8/12/22, 7:12 AM
Omozojie Inetabor's Quiz History: Term Test 1
Term Test 1 Results for Omozojie Inetabor
Score for this quiz: 66 out of 75
Submitted Jun 8 at 7:25p.m.
This attempt took 120 minutes.
Question 1
1 / 1 pts
Within a sustainability framework, the economic dimension of the triple
bottom line concept goes beyond just profit for the firm but also provides
lasting economic benefit to society.
Correct!
true
false
Within a sustainability framework, this (economic) dimension goes
beyond just profit for the firm but also provides lasting economic
benefit to society.
Within a sustainability framework, this (economic) dimension goes
beyond just profit for the firm but also provides lasting economic
benefit to society.
Question 2
1 / 1 pts
The nature of risks lends them to a three-step risk management process
that can be applied to situations where disruptions are possible. There are
three steps to the process. Which of the following is not one of those
steps?
Identify the sources of potential disruptions.
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Correct!
Insure to protect against the risks.
Assess the potential impact of the risk.
Develop plans to mitigate the risk.
This is discussed in the "Risk Management Framework" section.
Insurance is not mentioned as one of the steps.
This is discussed in the "Risk Management Framework" section.
Insurance is not mentioned as one of the steps.
1 / 1 pts
Question 3
You have collected the data for a time-cost CPM scheduling model
analysis. The time is in days and the project "direct costs" are given here.
Activity
Immediate
Predecessor
Normal
Time
Crash
Time
Normal Cost
(Direct)
Crash Cost
(Direct)
A
None
3
2
$300
$400
B
A
3
3
$100
$100
C
A
1
1
$200
$200
D
B and C
3
2
$400
$550
E
D
2
1
$500
$900
F
E
3
3
$200
$200
G
F
2
2
$100
$100
The indirect costs for the project are determined on a daily duration basis.
If the project lasts 16 days, the total indirect costs are $400; 15 days, they
will be $250; 14 days, they will be $200; and 13 days, they will be $100. If
you crash this project by one day,
What is the total (i.e., direct and indirect) project cost?
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$2,150
$2,300
$2,400
$2,450
$2,500
The critical path is ABDEFG. The project duration is 3 + 3 + 3 + 2
+ 3 + 2 = 16 days. The normal direct cost is $300 + $100 + $200 +
$400 + $500 + $200 + $100 = $1,800. The indirect costs are an
additional $400 for a total of $2,200. The only activities that can be
crashed are A, D, and E. A costs $100/day to crash, D costs
$150/day to crash, and E costs $400/day to crash. Reducing the
duration of A by one day at an additional cost of $100 is the most
economical. Direct costs are now $400 + $100 + $200 + $400 +
$500 + $200 + $100 = $1,900. Overall duration of the project is 15
days, and indirect costs are $250. The total cost of crashing this
project for one day is $2,150.
The critical path is ABDEFG. The project duration is 3 + 3 + 3 + 2
+ 3 + 2 = 16 days. The normal direct cost is $300 + $100 + $200 +
$400 + $500 + $200 + $100 = $1,800. The indirect costs are an
additional $400 for a total of $2,200. The only activities that can be
crashed are A, D, and E. A costs $100/day to crash, D costs
$150/day to crash, and E costs $400/day to crash. Reducing the
duration of A by one day at an additional cost of $100 is the most
economical. Direct costs are now $400 + $100 + $200 + $400 +
$500 + $200 + $100 = $1,900. Overall duration of the project is 15
days, and indirect costs are $250. The total cost of crashing this
project for one day is $2,150.
Question 4
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0 / 1 pts
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The critical path in a CPM analysis is always the shortest path through the
network.
ou Answered
true
orrect Answer
false
The critical path of activities in a project is the sequence of
activities that form the longest chain in terms of their time to
complete.
The critical path of activities in a project is the sequence of
activities that form the longest chain in terms of their time to
complete.
1 / 1 pts
Question 5
A simple project listing of five activities, their predecessors, and their
respective time estimates are presented here:
Activity Immediate Predecessor Time in Days
A
None
2
B
A
2
C
A
1
D
B and C
3
E
D
1
Using the CPM, which activities have slack in this project?
A
B
Correct!
C
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D
C and E
The critical path for this project is ABDE. Activity C has one day of
slack in this project.
The critical path for this project is ABDE. Activity C has one day of
slack in this project.
Question 6
1 / 1 pts
You have just performed a CPM analysis and have found that more than
one path through the project network has zero slack values. What can you
conclude?
You have incorrectly performed the analysis.
Correct!
You have multiple critical paths.
Only one path is optimal.
More than one path is optimal.
The project will not be completed by the desired time.
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It is possible—and it often happens—that there are multiple paths
of the same length through the network, so there are multiple
critical paths.
It is possible—and it often happens—that there are multiple paths
of the same length through the network, so there are multiple
critical paths.
Question 7
0 / 1 pts
A project has four activities: A, B, C, and D. The budgeted (planned) cost
of each activity is $22K, $14K, $12K, and $28K, respectively. The planned
percentages complete for the current date are 90%, 80%, 70%, and 20%
respectively. The actual percentages complete for the current date are
100%, 90%, 75%, and 10% respectively. The actual cost of the work
performed to date is $40K. What is the BCWS for Activity D?
ou Answered
$0 − $5K
orrect Answer
$5.01K − $10K
$10.01K − $15K
$15.01K − $20K
Over $20K
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BCWS values are $19.8K, $11.2K, $8.4K, and $5.6K for a total of
$45K.BCWS is computed as cost times planned complete
percentage.
