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Questions and Answers of Project Management

c. What would happen if activities B and D each took 5 extra days to complete instead of the expected duration?How would the critical path change?
b. What is the critical path? Which activities have slack time?
a. Draw the network as a Gantt chart.
10.11 Given the following information, answer the questions about this project:Activity Expected Duration Predecessors A 4 days —B 9 days A C 11 days A D 5 days B E 3 days B F 7 days C G 3 days D,
10.10 Develop a Gantt chart with the following information.What is the expected duration of the project? What is the critical path?Activity Expected Duration Predecessors A 12 None B 8 None C 5 None
10.9 Identify and discuss some of the problems or dangers in using project networks. Under what circumstances can they be beneficial, and when can they be dangerous?
10.8 Explain the concept of a dummy variable. Why is this concept employed in AOA notation? Why is there no need to use dummy variables in an AON network?
10.7 What are some of the advantages in the use of AOA notation as opposed to AON? Under what circumstances does it seem better to apply AON methodology in network development?
10.6 In crashing a project, we routinely focus on those activities that lie on the critical path, not activities with slack time.Explain why this is the case.
10.5 Under what circumstances might you wish to crash a project?
10.3 What are the advantages in the use of Gantt charts over PERT diagrams? In what ways might PERT diagrams be advantageous?
10.2 The advantage of Gantt charts lies in their linkage to the project schedule baseline. Explain this concept.
10.1 Give examples of circumstances in which a project would employ lag relationships between activities using:a. Finish to Startb. Finish to Finishc. Start to Startd. Start to Finish
b. Assuming that only activities A, C, and E are part of the critical path, which activities should be crashed first?
a. What is the cost per day to crash each of the activities?
b. Refer back to Figure 10.24. Using the critical path from this activity network, consider A – C – D – F – H as the critical path and assume all other paths are less than a fully crashed A
a. Which activities are the most likely candidates for crashing(i.e., which are the most cost-effective to crash)?
b. What are the gains versus the losses in accelerating this activity? For example, does the project have excessive late penalties that would make crashing cheaper relative to late
a. What costs are associated with accelerating other project activities? It may be that activity X’s unit cost of $10,000 per week is a genuine bargain. Suppose, for example, that an alternative
4. The contractual situation provides even more incentive to avoid schedule slippage. The company may realize that it will be responsible for paying more in late delivery penalties than the cost of
3. The project has slipped considerably behind schedule. You may determine that the only way to regain the original milestones is to crash all remaining activities.
2. Market needs change and the project is in demand earlier than anticipated. Suppose, for example, your company discovered that the secret project you were working on was also being developed by a
1. The initial schedule may be too aggressive. Under this circumstance, we may schedule the project with a series of activity durations so condensed that they make the crashing process inevitable.
5. Easy to create—Gantt charts, because they are intuitive, are among the easiest scheduling devices for project teams to develop. The key is having a clear understanding of the length of
4. Identifying resource needs—Laying the whole project out on a schedule baseline permits the project team to begin scheduling resources well before they are needed, making resource planning easier.
3. Updating and control—Gantt charts allow project teams to readily access project information activity by activity. Suppose, for example, that a project activity is late by 4 days. It is possible
2. Schedule baseline network—The Gantt chart is linked to real-time information, so that all project activities have more than just ES, EF, LS, LF, and float attached to them. They also have the
1. Comprehension—Gantt charts work as a precedence diagram for the overall project by linking together all activities. The Gantt chart is laid out along a horizontal time line so that viewers can
10.5 Understand some of the important controversies in the use of project networks
10.4 Develop activity networks using Activity-on-Arrow techniques.
10.3 Recognize alternative means to accelerate projects, including their benefits and drawbacks.
10.2 Construct and comprehend Gantt charts.
10.1 Apply lag relationships to project activities.
9.26 Key in a search with the prompt “projects in ” in which you select a country of interest (e.g., “projects in Finland”).Many of the projects generated by such a search are
9.25 Key in “project scheduling” for a search of the Web. Hundreds of thousands of hits are generated from such a search.Examine a cross section of the hits. What are some of the common themes
9.24 Go to www.infogoal.com/pmc/pmcart.htm and examine some of the archived articles and white papers on project planning and scheduling. Select one article and synthesize the main points. What are
9.23 Go to http://management.about.com/lr/project_time_ management/174690/1/ and click on “Project Management”on the left side of the screen. When you consider several of the articles on time
4. If you were the project manager for moving the Capen House, what are some of the scheduling challenges you might anticipate with this project based upon your network diagram? How would you ensure
3. Identify concurrent, merge, and burst activities and explain the impact of convergences upon the project planning process.
