CHAPTER 13
Project Management
TRUE/FALSE
13.1
PERT and CPM are quantitative analysis tools designed to schedule and control large projects.
13.2
PERT is a deterministic analysis tool allowing for precise times of activities within a project.
13.3
PERT had its beginnings in a military department of the United States.
13.4
CPM is a probabilistic analysis of managing a project.
13.5
An event is a point in time that marks the beginning or ending of an activity.
13.6
A network is a graphical display of a project that contains both activities and events.
13.7
The optimistic time is the greatest amount of time that could be required to complete an
activity.
13.8
PERT is a network technique similar to CPM, but PERT allows for project crashing.
13.9
The most likely completion time of an activity is used to represent that activity’s time within a
project.
13.10
The expected completion time and variance of an activity is approximated by the normal
distribution in a PERT analysis.
13.11
PERT was developed for a project for which activity or task times were uncertain.
13.12
CPM was developed for use in managing projects which are repeated and about which we have
good information as to activity or task completion times.
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Project Management  CHAPTER 13
13.13
With PERT, we are able to calculate the probability of finishing the project on a particular day.
13.14
With CPM, we are able to calculate the probability of finishing the project on a particular day.
13.15
A PERT or CPM network shows activities and activity sequences.
13.16
One of the most difficult aspects of using PERT is defining the activities so that they have
measurable/observable starts and finishes.
13.17
Before drawing a PERT or CPM network, we must identify each activity and their
predecessors.
13.18
The three time estimates employed in PERT are: optimistic time, average time, and pessimistic
time.
13.19
In the PERT process, if an activity has zero variance it must be on the critical path.
13.20
Given the variability of the activity completion time, the original critical path we identify in our
PERT analysis may not always be the actual critical path as the project takes place.
13.21
In PERT, the activity completion times are modeled using the beta distribution.
13.22
In PERT, the earliest finish time in one activity will always be the earliest start time of the
following activity.
13.23
In PERT, the earliest start time for an activity is equal to the latest of the earliest finish times of
all of its immediate predecessors.
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Project Management  CHAPTER 13
13.24
One of the limiting assumptions of PERT is that for any activity to start, all of its immediate
predecessors must be complete.
13.25
One of the limiting assumptions of PERT is that all activities must be completed at some time
during the project.
13.26
One of the most significant benefits of PERT is that it forces the project manager to sit down
and plan the project in great detail – and thus come to an understanding of relationships
between the activities.
13.27
Slack is the time an activity can be delayed without impacting the completion time of the
project.
13.28
It is never possible to delay an activity without impacting the project completion time.
13.29
The variance of the project completion time is equal to the sum of the variances of all the
activities.
13.30
In PERT, we assume that the project completion time can be modeled by the normal
distribution.
13.31
One PERT/COST assumption is that money is spent at a constant rate over the time taken to
complete an activity.
13.32
PERT helps the project manager understand both which activities must take place and which
funds must be expended.
13.33
A limitation of PERT/COST is the assumption that money is spent at a constant rate over the
time taken to complete the project.
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Project Management  CHAPTER 13
13.34
In CPM, we assume that the cost to complete the task is a linear function of the time to
complete the task.
13.35
In CPM, crashing an activity which is not on the critical path increases the cost of the project.
13.36
In CPM, if we are going to crash an activity, we should crash it to the maximum extent
possible.
*13.37
In CPM, crashing an activity which is not on the critical path reduces the cost of the project just
as much as crashing one on the critical path.
*13.38
One of the drawbacks to using either CPM or PERT to manage an actual project is the amount
of data that must be collected over the life of the project to implement either method.
*13.39
In PERT, the variance in completion time is equal to the variance of the most time consuming
activity on the critical path.
*13.40
Given the assumptions in PERT, the probability that a project will be completed in less time
than required by the activities on the critical path is approximately 50%.
*13.41
One should always wait until an activity’s latest start time before commencing the activity.
*13.42
Using PERT/COST, one is able to complete the project for less money than using PERT alone.
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Project Management  CHAPTER 13
*13.43
If an activity has 4 days of slack, and we delay it 2 days, the project will also be delayed two
days.
*13.44
Gantt and PERT charts provide the same information, just in different formats.
*13.45
Gantt charts contain information as to the time taken by each activity, but not the sequential
dependencies of the activities.
