “project crashing.”20. In project management, crashing an activity must
consider the impact on all paths in the network.

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