2. Construct an AON network diagram for the activities required to complete the Capen House move.Be sure to visualize the interdependencies of the work tasks and to follow network diagramming
1. Based on the work described by Frank Roark in his radio interview, construct a list of project work activities with IDs, descriptions, and predecessor tasks.
f. Suppose you wanted to have 99% confidence in the project finishing on time. How many additional weeks would your project team need to negotiate for in order to gain this 99% likelihood?
d. Identify the burst activities and the merge activities.e. Given the activity variances, what is the likelihood of the project finishing on week 24?
c. Identify the critical path. What are the alternative paths, and how much slack time is associated with each noncritical path?
b. Calculate the activity slacks. What is the total project length? Make sure you fully label all nodes in the network.
a. Calculate the expected activity times (round to nearest integer).
b. Now, assume that activity E has taken 10 days past its anticipated duration to complete. What happens to the project’s schedule? Has the duration changed? Is there a new critical path? Show your
Using the information from the following table, create an AON network activity diagram:a. Calculate each activity TE (rounding to the nearest integer), the total duration of the project, its early
8. Shorten tasks that cost the least to speed up. “Speeding up” tasks in a project is another way of saying the activities are being crashed. We will cover the process of crashing project
7. Shorten easiest tasks. The logic here is that the learning curve for a project activity can make it easier to adjust an activity’s duration downward. From a cost and budgeting perspective, we
6. Shorten longest tasks. The argument for shortening long tasks has to do with relative shrinkage;it is less likely that shortening longer activities will lead to schedule problems for the overall
5. Shorten early tasks. Early tasks in a project are sometimes shortened before later tasks because they are usually more precise than later ones. There is greater uncertainty in a schedule for
4. Shorten the duration of critical path tasks. This option must be explored carefully. The underlying issue here must be to first examine the assumptions that guided the original activity duration
3. Overlap sequential tasks. Laddering is a good method for overlapping sequential activities.Rather than developing a long string of serial tasks, laddering identifies subpoints within the
2. Re-plan serial paths to be in parallel. In some circumstances, a project may be excessively loaded with serial activities that could just as easily be moved to parallel or concurrent paths in the
1. Eliminate tasks on the critical path. It may be the case that some of the tasks that are found on the critical path can be eliminated if they are not necessary or can be moved to noncritical paths
5. The site must offer thousands of hotel rooms, easy access to airports, and a road network that makes entry and exit from the course grounds convenient
4. The geographical location plays an important role. The USGA likes to move the Open to different sites around the country.
3. The course must be open enough to allow for spectator grandstands, TV towers, concession areas, and the free movement of thousands of attendees.
2. There must be enough land around the course to support media compounds, tents, admission entrances, and spectator parking and transportation.
1. First and foremost, the golf course must be of excellent quality and challenging design. It must be a serious test for the world’s best golfers.
9.5 Construct the critical path for a project schedule network using forward and backward passes, determine project slack, and calculate the probability of finishing on time.
9.4 Perform activity duration estimation based on the use of probabilistic estimating techniques.
9.3 Develop an activity network using Activity-on-Node (AON) technique.
9.2 Understand and apply key scheduling terminology.
9.1 Understand the importance of project scheduling techniques.
8.40. d—Cost management involves data collection, cost accounting processes, and cost control
8.39. b—The project’s cost baseline includes the original planned budget plus all approved changes.
8.38. c—The project cost estimates cannot be undertaken until the WBS is completed, but it then forms the basis for subsequent project budgeting.