*13.46
Using PERT/COST as a management tool, it is always possible to bring a project in under
budget.
MULTIPLE CHOICE
13.47
The critical path of a network is the
(a)
(b)
(c)
(d)
(e)
13.48
shortest time path through the network.
path with the fewest activities.
path with the most activities.
longest time path through the network.
none of the above
In a PERT network, the earliest (activity) start time is the
(a)
(b)
(c)
(d)
(e)
earliest time that an activity can be finished without delaying the entire project.
latest time that an activity can be started without delaying the entire project.
earliest time that an activity can start without violation of precedence requirements.
latest time that an activity can be finished without delaying the entire project.
none of the above
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Project Management  CHAPTER 13
13.49
Slack time in a network is the
(a)
(b)
(c)
(d)
(e)
13.50
A network activity is a
(a)
(b)
(c)
(d)
(e)
13.51
normal time
probability
normal cost
crash cost
deterministic network
PERT
(a)
(b)
(c)
(d)
(e)
13.53
point in time that marks the beginning or ending of an activity.
time consuming job that is a subpart of the total project.
graphical display of a project.
network technique that allows three time estimates for each activity in a project.
the longest time path through the network.
Which of the following is not a concept associated with CPM?
(a)
(b)
(c)
(d)
(e)
13.52
time consuming job or task that is a key subpart of the total project.
shortest amount of time that could be required to complete the activity.
amount of time that you would expect it would take to complete the activity.
amount of time that an activity can be delayed without delaying the entire project.
none of the above
assumes we do not know ahead of time what activities must be completed.
allows computation of the program’s evaluation.
is a network technique that uses three time estimates for each activity in a project.
is a deterministic network technique that allows for project crashing.
none of the above
CPM
(a)
(b)
(c)
(d)
(e)
assumes we do not know ahead of time what activities must be completed.
is opposite to that of PERT, as it does not consider the network activities.
is a network technique that allows three time estimates for each activity in a project.
is a deterministic network technique that allows for project crashing.
none of the above
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Project Management  CHAPTER 13
13.54
Managers use the network analysis of PERT and CPM to help them
(a)
(b)
(c)
(d)
13.55
In contrast to PERT or PERT/cost, CPM
(a)
(b)
(c)
(d)
(e)
13.56
derive flexibility by identifying noncritical activities.
replan, reschedule, and reallocate resources such as manpower and finances.
plan, schedule, monitor, and control large and complex projects.
all of the above
is a deterministic network model.
uses crash times and costs.
allows for calculating the least additional cost for shortening the project time.
assumes that the activity times and costs are known with certainty.
all of the above
The expected time in PERT is
(a) a weighted average of the most optimistic time, most pessimistic time, and four times the
most likely time.
(b) the modal time of a beta distribution.
(c) a simple average of the most optimistic, most likely, and most pessimistic times.
(d) the square root of the sum of the variances of the activities on the critical path.
(e) none of the above
13.57
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 4, 5,
and 12 days, respectively, compute the PERT time for this activity.
(a)
(b)
(c)
(d)
(e)
5
6
7
12
none of the above
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13.58
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 3, 3,
and 9 days, respectively, compute the PERT time for this activity.
(a)
(b)
(c)
(d)
(e)
13.59
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 4, 8,
and 18 days, respectively, compute the PERT time for this activity.
(a)
(b)
(c)
(d)
(e)
13.60
4
8
9
18
none of the above
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 2, 10,
and 20 days, respectively, compute the PERT variance for this activity.
(a)
(b)
(c)
(d)
(e)
13.61
3
4
5
9
none of the above
3
6
9
18
none of the above
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 4, 12,
and 18 days, respectively, compute the PERT variance for this activity.
(a)
(b)
(c)
(d)
(e)
2.33
5.44
8.00
64.00
none of the above
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13.62
Given an activity’s optimistic, most likely and pessimistic time estimates of 3, 5, and 15 days,
respectively, compute the PERT standard deviation for this activity.
(a)
(b)
(c)
(d)
(e)
13.63
2
4
5
15
none of the above
Given the following small project, the critical path is _______ days.
Activity
A
B
C
(a)
(b)
(c)
(d)
(e)
13.64
Immediate
Predecessor
A, B
Time
(days)
10
4
6
10
14
16
20
none of the above
Given the following small project, the critical path is _______ days.