BCWS values are $19.8K, $11.2K, $8.4K, and $5.6K for a total of
$45K.BCWS is computed as cost times planned complete
percentage.
Question 8
1 / 1 pts
You are looking at a chart that has the terms BCWS, BCWP, and AC
indicating lines on the chart. What kind of chart are you looking at?
Gantt chart
PERT chart
Bar/milestone chart
Total program cost breakdown
Correct!
EVM chart
See Exhibit 4.5.
See Exhibit 4.5.
Question 9
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A company must perform a maintenance project consisting of seven
activities. The activities, their predecessors, and their respective time
estimates are presented here:
Activity
Designation
Immediate
Predecessor
Time in
Days
Break down both
machines
A
None
3
Clean machine 1
B
A
3
Clean machine 2
C
A
3
Re-set machine 1
D
B
4
Re-set machine 2
E
C
2
F
D and E
1
G
F
2
Re-calibrate both
machines
Final test
Using CPM, which activities make up the critical path?
Correct!
A, B, D, F, G
A, C, E, F, G
A, C, B, F, E
A, D, E
None of these choices are correct
There are only two paths, ABDFG and ACEFG. ABDFG takes 13
days, while ACEFG takes 11 days. ABDFG is the critical path.
There are only two paths, ABDFG and ACEFG. ABDFG takes 13
days, while ACEFG takes 11 days. ABDFG is the critical path.
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Question 10
1 / 1 pts
Which of the following is a partial measure of productivity?
Correct!
Output ÷ Materials
Output ÷ (Labor + Capital + Energy)
Output ÷ All resources used
Output ÷ Inputs
All of these choices are correct
See Exhibit 2.4 for sample partial measures.
See Exhibit 2.4 for sample partial measures.
Question 11
1 / 1 pts
If a single estimate of the time required to complete an activity is not
reliable, the best procedure is to use a mean and standard deviation (or
variance) for each activity.
true
Correct!
false
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If a single estimate of the time required to complete an activity is
not reliable, the best procedure is to use three time estimates.
If a single estimate of the time required to complete an activity is
not reliable, the best procedure is to use three time estimates.
Question 12
1 / 1 pts
The activity direct costs associated with a project might include giving
workers overtime to complete a project in less than the expected time.
Correct!
true
false
The costs associated with expediting activities are termed activity
direct costs and add to the project direct cost. Some may be
worker related, such as overtime work, hiring more workers, and
transferring workers from other jobs; others are resource related,
such as buying or leasing additional or more efficient equipment
and drawing on additional support facilities.
The costs associated with expediting activities are termed activity
direct costs and add to the project direct cost. Some may be
worker related, such as overtime work, hiring more workers, and
transferring workers from other jobs; others are resource related,
such as buying or leasing additional or more efficient equipment
and drawing on additional support facilities.
Question 13
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A listing of immediate predecessor activities is important information in a
CPM analysis for which of the following reasons?
Correct!
It specifies the relationships in the CPM network of activities.
It provides useful timing information.
It includes cost information.
It is the probability information required in the final step of CPM.
None of these choices are correct
The immediate predecessors are the activities that need to be
completed immediately before an activity. They, therefore, specify
relationships in the CPM network.
The immediate predecessors are the activities that need to be
completed immediately before an activity. They, therefore, specify
relationships in the CPM network.
Question 14
0 / 1 pts
A project has four activities: A, B, C, and D. The budgeted (planned) cost
of each activity is $22K, $14K, $12K, and $28K, respectively. The planned
percentages complete for the current date are 90%, 80%, 70%, and 20%
respectively. The actual percentages complete for the current date are
100%, 90%, 75%, and 10% respectively. The actual cost of the work
performed to date is $40K. What is the schedule performance index for
the project?
Less than zero
orrect Answer
0 − 1.05
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ou Answered
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1.051 − 1.10
1.11 − 1.15
Over 1.15
BCWP÷ BSWS = 46.4÷ 45 = 1.03
BCWP÷ BSWS = 46.4÷ 45 = 1.03
Question 15
1 / 1 pts
In CPM analysis, it is generally expected that the relationship between
activity direct costs and project indirect costs will be which of the
following?
Positively related
Optimally related
Correct!
Negatively related
Not related
Fractionally related
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Because activity direct costs and project indirect costs are
opposing costs dependent on time, the scheduling problem is
essentially one of finding the project duration that minimizes their
sum or, in other words, finding the optimum point in a time-cost
trade-off.
Because activity direct costs and project indirect costs are
opposing costs dependent on time, the scheduling problem is
essentially one of finding the project duration that minimizes their
sum or, in other words, finding the optimum point in a time-cost
trade-off.
Question 16
0 / 1 pts
Operations risk is the likelihood of a disruption that would impact the
ability of a company to continuously supply products or services.
ou Answered
true
orrect Answer
false
Supply chain risk is the likelihood of a disruption that would impact
the ability of a company to continuously supply products or
services.