8.37. a—Deliverables do not need to be produced before the budget has been created.
8.36. c—The project life-cycle teaches us that project expenditures are highest during the execution phase.
8.35. b—Susan is using a top-down method in which she, as the senior manager, is providing the project budget estimate.
8.34. d—The process of asking senior project managers for their best estimates of project costs is part of the cost estimation process.
8.33. c—The overrun of $450 would be referred to as a positive variance to the budget.
8.32. a—The cost of using a site building varies to the degree it is used and is charged as a direct cost to the project.
8.31. b—A computer purchase would be an example of a direct cost for the project.
8.30 Go to www.stickyminds.com/articles.asp and click on“Stickyminds.com Original Articles.” Search for and click on the article by Karl Wiegers, “Estimation Safety Tips.”In the article
4. Consider the problems with the Rio Olympics sites that quickly occurred following completion of the 2016 Summer games. Access the internet to find evidence of the current state of the Sochi
3. When a project has a “hard gate,” like being ready on time, how does that affect normal success criteria?Is it fair to judge a project with a critical completion date by normal project success
2. Project success is defined as adherence to budget, schedule, functionality (performance), and client satisfaction. Under these criteria, cite evidence that suggests the Sochi Olympics project was
1. Consider the following statement: “Governmentfunded projects intended to serve as ‘prestige projects,’ such as the Sochi Olympics, should not be judged on the basis of cost.” Do you agree
How bad was the corruption? As journalist Brett Forrest noted, “The Sochi Internal Affairs department has conducted numerous investigations into Olympstroy[the Russian Olympic organizing
5. Kickbacks and graft were rumored to be rampant during the years of development, with insiders getting “sweetheart” deals from the government and cronyism running rampant.
This oversight caused an embankment near Olympic Park to collapse repeatedly due to constant flooding, each time having to be rebuilt.Likewise, construction of the ski jump was budgeted for $40
4. Projects needed to be rebuilt several times due to difficulties with terrain or resource management.For example, state planners did not account for streams that ran beneath the location of the
3. Fears of terrorism and other disruptions led to an unprecedented level of security around the Sochi site. For example, troops from Russia’s Interior Ministry cordoned off the Olympic area to a
2. Vladimir Putin, President of Russia, had the goal of developing Sochi as a world-class ski resort to attract winter tourism to the country. Thus, he was a highly visible spectator throughout the
2. Develop an argument in support of megadam construction. Develop an argument against these development projects.
1. Given the history of large cost overruns associated with megadam construction, why do you believe they are so popular, especially in the developing world?
8.23 Suppose that you are assigning costs to a major project to be undertaken this year by your firm, DynoSoft Applications.One coding process involves many labor-hours, but highly redundant work.
8.22 Problem 8.21 identified how long it should take to complete the fifth oil-drilling platform that Natural Resources plans to purchase. How long should all five oil-drilling rigs take to complete?
8.21 It took MegaTech, Inc., 100,000 labor-hours to produce the first of several oil-drilling rigs for Antarctic exploration.Your company, Natural Resources, Inc., has agreed to purchase the fifth
11.20 Go to www.youtube.com/watch?v=BRMDCRPGYBE for a brief overview of Critical Chain Project Management.What does the presenter suggest are the benefits and biggest challenges of implementing CCPM?
3. How could the drum buffer concepts from Critical Chain Portfolio Management be applied to this problem?
2. How is multitasking contributing to systemic delays in project development at Ramstein?
1. Applying Goldratt’s ideas of critical resources, what is the system constraint within the Special Projects Division that is causing bottlenecks and delaying the projects?
4. Using the terms “Scrum,” “Sprint,” and “User stories,”create an alternative development cycle for a hypothetical software development process at Northwest Regional Hospital.
3. Why are “user stories” and system “features” critical components of an effective IT software development process?
2. How would an Agile methodology correct some of these problems? What new development cycle would you propose?
1. Why does the classic waterfall project planning model fail in this situation? What is it about the IT department’s processes that leads to their finished systems being rejected constantly?

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