Activity
A
B
C
(a)
(b)
(c)
(d)
(e)
Immediate
Predecessor
A
-
4
10
12
22
none of the above
412
Time
(days)
8
4
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Project Management  CHAPTER 13
The following table provides information for questions 13.65 to 13.68.
Table 13-1
The following represents a project
with known activity times. All
times are in weeks.
Activity
Immediate
Time
Predecessor
A
4
B
3
C
A
2
D
B
7
E
C, D
4
F
B
5
13.65
Using the data in Table 13-1, what is the minimum possible time required for completing the
project?
(a)
(b)
(c)
(d)
(e)
13.66
Using the data in Table 13-1, what is the latest possible time that C may be started without
delaying completion of the project?
(a)
(b)
(c)
(d)
(e)
13.67
8
14
25
10
none of the above
0
4
8
10
none of the above
According to Table 13-1, compute the slack time for activity D.
(a)
(b)
(c)
(d)
(e)
0
5
3
6
none of the above
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13.68
Using the data in Table 13-1, compute the latest finish time for activity E.
(a)
(b)
(c)
(d)
(e)
4
10
14
25
none of the above
The following table provides information for questions 13.69 to 13.72.
Table 13-2
The following represents a project with four activities. All times
are in weeks.
Activity
Immediate
Optimistic
Most
Pessimistic
Predecessor
Time
Likely
Time
Time
A
2
8
14
B
8
8
8
C
A
6
9
18
D
B
5
11
17
13.69
According to the data in Table 13-2, what is the critical path?
(a)
(b)
(c)
(d)
(e)
13.70
A, B
A, C
B, D
A, B, C, D
none of the above
According to the data in Table 13-2, what is the minimum expected completion time for the
project?
(a)
(b)
(c)
(d)
(e)
18
19
37
11
none of the above
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Project Management  CHAPTER 13
13.71
According to Table 13-2, there are four activities in the project. Assume the normal
distribution is appropriate to use to determine the probability of finishing by a particular time.
If you wished to find the probability of finishing the project in 20 weeks or less, it would be
necessary to find the variance and then the standard deviation to be used with the normal
distribution. What variance would be used?
(a)
(b)
(c)
(d)
(e)
13.72
According to Table 13-2, there are four activities in the project. Assume the normal
distribution is appropriate to use to determine the probability of finishing by a particular time.
What is the probability that the project is finished in 16 weeks or less (round to two decimals)?
(a)
(b)
(c)
(d)
(e)
13.73
2
4
8
12
none of the above
0.07
0.93
0.43
0.77
none of the above
Consider a project that has an expected completion time of 60 weeks and a standard deviation
of five weeks. What is the probability that the project is finished in 70 weeks or less (round to
two decimals)?
(a)
(b)
(c)
(d)
(e)
0.98
0.48
0.50
0.02
none of the above
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Project Management  CHAPTER 13
13.74
Your company is considering submitting a bid on a major project. You determine that the
expected completion time is 100 weeks and the standard deviation is 10 weeks. It is assumed
that the normal distribution applies. You wish to set the due date for the project such that there
is an 85 percent chance that the project will be finished by this time. What due date should be
set?
(a)
(b)
(c)
(d)
(e)
108.0
110.4
89.6
85.0
none of the above
The following table provides information for questions 13.75 to 13.76.
Table 13-3
Activity
A
B
C
D
E
F
G
H
13.75
Time
ES
EF
LS
LF
4
5
3
8
3
2
6
2
0
0
4
5
5
13
13
15
4
5
7
13
8
15
19
17
6
0
10
5
14
15
13
17
10
5
13
13
17
17
19
19
According to Table 13-3, there are eight activities to be completed in a project with known
activity times. How long could activity E be delayed without delaying the completion of the
project?
(a)
(b)
(c)
(d)
(e)
13.76
Immediate
Predecessor
A
B
B
C, D
C, D
E, F
3
9
14
17
none of the above
According to Table 13-3, there are eight activities to be completed in a project with known
activity times. What is the minimum possible time required for completing the project?
(a)
(b)
(c)
(d)
(e)
13
15
17
19
33
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Project Management  CHAPTER 13
The following table provides information for questions 13.77 to 13.79.