Supply chain risk is the likelihood of a disruption that would impact
the ability of a company to continuously supply products or
services.
Question 17
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1 / 1 pts
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If the material usage per unit of final product decreases to half of the
current usage, then the firm will
1. double the material productivity.
2. increase the multifactor productivity.
3. decrease capital productivity.
4. have no effect on productivity.
I
II
Correct!
both I and II
III
IV
Labor productivity will not change. Material productivity doubles,
since the denominator is halved. There is no effect on capital
productivity.
Labor productivity will not change. Material productivity doubles,
since the denominator is halved. There is no effect on capital
productivity.
1 / 1 pts
Question 18
A company must perform a maintenance project consisting of seven
activities. The activities, their predecessors, and their respective time
estimates are presented here:
Activity
Designation
Immediate
Predecessor
Time in
Days
Break down both
machines
A
None
3
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Clean machine 1
B
A
3
Clean machine 2
C
A
3
Re-set machine 1
D
B
1
Re-set machine 2
E
C
2
Re-calibrate both
machines
F
D and E
1
Final test
G
F
2
Using CPM, what is the latest finish time for the last activity in this project
(i.e., the total time to complete the project)?
9 days
10 days
Correct!
11 days
12 days
13 days
There are two paths, ABDFG and ACEFG. ABDFG takes 10 days,
while ACEFG takes 11 days. ACEFG is the critical path.
There are two paths, ABDFG and ACEFG. ABDFG takes 10 days,
while ACEFG takes 11 days. ACEFG is the critical path.
Question 19
1 / 1 pts
A simple project listing of five activities, their predecessors, and their
respective time estimates are presented here:
Activity Immediate Predecessor Time in Days
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A
None
3
B
A
2
C
A
1
D
B and C
3
E
D
4
Using CPM, what is the latest finish time for the last activity in this project
(i.e., the total time to complete the project)?
10 days
7 days
8 days
Correct!
12 days
9 days
The critical path is ABDE. The total time for these activities is 12
days.
The critical path is ABDE. The total time for these activities is 12
days.
Question 20
1 / 1 pts
In a Gantt chart, the horizontal axis is usually which of the following?
Activities
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Cost
Profit
Correct!
Time
Milestones
See Exhibit 4.4A.
See Exhibit 4.4A.
Question 21
0 / 1 pts
In a CPM analysis, if you subtract the late finish from the early finish, the
result is the activity's slack time.
orrect Answer
true
ou Answered
false
The difference between the late start time and early start time is
the slack time.This is always equal to the late finish time minus the
early finish time.
The difference between the late start time and early start time is
the slack time.This is always equal to the late finish time minus the
early finish time.
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Question 22
1 / 1 pts
A major competitive dimension that forms a company's strategic
operational competitive position in their strategic planning is which of the
following?
Correct!
Cost or price
Focus
Automation
Straddling
Activity-system mapping
Cost or price is one of the competitive dimensions mentioned in
the text.
Cost or price is one of the competitive dimensions mentioned in
the text.
Question 23
1 / 1 pts
A project has four activities: A, B, C, and D. The budgeted (planned) cost
of each activity is $22K, $14K, $12K, and $28K, respectively. The planned
percentages complete for the current date are 90%, 80%, 70%, and 20%
respectively. The actual percentages complete for the current date are
100%, 90%, 75%, and 10% respectively. The actual cost of the work
performed to date is $40K. What is the BCWP for Activity C?
$0 − $5K
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Correct!
$5.01K − $10K
$10.01K − $15K
$15.01K − $20K
Over $20K
BCWP values are $22K, $12.6K, $9K, and $2.8K for a total of
$46.4K. BCWP is computed as cost times actual complete
percentage.
BCWP values are $22K, $12.6K, $9K, and $2.8K for a total of
$46.4K. BCWP is computed as cost times actual complete
percentage.
1 / 1 pts
Question 24
You have the following time and cost information for use in a time-cost
CPM scheduling model.
Activity Normal Time Crash Time Normal Cost Crash Cost
A
3
2
$400
$ 600
B
5
3
$600
$ 1200
C
4
1
$300
$ 1500
What are the three costs per unit of time to expedite each activity?
A = $300, B = $200, C = $300
A = $100, B = $200, C = $400
A = $200, B = $200, C = $200
A = $100, B = $400, C = $300
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A = $200, B = $300, C = $400
Using (Crash cost − Normal cost) ÷ (Normal time − Crash time) =
Cost per unit of time, A = (600 − 400) ÷ (3 − 2) = $200; B = (1,200
− 600) ÷ (5 − 3) = $300; and C = (1,500 − 300) ÷ (4 − 1) = $400.
(See Exhibit 4.11.)
Using (Crash cost − Normal cost) ÷ (Normal time − Crash time) =
Cost per unit of time, A = (600 − 400) ÷ (3 − 2) = $200; B = (1,200
− 600) ÷ (5 − 3) = $300; and C = (1,500 − 300) ÷ (4 − 1) = $400.
(See Exhibit 4.11.)
Question 25
1 / 1 pts
A project has four activities: A, B, C, and D. The budgeted (planned) cost
of each activity is $22K, $14K, $12K, and $28K, respectively. The planned
percentages complete for the current date are 90%, 80%, 70%, and 20%
respectively. The actual percentages complete for the current date are
100%, 90%, 75%, and 10% respectively. The actual cost of the work
performed to date is $40K. What is the cost performance index for the
project?