Table 13-4
Activity
A
B
C
D
E
13.77
4
2
2
5
6
Most
Likely
5
5
8
5
7
Pessimistic
Average
6
8
14
5
8
5
5
8
5
7
Standard
Deviation
0.333
1.000
2.000
0.000
0.333
Variance
0.111
1.000
4.000
0.000
0.111
A,B,C,D,E
A,C,E
B,D
A,B,C,D
none of the above
According to Table 13-4, there are five activities in a PERT project. What is the variance of
the critical path?
(a)
(b)
(c)
(d)
(e)
13.79
Optimistic
According to Table 13-4, there are five activities in a PERT project. Which activities are on
the critical path?
(a)
(b)
(c)
(d)
(e)
13.78
Immediate
Predecessor
A
A
B, C
5.222
4.222
1.222
0
none of the above
According to Table 13-4, there are five activities in a PERT project. If the normal distribution
were used to find the probability of finishing this project in 24 weeks or less, what mean and
variance would be used?
(a)
(b)
(c)
(d)
(e)
20 and 4.222
30 and 5.222
20 and 5.222
30 and 4.222
none of the above
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Project Management  CHAPTER 13
13.80
The critical path of a network is the
(a)
(b)
(c)
(d)
(e)
13.81
In a PERT network, the latest (activity) start time is the
(a)
(b)
(c)
(d)
(e)
13.82
time consuming job or task that is a key subpart of the total project.
shortest amount of time that could be required to complete the activity.
amount of time that you would expect it would take to complete the activity.
amount of time that an activity can be delayed without delaying the project.
none of the above
To do a PERT analysis of a project,
(a)
(b)
(c)
(d)
(e)
13.84
earliest time that an activity can be finished without delaying the entire project.
latest time that an activity can be started without delaying the entire project.
earliest time that an activity can start without violation of precedence requirements.
latest time that an activity can be finished without delaying the entire project.
none of the above
Slack time in a network is the
(a)
(b)
(c)
(d)
(e)
13.83
path with the least variance.
path with zero slack.
path with the most activities.
path with the largest variance.
none of the above
we must know the sequence in which tasks are to be performed.
we must know the number of tasks in the project.
we must know the time estimates for each activity.
we must compute an expected time for each activity.
all of the above
For which of the following projects are we more likely to use PERT than CPM as a
management tool?
(a)
(b)
(c)
(d)
(e)
performing maintenance in a chemical plant
building a new hotel complex
developing a new space vehicle
constructing a new factory
building a new highway
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Project Management  CHAPTER 13
13.85
(a)
(b)
(c)
(d)
(e)
13.86
PERT
assumes we do not know ahead of time the specific amount of time an activity will require.
allows time/cost trade-offs.
is a probabilistic network technique that allows for project crashing.
is a deterministic network technique that allows for project crashing.
none of the above
In PERT,
(a) an activity may not start until all activities scheduled for an earlier time have finished.
(b) we can have no more than two activities taking place simultaneously.
(c) after the project has begun, it is possible for a path other than the original critical path to
become critical.
(d) we assume that the time to complete an activity is described by the normal distribution.
(e) none of the above
13.87
Which of the following is incorrect? In PERT,
(a)
(b)
(c)
(d)
(e)
13.88
we assume that all activities are completed.
an activity may not start until all activities scheduled for an earlier time have finished.
we assume that all activities have definable start and end points.
we assume that the time to complete an activity is described by the beta distribution.
none of the above
In PERT, we assume that
(a)
(b)
(c)
(d)
the times to complete individual activities are known with certainty.
all activities are carried out by staff from our own organization.
the total cost of a project is independent of the time to complete the project.
the total time to complete all activities on the critical path is described by a normal
distribution.
(e) none of the above
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Project Management  CHAPTER 13
13.89
CPM
(a) assumes that we know ahead of time all activities which must be completed.
(b) assumes that we may obtain additional resources or move existing resources from one
activity to another.
(c) is an important technique when we are planning a project similar to projects we have
completed in the past.
(d) is a deterministic network technique that allows for time/cost trade-offs.
(e) all of the above
13.90
In CPM,
(a)
(b)
(c)
(d)
(e)
13.91
Managers use the network analysis of PERT and CPM to help them
(a)
(b)
(c)
(d)
(e)
13.92
an activity may start before its immediate predecessors have finished.
no more than two activities may be performed simultaneously.
the total cost of completing an activity in the crash time is higher than the normal cost.
when we crash an activity, we complete the activity in the minimum possible time.
none of the above
identify the need for contingency plans by identifying critical activities.
learn more about the actual times required to complete the activities.
understand the relationship between the various activities.
all of the above
(a) & (c) only
In contrast to CPM, PERT
(a)
(b)
(c)
(d)
(e)
is a deterministic network model.
requires all activities to be completed.
assumes that activity costs are unknown.
can identify activities which may, but do not necessarily, lie on the critical path.
all of the above
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Project Management  CHAPTER 13
13.93
The expected time in PERT is
(a)
(b)
(c)
(d)
(e)
13.94
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 3, 7,
and 11 days, respectively, compute the expected time for this activity.
(a)
(b)
(c)
(d)
(e)
13.95
5
6
7
12
none of the above
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 3, 5,
and 13 days, respectively, compute the expected time for this activity.
(a)
(b)
(c)
(d)
(e)
13.96
greater than the most likely time.
equal to the most likely time.
less than the most likely time.
could be any of the above.
none of the above
3
4
5
6
none of the above
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 1, 9,
and 17 days, respectively, compute the PERT time for this activity.
(a)
(b)
(c)
(d)
(e)
4
8
9
18
none of the above
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Project Management  CHAPTER 13
13.97
Given the following activity’s optimistic, most likely, and pessimistic time estimates 3, 6, and 9
days, respectively, compute the PERT variance for this activity.
(a)
(b)
(c)
(d)
(e)
13.98
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 3, 5,
and 13 days, respectively, compute the PERT variance for this activity.
(a)
(b)
(c)
(d)
(e)
13.99
2.5
5.4
8.0
2.8
none of the above
Given the following activity’s optimistic, most likely, and pessimistic time estimates of 7, 9,
and 15 days, respectively, compute the PERT variance for this activity.
(a)
(b)
(c)
(d)
(e)
13.100
3
1
9
6
none of the above
6.0
2.7
8.0
1.8
none of the above
The project described by:
Activity
A
B
C
D
E
Immediate
Predecessor
A
A
B, C
D
422
Time
(days)
10
4
6
7
5
Project Management  CHAPTER 13
is best represented by which of the following networks?
(a)
(b)
B
Start
B
D
Finish
A
C
Start
E
E
Finish
(d)
B
B
D
Start
Finish
A
C
13.101
D
C
(c)
Start
A
The project described by:
Activity
A
B
C
D
E
Immediate
Predecessor
A
A
B, C
C
has a critical path of length:
(a)
(b)
(c)
(d)
(e)
Finish
A
C
E
21 days
14 days
23 days
32 days
none of the above
423
Time
(days)
10
4
6
7
5
D
E
Project Management  CHAPTER 13
13.102
The project described by
Activity
A
B
C
D
E
Immediate
Predecessor
A
B, C
D
Time
(days)
6
2
8
5
7
has a critical path of length
(a)
(b)
(c)
(d)
(e)
15 days
20 days
17 days
18 days
none of the above
The following table provides information for questions 13.103 to 13.108.
Table 13-5
The following represents a project with known
activity times. All times are in weeks.
Activity
Immediate
Time
Predecessor
A
4
B
3
C
A
2
D
B
7
E
C, D
4
F
B
5
G
E, F
4
13.103
Using the data in Table 13-5, what is the minimum possible time required for completing the
project?
(a)
(b)
(c)
(d)
(e)
8
12
18
10
none of the above
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Project Management  CHAPTER 13
13.104
Using the data in Table 13-5, what is the latest possible time that C may be started without
delaying completion of the project?
(a)
(b)
(c)
(d)
(e)
13.105
Using the data in Table 13-5, compute the slack time for activity D.
(a)
(b)
(c)
(d)
(e)
13.106
0
5
3
6
none of the above
Using the data in Table 13-5, compute the latest finish time for activity E.
(a)
(b)
(c)
(d)
(e)
13.107
0
4
8
10
none of the above
4
10
14
25
none of the above
Using the data in Table 13.5, determine the latest time activity A can be started without
delaying the project completion.
(a)
(b)
(c)
(d)
(e)
4
3
8
6
none of the above
425
Project Management  CHAPTER 13
13.108
Using the data in Table 13.5, determine the latest time activity A can be finished and not delay
any activity?