Less than zero
0 − 1.05
1.051 − 1.10
1.11 − 1.15
Correct!
Over 1.15
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BCWP÷ AC = 46.4÷ 45 = 1.16
BCWP÷ AC = 46.4÷ 45 = 1.16
Question 26
0 / 1 pts
An activity has an optimistic time of 16, a most likely time of 25, and a
pessimistic time of 40. What is the expected time for the activity?
15 − 20
ou Answered
20.01 − 25
orrect Answer
25.01 − 30
30.01 − 35
Over 35
ET = ( a + 4 m + b) ÷ 6 = 26
ET = ( a + 4 m + b) ÷ 6 = 26
Question 27
1 / 1 pts
Sustainability means meeting a firm's current needs without excessively
compromising the ability of future generations to meet their own needs.
true
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false
By adding "sustainability" to the concept (of strategy), we add the
requirement to meet these current needs without compromising
the ability of future generations to meet their own needs.
(Excessively is not mentioned.)
By adding "sustainability" to the concept (of strategy), we add the
requirement to meet these current needs without compromising
the ability of future generations to meet their own needs.
(Excessively is not mentioned.)
Question 28
1 / 1 pts
In a multifactor measure of productivity, the denominator of the ratio would
include all resources used or all inputs.
true
Correct!
false
In a multifactor measure of productivity, the denominator includes
several but not all inputs.
In a multifactor measure of productivity, the denominator includes
several but not all inputs.
Question 29
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A tracking Gantt chart superimposes the current schedule onto a baseline
plan so deviations are easily noticed.
Correct!
true
false
A tracking Gantt chart superimposes the current schedule onto a
baseline plan so deviations are easily noticed.
A tracking Gantt chart superimposes the current schedule onto a
baseline plan so deviations are easily noticed.
1 / 1 pts
Question 30
Various financial data for SunPath Manufacturing for 2019 and 2020
follow.
2019
Output: Sales
Inputs: Labor
2020
$ 300,000 $ 330,000
40,000
43,000
Raw Materials
45,000
51,000
Energy
10,000
9,000
Capital Employed
250,000
262,000
Other
2,000
6,000
What is the percentage change in SunPath's total productivity measure
between 2019 and 2020?
−9.22
2.33
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−0.53
Correct!
2.88
10.39
Total productivity for 2019 is $300,000 divided by the sum $40,000
+ $45,000 + $10,000 + $250,000 + $2,000 or 0.8646. Total
productivity for 2020 is $330,000 divided by the sum of $43,000 +
$51,000 + $9,000 + $262,000 + $6,000 or 0.8895. The difference
between 2019 and 2020 is 0.0249 and the percentage difference is
0.0249 divided by 0.8646 = 0.0288 or 2.88%.
Total productivity for 2019 is $300,000 divided by the sum $40,000
+ $45,000 + $10,000 + $250,000 + $2,000 or 0.8646. Total
productivity for 2020 is $330,000 divided by the sum of $43,000 +
$51,000 + $9,000 + $262,000 + $6,000 or 0.8895. The difference
between 2019 and 2020 is 0.0249 and the percentage difference is
0.0249 divided by 0.8646 = 0.0288 or 2.88%.
Question 31
1 / 1 pts
Popular project management software used in mid-sized projects is
Microsoft Word.
Microsoft Primavera.
Correct!
Microsoft Project.
Microsoft Excel.
None of thesechoices are correct
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See section on project management information systems.
See section on project management information systems.
Question 32
1 / 1 pts
The Gantt chart is an example of a project control chart.
Correct!
true
false
Exhibit 4.4A is a sample Gantt chart, sometimes referred to as a
bar chart, showing both the amount of time involved and the
sequence in which activities can be performed.
Exhibit 4.4A is a sample Gantt chart, sometimes referred to as a
bar chart, showing both the amount of time involved and the
sequence in which activities can be performed.
Question 33
1 / 1 pts
The ability to rapidly and inexpensively switch production from one
product to another enables what are sometimes referred to as?
Economies of scale
Economies of size
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Economies of shape
Correct!
Economies of scope
Economies of shipping
Flexible manufacturing systems and simple, easily set-up
equipment permit rapid low-cost switching from one product to
another, enabling what are sometimes referred to as economies of
scope.
Flexible manufacturing systems and simple, easily set-up
equipment permit rapid low-cost switching from one product to
another, enabling what are sometimes referred to as economies of
scope.
Question 34
1 / 1 pts
When developing an operations and supply chain strategy, which of the
following is an important product-specific criterion to consider?
Correct!
Technical liaison and support
Learning curve
Competitor's product performance
Production lot size
Total quality management
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Technical liaison and support. A supplier may be expected to
provide technical assistance for product development, particularly
during the early stages of design and manufacturing.
Technical liaison and support. A supplier may be expected to
provide technical assistance for product development, particularly
during the early stages of design and manufacturing.
Question 35
1 / 1 pts
If all you knew about a production system was that total daily output was
400 units and the total labor necessary to produce the 400 units was 350
hours, and the total materials used were 425 units, what kind of
productivity measure(s) could you use to compute productivity?