(a)
(b)
(c)
(d)
(e)
13.109
According to the data in Table 13-6, what is the critical path?
(a)
(b)
(c)
(d)
(e)
13.110
4
0
8
5
none of the above
A, C, E
B,F
B, D, E
A, B, C, D, F
none of the above
According to the data in Table 13-6, what is the minimum expected completion time for the
project?
(a)
(b)
(c)
(d)
(e)
18
19
37
11
none of the above
13.111 According to Table 13-6, there are six activities in the project. Assume the normal
distribution is appropriate to use to determine the probability of finishing by a particular time.
If you wished to find the probability of finishing the project in 21 weeks or less, it would be
necessary to find the variance and then the standard deviation to be used with the normal
distribution. What variance would be used?
(a) 5
(b) 4
(c) 8
(d) 12
(e) none of the above
13.112
According to Table 13-6, there are six activities in the project. Assume the normal distribution
is appropriate to use to determine the probability of finishing by a particular time. What is the
probability that the project is finished in 20 weeks or less (round to two decimals)?
(a) 0.41
(b) 0.91
(c) 0.13
426
Project Management  CHAPTER 13
(d) 0.09
(e) none of the above
13.113
Consider a project that has an expected completion time of 50 weeks and a standard deviation
of 9 weeks. What is the probability that the project is finished in 57 weeks or less (round to
two decimals)?
(a)
(b)
(c)
(d)
(e)
0.68
0.78
0.22
0.32
none of the above
427
Project Management  CHAPTER 13
13.114
Your company is considering submitting a bid on a major project. You determine that the
expected completion time is 150 weeks and the standard deviation is 10 weeks. It is assumed
that the normal distribution applies. You wish to set the due date for the project such that there
is a 95 percent chance that the project will be finished by this time. What due date should be
set?
(a)
(b)
(c)
(d)
(e)
108.0
160.4
166.5
135.0
none of the above
The following table provides information for questions 13.115 to 13.117.
Table 13-7
Activity
A
B
C
D
E
F
G
H
13.115
Time
ES
EF
LS
LF
4
5
3
8
2
3
7
2
0
0
4
5
5
13
13
16
4
5
7
13
7
16
20
18
7
0
10
5
16
15
13
18
10
5
13
13
18
18
20
20
How long could activity E be delayed without delaying the completion of the project?
(a)
(b)
(c)
(d)
(e)
13.116
Immediate
Predecessor
A
B
B
C, D
C, D
E, F
7
16
11
18
none of the above
How long could activity F be delayed without delaying the project?
(a)
(b)
(c)
(d)
(e)
2
3
14
16
none of the above
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Project Management  CHAPTER 13
13.117
What is the minimum possible time required for completing the project?
(a)
(b)
(c)
(d)
(e)
14
20
17
20
none of the above
The following table provides information for questions 13.118 to 13.120.
Table 13-8
Activity Immediate
Predecessor
A
B
C
D
E
F
G
H
13.118
Most
Likely
Pessimistic
Average

2
2
2
1
5
6
12
1
1
3
5
2
5
7
12
5
4
4
8
9
5
8
12
9
8
3
5
3
5
7
12
6
4
0.333
1.000
1.330
0.000
0.333
0.000
1.333
1.167
0.111
1.000
1.780
0.000
0.111
0.000
1.780
1.362
Which activities are part of the critical path?
(a)
(b)
(c)
(d)
(e)
13.119
A
A
B, C
B
D, E
G, F
Optimistic
A, B, E, G, H
A, C, E, G, H
A, D, G, H
B, F, H
none of the above
What is the variance of the critical path?
(a)
(b)
(c)
(d)
(e)
5.222
4.364
1.362
5.144
none of the above
429
Project Management  CHAPTER 13
13.120
If the normal distribution were used to find the probability of finishing this project in 24 weeks
or less, what mean and variance would be used?
(a)
(b)
(c)
(d)
(e)
20 and 5.144
23 and 5.144
23 and 5.222
20 and 4.222
none of the above
*13.121 Which of the following best presents the project defined below?