Partial measure
Multifactor measure
Total measure
Correct!
Partial measure and Multifactor measure
Multifactor measure and Total measure
Partial measure and multifactor measure is the most correct of the
answers. You could use either a partial or a multifactor measure or
both kinds of measures.
Partial measure and multifactor measure is the most correct of the
answers. You could use either a partial or a multifactor measure or
both kinds of measures.
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Question 36
1 / 1 pts
A process has a total measure of productivity of 1.41 and total inputs of
9,050. What was the output?
3,750
Correct!
12,761
18,104
21,850
Not enough information to calculate
Productivity is output ÷ input or 1.41 = x ÷ 9,050. Then solve for x.
Productivity is output ÷ input or 1.41 = x ÷ 9,050. Then solve for x.
Question 37
1 / 1 pts
For an activity in a CPM analysis, the early start time is 8 and the late
start time is 10. Which of the following statements is true?
The late finish is 12.
The early finish is 10.
Correct!
The slack for this activity is 2.
The duration of this activity is 2.
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The activity is on the critical path.
The difference between the late start time and early start time is
the slack time.
The difference between the late start time and early start time is
the slack time.
Question 38
1 / 1 pts
An activity-system map is which of the following?
A network guide to route airlines
A listing of activities that make up a project
Correct!
A diagram that shows how a company's strategy is delivered to customers
A facility layout schematic noting what is done where
A timeline displaying major planned events
Activity-system maps such as the one for IKEA show how a
company's strategy is delivered through a set of tailored activities.
Activity-system maps such as the one for IKEA show how a
company's strategy is delivered through a set of tailored activities.
Question 39
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Which of the following is a total measure of productivity?
Output ÷ Materials
Output ÷ (Labor + Capital + Energy)
Output ÷ Labor
Correct!
Output ÷ Inputs
All of these choices are correct
See Exhibit 2.4 for two total measures of productivity.
See Exhibit 2.4 for two total measures of productivity.
Question 40
1 / 1 pts
For an activity in a CPM analysis, the early finish time is 20 and the late
finish time is 20. Which of the following statements is true?
The activity's late start must happen before its early start.
Correct!
The activity is on the critical path.
The slack for this activity is 20.
The duration of this task is zero.
The duration of this task is 20.
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The critical path is the longest sequence of connected activities
through the network and is defined as the path with zero slack
time. Because the critical path has zero slack time, each activity on
the path must have zero slack time. It follows that an activity with
zero slack time (e.g., early start = late start = zero) is on the critical
path.
The critical path is the longest sequence of connected activities
through the network and is defined as the path with zero slack
time. Because the critical path has zero slack time, each activity on
the path must have zero slack time. It follows that an activity with
zero slack time (e.g., early start = late start = zero) is on the critical
path.
0 / 1 pts
Question 41
Various financial data for SunPath Manufacturing for 2019 and 2020
follow.
2019
Output: Sales
Inputs: Labor
2020
$ 300,000 $ 330,000
40,000
43,000
Raw Materials
45,000
51,000
Energy
10,000
9,000
Capital Employed
250,000
262,000
Other
2,000
6,000
What is the percentage change in the labor partial productivity measure
for SunPath between 2019 and 2020?
−9.22
orrect Answer
2.33
ou Answered
−0.53
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2.88
10.39
The labor partial productivity measure for 2019 is $300,000 divided
by $40,000 or 7.5. For 2020 it is $330,000 divided by $43,000 or
7.67. The percentage change between 2019 and 2020, then, is
(7.67 − 7.5) ÷ 7.5 or 0.17 divided by 7.5 = 2.33%.
The labor partial productivity measure for 2019 is $300,000 divided
by $40,000 or 7.5. For 2020 it is $330,000 divided by $43,000 or
7.67. The percentage change between 2019 and 2020, then, is
(7.67 − 7.5) ÷ 7.5 or 0.17 divided by 7.5 = 2.33%.
Question 42
1 / 1 pts
What is the process called where a company seeks to match the benefits
of a successful position while maintaining its existing position in offering
customers a variety of differing services?
Operations capability analysis
Correct!
Straddling
Order qualifying
Order winning
Inter-functional analysis
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Straddling occurs when a company seeks to match the benefits of
a successful position while maintaining its existing position.
Straddling occurs when a company seeks to match the benefits of
a successful position while maintaining its existing position.
1 / 1 pts
Question 43
In a partial measure of productivity, the denominator of the ratio would
include all resources used or all inputs.
true
Correct!
false
In a partial measure of productivity, the denominator includes only
a single input.
In a partial measure of productivity, the denominator includes only
a single input.
1 / 1 pts
Question 44
A simple project listing of five activities and their respective time estimates
are presented here:
Activity Immediate Predecessor Time in Days
A
None
1
B
A
2
C
A
1
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D
B and C
3
E
D
2
Using CPM, which activities make up the critical path?
A, C, D, E
Correct!
A, B, D, E
A, C, B, D, E
A, D, E
None of these choices are correct
There are two paths: ABDE and ACDE. ABDE will take 8 days,
while ACDE will take 7 days. ABDE, therefore, is the critical path
for this project. Activity C is off the critical path because there is
one day of slack in that activity.