Activity
A
B
C
D
E
F
G
(a)
A
Predecessor
A
B
D&C
B
E
(b)
C
A
C
E
E
Start
A
(c)
C
(d
)
D
B
(e)
G
F
A
Finish
F
B
E
Start
G
D
Finish
F
B
Start
G
D
C
E
Start
G
Finish
B
F
Finish
none of the above
*13.122 Assume a particular activity has an optimistic time of 10 weeks, a most likely time of 12 weeks,
and an expected time of 14 weeks. What is its pessimistic time?
(a)
(b)
(c)
(d)
(e)
12 weeks
18 weeks
26 weeks
30 weeks
none of the above
430
Project Management  CHAPTER 13
*13.123 Assume a particular activity has an expected time of 24 weeks, a pessimistic time of 30 weeks,
and a most likely time of 27 weeks. What is the optimistic time?
(a)
(b)
(c)
(d)
(e)
10 weeks
8 weeks
7 weeks
12 weeks
none of the above
*13.124 Assume an activity has the following times: optimistic = 10 weeks, most likely = 25 weeks,
pessimistic = 40 weeks. What is the expected time?
(a)
(b)
(c)
(d)
(e)
10 weeks
25 weeks
40 weeks
30 weeks
none of the above
The following figure (Fig 13.1) is to be used as data for problems 13.129 – 13.135.
Figure 13-1
A
T=3
C
T=6
Start
F
T=4
H
T=7
E
T=5
B
T=5
D
T=4
G
T=6
*13.125 Given the network in Figure 13.1, the critical path is
(a)
(b)
(c)
(d)
(e)
A,C,F,H
B,D,E,F,H
A,C,E,G,H
B,D,G,E,F,H
none of the above
431
Start
Project Management  CHAPTER 13
*13.126 Given the network in Figure 13.1, the time to complete those activities on the critical path is
expected to be
(a)
(b)
(c)
(d)
(e)
20
22
25
26
none of the above
*13.127 Given the network shown in Figure 13.1, assume that completion of A is delayed by two days.
What other activities are impacted?
(a)
(b)
(c)
(d)
(e)
B
D
E
C
none of the above
*13.128 Given the network shown in Figure 13.1, assume that completion of B is delayed by two days.
What happens to the project?
(a)
(b)
(c)
(d)
(e)
The critical path is extended by two days.
The start of activity F is delayed by two days.
The start of activity E is delayed by two days.
all of the above
none of the above
*13.129 Given the network shown in Figure 13.1, assume that the completion of activity C is delayed by
four days. What changes will take place?
(a)
(b)
(c)
(d)
(e)
The critical path will change to: A, C, B, D, E, F, H.
Activity F will be delayed by four days.
Activity E will be delayed by four days.
Activity G will be delayed by four days.
none of the above
432
Project Management  CHAPTER 13
*13.130 Given the network shown in Figure 13.1 and the following information, what is the variance of
the critical path?
Activity
Expected
time
3
5
6
4
4
4
6
7
A
B
C
D
E
F
G
H
Variance
2
3
3
1
1
2
2
2
(a) 16
(b) 7
(c) 9
(d) 8
(e) none of the above
*13.131 Given the network shown in Figure 13.1, and the expected times and variance given above,
what is the probability that the project will be completed in 25 or fewer weeks?
(a) 100%
(b) 50%
(c) 66%
(d) 25%
(e) none of the above
PROBLEMS
13.132
Draw the PERT network associated with the following activities.
A
B
C
D
E
F
G
H
Immediate
Predecessor
A
A
B
B
C
D
E, F
433
Project Management  CHAPTER 13
13.133
Given:
Activity
Optimistic
A
B
C
D
E
F
G
3
6
2
0.5
6
4
1
B
Most
Likely
4
7
3
1
9
5
3
Pessimistic
5
14
10
1.5
12
12
11
E
G
Start
Start
F
A
C
Determine:
(a) the critical path
(b) the probability that the project will be completed in 22 weeks
434
Project Management  CHAPTER 13
13.134
The following represent activities in a major construction project. Draw the network to
represent this situation.
Activity
A
B
C
D
E
F
G
H
13.135
Immediate
Predecessor
A
B
B
C, D
E
F, G
A small software development project has five major activities. The times are estimated and
provided in the table below. Find the expected time for completing this project.
Activity
A
B
C
D
E
Immediate
Predecessor


A
B
C
a
m
b
2
3
4
2
3
5
6
7
5
3
8
9
10
14
3
(a) What is the expected completion time for this project?