There are two paths: ABDE and ACDE. ABDE will take 8 days,
while ACDE will take 7 days. ABDE, therefore, is the critical path
for this project. Activity C is off the critical path because there is
one day of slack in that activity.
Question 45
1 / 1 pts
A firm's business practices toward its labor force pertain mainly to the
economic aspect of the triple bottom line concept.
true
Correct!
false
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Social responsibility pertains to fair and beneficial business
practices toward labor, the community, and the region in which a
firm conducts its business.
Social responsibility pertains to fair and beneficial business
practices toward labor, the community, and the region in which a
firm conducts its business.
0 / 1 pts
Question 46
You have collected the data for a time-cost CPM scheduling model
analysis. The time is in days and the project "direct costs" are given here.
Activity
Immediate
Predecessor
Normal
Time
Crash
Time
Normal Cost
(Direct)
Crash Cost
(Direct)
A
None
3
2
$300
$400
B
A
3
3
$100
$100
C
A
1
1
$200
$200
D
B and C
3
2
$400
$550
E
D
2
1
$500
$900
F
E
3
3
$200
$200
G
F
2
2
$100
$100
The indirect costs for the project are determined on a daily duration basis.
If the project lasts 16 days, the total indirect costs are $400; 15 days, they
will be $250; 14 days, they will be $200; and 13 days, they will be $100.
At what day do we achieve the lowest total project cost (i.e., direct plus
indirect costs)?
16 days
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orrect Answer
15 days
ou Answered
14 days
13 days
12 days
The critical path is ABDEFG. The project duration is 3 + 3 + 3 + 2
+ 3 + 2 = 16 days. The normal direct cost is $300 + $100 + $200 +
$400 + $500 + $200 + $100 = $1,800. The indirect costs are an
additional $400 for a total of $2,200. The only activities that can be
crashed are A, D, and E. A costs $100/day to crash, D costs
$150/day to crash, and E costs $400/day to crash. Reducing the
duration of A by one day at an additional cost of $100 is the most
economical. Direct costs are now $400 + $100 + $200 + $400 +
$500 + $200 + $100 = $1,900. Overall duration of the project is 15
days, and indirect costs are $250. The total cost of crashing this
project for one day is $2,150.
To crash the project to a 14-day duration, one can now select
between activity D at $150/day or E at $400/day. Reducing the
duration of D by one day at an additional cost of $150 is the most
economical. Direct costs are now $400 + $100 + $200 + $550 +
$500 + $200 + $100 = $2,050. Overall duration of the project is 14
days, and indirect costs are $200. The total cost of crashing this
project for two days is $2,250.
To crash the project to a 13-day duration, one can only crash
activity E at $400/day. Direct costs are now $400 + $100 + $200 +
$550 + $900 + $200 + $100 = $2,450. Overall duration of the
project is 13 days, and indirect costs are $100. The total cost of
crashing this project for three days is $2,550. The lowest cost is 15
days.
The critical path is ABDEFG. The project duration is 3 + 3 + 3 + 2
3 2 16 d
Th
l di t
t i $300 $100 $200
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+ 3 + 2 = 16 days. The normal direct cost is $300 + $100 + $200 +
$400 + $500 + $200 + $100 = $1,800. The indirect costs are an
additional $400 for a total of $2,200. The only activities that can be
crashed are A, D, and E. A costs $100/day to crash, D costs
$150/day to crash, and E costs $400/day to crash. Reducing the
duration of A by one day at an additional cost of $100 is the most
economical. Direct costs are now $400 + $100 + $200 + $400 +
$500 + $200 + $100 = $1,900. Overall duration of the project is 15
days, and indirect costs are $250. The total cost of crashing this
project for one day is $2,150.
To crash the project to a 14-day duration, one can now select
between activity D at $150/day or E at $400/day. Reducing the
duration of D by one day at an additional cost of $150 is the most
economical. Direct costs are now $400 + $100 + $200 + $550 +
$500 + $200 + $100 = $2,050. Overall duration of the project is 14
days, and indirect costs are $200. The total cost of crashing this
project for two days is $2,250.
To crash the project to a 13-day duration, one can only crash
activity E at $400/day. Direct costs are now $400 + $100 + $200 +
$550 + $900 + $200 + $100 = $2,450. Overall duration of the
project is 13 days, and indirect costs are $100. The total cost of
crashing this project for three days is $2,550. The lowest cost is 15
days.
Question 47
1 / 1 pts
Which of the following is a graphic project report used in project
management?
Project proposal
Approved project plan
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Humphrey chart
Equipment and supplies chart
Correct!
Cost and performance tracking schedule
See Exhibit 4.4D.
See Exhibit 4.4D.
Question 48
1 / 1 pts
Risk mapping involves assessment of the probability or relative frequency
of an event against the aggregate severity of the loss.
Correct!
true
false
Risk mapping involves assessment of the probability or relative
frequency of an event against the aggregate severity of the loss.
Risk mapping involves assessment of the probability or relative
frequency of an event against the aggregate severity of the loss.
Question 49
1 / 1 pts
Various financial data for SunPath Manufacturing for 2019 and 2020
follow.
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2019
Output: Sales
Inputs: Labor
2020
$ 300,000 $ 330,000
40,000
43,000
Raw Materials
45,000
51,000
Energy
10,000
9,000
Capital Employed
250,000
262,000
Other
2,000
6,000
What is the percentage change in the multifactor labor and raw materials
productivity measure for SunPath between 2019 and 2020?