(b) What variance would be used in finding probabilities of finishing by a certain time?
435
Project Management  CHAPTER 13
13.136
A project has an expected completion time of 40 weeks and a standard deviation of 5 weeks. It
is assumed that the project completion time is normally distributed.
(a) What is the probability of finishing the project in 50 weeks or less?
(b) What is the probability of finishing the project in 38 weeks or less?
(c) The due date for the project is set so that there is a 90 percent chance that the project will be
finished by this date. What is the due date?
13.137
Development of a new deluxe version of a particular software product is being considered. The
activities necessary for the completion of this are listed in the table below.
Activity
A
B
C
D
E
F
G
Normal
Time
4
2
3
8
6
3
4
Crash
Time
3
1
3
4
3
2
2
Normal
Cost
2000
2200
500
2300
900
3000
1400
Crash
Cost
2600
2800
500
2600
1200
4200
2000
Immediate
Predecessor
A
B
C
D,E
(a) What is the project completion date?
(b) What is the total cost required for completing this project on normal time?
(c) If you wish to reduce the time required to complete this project by one week, which
activity should be crashed, and how much will this increase the total cost?
436
Project Management  CHAPTER 13
437
Project Management  CHAPTER 13
13.138
Draw the PERT network associated with the following activities.
A
B
C
D
E
F
G
H
I
J
Immediate
Predecessor
A
A
B
B
C, E
A, D
F
F
G, H, I
438
Project Management  CHAPTER 13
13.139
Given:
Activity
A
B
C
D
E
F
G
H
I
A
Optimistic
3
6
2
6
4
1
1
2
1
C
Most Likely
4
7
3
9
5
3
2
5
4
Pessimistic
5
14
10
12
12
11
9
8
7
H
F
Start
B
I
E
D
G
Determine:
(a) the critical path
(b) the probability that the project will be completed in 22 weeks
439
Finish
Project Management  CHAPTER 13
13.140
The following table represents activities in a major construction project. Draw the network to
represent this situation.
Activity
A
B
C
D
E
F
G
H
I
13.141
Immediate
Predecessor
B
B
A, C
D
E, F
B
G, H
A small software development project has four major activities. The times are estimated and
provided in the table below. Find the expected time for completing this project.
Activity
A
B
C
D
E
F
G
H
I
Immediate
Predecessor


A
B
D
C
E, F
C
G, H
a
m
b
2
3
4
2
3
6
1
6
3
5
6
7
5
3
8
1
10
4
8
9
10
14
3
10
1
14
5
(a) What is the expected completion time for this project?
(b) What variance would be used in finding probabilities of finishing by a certain time?
440
Project Management  CHAPTER 13
13.142
A project has an expected completion time of 50 weeks and a standard deviation of 7 weeks. It
is assumed that the project completion time is normally distributed.
(a)
(b)
(c)
(d)
13.143
What is the probability of finishing the project in 50 weeks or less?
What is the probability of finishing the project in 55 weeks or more?
What is the probability of finishing the project in 44 weeks or less?
The due date for the project is set so that there is a 90 percent chance that the project will
be finished by this date. What is the due date?
Development of a new deluxe version of a particular software product is being considered. The
activities necessary for the completion of this are listed in the table below.
Activity
Normal
Time
Crash
Time
Normal
Cost
Crash
Cost
Immediate
Predecessor
A
B
C
D
E
F
G
4
5
3
8
6
3
4
3
3
3
4
3
2
2
2,000
2,200
500
2,400
900
3,000
1,700
2,600
2,800
500
2,600
1,200
4,200
2,000
A
B
C
D,E
(a) If you wish to reduce the time required to complete this project by two weeks, which
activity(ies) should be crashed, and how much will this increase the total cost?
(b) What would be the added cost if you wanted to complete the project in the minimum time
possible?
441
Project Management  CHAPTER 13
SHORT ANSWER/ESSAY
13.144
PERT is the acronym for
13.145
CPM is the acronym for
13.146
In a PERT analysis, how is the optimistic time defined?
13.147
In a PERT analysis, how is the most likely time defined?
13.148
In PERT analysis, how is the pessimistic activity time defined?
13.149
In PERT/CPM, what is meant by the critical path?
442