−9.22
2.33
Correct!
−0.53
−2.88
10.39
The multifactor labor and raw materials productivity measure for
2019 is $300,000 divided by the sum $40,000 + $45,000 or 3.53.
For 2020 it is $330,000 divided by the sum $51,000 + $43,000 or
3.51. The percentage change between 2019 and 2020, then is
(3.51 − 3.53) ÷ 3.529 or −0.018 divided by 3.529 = −0.53%.
The multifactor labor and raw materials productivity measure for
2019 is $300,000 divided by the sum $40,000 + $45,000 or 3.53.
For 2020 it is $330,000 divided by the sum $51,000 + $43,000 or
3.51. The percentage change between 2019 and 2020, then is
(3.51 − 3.53) ÷ 3.529 or −0.018 divided by 3.529 = −0.53%.
Question 50
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One of the assumptions made using CPM is that project activities can be
identified with clear beginning and ending points.
Correct!
true
false
From the text, we are assuming that the activity times are known.
Hence, each activity must have clear beginning and ending points.
From the text, we are assuming that the activity times are known.
Hence, each activity must have clear beginning and ending points.
Question 51
1 / 1 pts
The valuations in an earned value management analysis must be either
profits or revenue.
true
Correct!
false
The valuations could be based on either a value measure (revenue
or profit) or a cost measure.
The valuations could be based on either a value measure (revenue
or profit) or a cost measure.
Question 52
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PERT is an abbreviation for which of the following methodologies?
Product evaluation, result, and treatment
Programming and evaluation realization technology
Correct!
Program evaluation and review technique
Process evaluation and review technology
It is a name, not an abbreviation for anything.
The program evaluation and review technique (PERT) was
developed for the U.S. Navy's Polaris missile project.
The program evaluation and review technique (PERT) was
developed for the U.S. Navy's Polaris missile project.
Question 53
1 / 1 pts
Which of the following is not a major strategic operational competitive
dimension that forms a company's competitive position?
Cost or price
Delivery speed
Delivery reliability
Correct!
Management acumen
Coping with changes in demand
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The operational competitive dimensions that form a company's
competitive position are listed in the text. Management acumen is
not mentioned.
The operational competitive dimensions that form a company's
competitive position are listed in the text. Management acumen is
not mentioned.
Question 54
1 / 1 pts
In the time-cost CPM model, cost is assumed to be a linear function of
time.
Correct!
true
false
We assume a linear relationship between time and cost. This
assumption is common in practice and helps us derive the cost per
day to expedite.
We assume a linear relationship between time and cost. This
assumption is common in practice and helps us derive the cost per
day to expedite.
Question 55
1 / 1 pts
You are managing a project and need to cut the cost of the project. You
decide to transfer workers to another job to cut the project's costs. Costs
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associated with transferring the workers are an example of project indirect
costs.
true
Correct!
false
The costs associated with expediting activities are termed activity
direct costs and add to the project direct cost. Some may be
worker related, such as overtime work, hiring more workers, and
transferring workers from other jobs; others are resource related,
such as buying or leasing additional or more efficient equipment
and drawing on additional support facilities.
The costs associated with expediting activities are termed activity
direct costs and add to the project direct cost. Some may be
worker related, such as overtime work, hiring more workers, and
transferring workers from other jobs; others are resource related,
such as buying or leasing additional or more efficient equipment
and drawing on additional support facilities.
Question 56
1 / 1 pts
You know when you have arrived at the optimal solution in using the timecost CPM scheduling model analysis when what happens?
You have found the critical path.
You have run out of crash time.
You no longer have a linear relationship with costs.
Correct!
You have reached the minimum total cost.
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You have run out of crash costs.
See Exhibit 4.11.
See Exhibit 4.11.
Question 57
1 / 1 pts
The total output from a production system in one day is 900 units and the
total labor necessary to produce the 900 units is 900 hours. Using the
appropriate productivity measure, what is the resulting productivity ratio?
Correct!
1.000
1.428
0.700
0.411
None of thesechoices are correct
900 units divided by 900 hours equals 1.0 units per hour.
900 units divided by 900 hours equals 1.0 units per hour.
Question 58
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A project has four activities: A, B, C, and D. The budgeted (planned) cost
of each activity is $22K, $14K, $12K, and $28K, respectively. The planned
percentages complete for the current date are 90%, 80%, 70%, and 20%
respectively. The actual percentages complete for the current date are
100%, 90%, 75%, and 10% respectively. The actual cost of the work
performed to date is $40K. What is the BCWS for the project?
$0 − $15K
$15.01K − $30K
orrect Answer
$40.01K − $45K
ou Answered
$45.01K − $60K
Over $60K
BCWS values are $19.8K, $11.2K, $8.4K, and $5.6K for a total of
$45K.BCWS is computed as cost times planned complete
percentage. Project BCWS is the sum of activity BCWS values.
BCWS values are $19.8K, $11.2K, $8.4K, and $5.6K for a total of
$45K.BCWS is computed as cost times planned complete
percentage. Project BCWS is the sum of activity BCWS values.
Question 59
1 / 1 pts
Larry's Auto Body Repair Shop had revenues that averaged $60,000 per
week in April and $50,000 per week in May. During both months, the shop
employed six full-time (40 hours ÷ week) workers. In April the firm also
had four part-time workers working 25 hours per week, but in May there
were only two part-time workers and they only worked 10 hours per week.
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What is the percentage change in labor productivity from April to May for
Larry's Auto Body Repair?
−20.00%
−15.82%
Correct!
8.98%
2.30%
−25.00%
Labor productivity is output (revenue) divided by hours of labor
input. For April, revenue per week was $60,000 and labor hours
were 4× [(40× 6) + (25× 4)]. This is 60,000 ÷ 1,360 or $44.12 per
hour of labor. For May, revenue per week was $50,000 and labor
hours were 4× [(40× 6) + (10× 2)]. This is 50,000 ÷ 1,040 or $48.08
per hour of labor a difference of $3.96 per hour. The percentage
change in productivity between April and May, then, is 3.96 ÷ 44.12
= 0.0898 × 100 = 8.98%. (Note: this analysis assumes four weeks
in each month and equal productivity for each hour worked.)
Labor productivity is output (revenue) divided by hours of labor
input. For April, revenue per week was $60,000 and labor hours
were 4× [(40× 6) + (25× 4)]. This is 60,000 ÷ 1,360 or $44.12 per
hour of labor. For May, revenue per week was $50,000 and labor
hours were 4× [(40× 6) + (10× 2)]. This is 50,000 ÷ 1,040 or $48.08
per hour of labor a difference of $3.96 per hour. The percentage
change in productivity between April and May, then, is 3.96 ÷ 44.12
= 0.0898 × 100 = 8.98%. (Note: this analysis assumes four weeks
in each month and equal productivity for each hour worked.)
Question 60
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Here are the data for a time-cost CPM scheduling model analysis. The
time is in days and the costs include both direct and indirect costs.
Activity
Immediate
Predecessor
Normal
Time
Crash
Time
Normal
Cost
Crash
Cost
A
None
3
2
$200
$400
B
A
4
3
$300
$600
C
A
1
1
$200
$200
D
B and C
3
2
$500
$550
E
D
2
1
$500
$900
What are the total time of this project and total normal cost?
Total time is 13 days, total cost is $1,200.
Correct!
Total time is 12 days, total cost is $1,700.
Total time is 11 days, total cost is $1,600.
Total time is 10 days, total cost is $1,750.
Total time is 9 days, total cost is $1,700.
The critical path is ABDE, a total of 12 days. Normal cost is $200 +
$300 + $200 + $500 + 500 = $1,700. This is the sum of the
"normal cost" column. (Even though activity C is not on the critical
path, it still needs to be performed and paid for.)
The critical path is ABDE, a total of 12 days. Normal cost is $200 +
$300 + $200 + $500 + 500 = $1,700. This is the sum of the
"normal cost" column. (Even though activity C is not on the critical
path, it still needs to be performed and paid for.)
Question 61
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Why would subcontractors for a government project want their activities
on the critical path? Under what conditions would they try to avoid being
on the critical path?
Your Answer:
In a government project, a subcontractor might wish to have their
activities on the critical path because of various reasons. This can be a
situation where in the early completion of projects ,the cost incentives are
available, then the subcontractor may want these activities on the critical
path. The duration a project takes to be completed is determined by the
critical path. For this reason, having these activities on the critical path
would ensure that the subcontractor can received additional money or
resources for project completion.
There are some who want to have their activities off the critical path. This
might be when there are individual errors on the part of the subcontractor.
In this case, the subcontractor might want the activities off the critical
path.
Question 62
5 / 5 pts
What are some major capacity considerations in a hospital? How do they
differ from those of a factory?
Your Answer:
Capacity planning can be seen as the process by which firms calculate
the amount of production resources needed to fulfill customer demand.
Capacity considerations that are usually considered for hospitals are size
and composition of nursing staff, how many beds are available, balance
between operating room and intensive care units and ER's
A major differences between hospital and factory capacity is that a
hospital can add capacity easily by adding more staff and beds. A factory
is usually technologically limited and therefore must plan well in advance
to add capacity. General uncertainty that surrounds the demand for
hospital services is much greater than what would be faced by a factory.
Factory management generally has the ability to backlog demand in such
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Omozojie Inetabor's Quiz History: Term Test 1
a way as to achieve more efficient levels of capacity utilization than does
a hospital.
Question 63
5 / 5 pts
What is meant by triple-bottom-line strategy? Give an example of a
company that has adopted this type of strategy.
Your Answer:
Based on this strategy, a firm can stay running and profitable in long run.
This strategy focus on sustainable practices to support the environment,
people associated with the firm and the financial gains. The organizational
success for this strategy is measured based on social, ecological and
economic.
Global company adopting triple bottom strategy are Better World Books
and Method home. For Better World Books, they were started by college
friends in Indiana. Better world books sells used books and donates a
portion of income to fund literacy programs. Another company is the
Method home. Method home makes products from recycled plastic which
waste were recovered from ocean, uses solar tracking trees in parking,
makes home use products which are toxin free, though not tried on animal
yet.
Quiz Score: 66 out of 75
https://q.utoronto.ca/courses/266690/quizzes/254707/history?version=1
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