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GSGM7334 Project Management

37. When determining which activity to crash, there are other factors that should be assessed beyond cost. Which of the following is NOT one of these factors?

A. The inherent risk associated with the activity

B. How crashing will impact the morale and motivation of the individuals working on that activity

C. Resource availability after crashing that activity

D. The level of difficulty involved in completing the activity

E. When during the project the activity will occur

38. Reducing project duration

A. Involves crashing all activities to their crash point

B. Can only be done when resources are not constrained

C. Is always more expensive

D. Tends to increase network sensitivity E. Should be considered for all projects

39. Sometimes very high __________ costs are recognized before a project begins and reducing these costs through shorter project durations becomes a high priority.

A. Labor B. Direct

C. Project

D. Overhead

E. Interest

40. Which of the following projects would be least benefited if additional resources were added?

A. Splitting and stacking a cord of wood

B. Developing new software

C. Harvesting a crop by hand

D. Building a cabin

E. Moving to a new house

41. All of the following are disadvantages of scheduling overtime EXCEPT

A. Overtime is associated with additional costs of coordination and communication

B. Sustained overtime work by salaried employees may incur burnout

C. Productivity is reduced the longer one is working

D. More hours results in higher expenses if paying workers hourly

E. Continued overtime can lead to a higher turnover rate

42. Which of the following is NOT a technique for accelerating project completion when resources are not constrained?

A. Assign additional staff and equipment

B. Establish a core team

C. Do it twice-first fast and then correctly

D. Reduce project scope

E. Compromise quality

43. In monitoring project time (schedule) performance, actual performance should be compared to

A. Budgets for the current year

B. Top management's targets

C. Project network schedule derived from the WBS/OBS

D. Progress on similar past projects

E. Previous status reports

44. The earned value system starts with the time-phased costs that provide the project baseline, which is called the

A. Planned budgeted value of work scheduled

B. Planned budgeted value of work completed

C. Earned value of work scheduled

D. Scheduled value of work scheduled

E. Scheduled value of work completed

45. The earned value of a project is the

A. Project cost to date adjusted for project scope changes

B. Total project cost to date

C. Cost incurred minus the planned cost

D. Percent of the original budget that has been earned by actual work

E. The planned time-phased baseline of the value of work scheduled

46. The cost variance for a project is calculated by

A. EV - AC

B. AC - SV

C. PV - EV

D. CV - EV

E. EV - PV

47. The schedule variance for a project is calculated by:

A. EV - AC

B. AC - SV

C. PV - EV

D. CV - EV

E. EV - PV

48. Baseline project budgets are derived from

A. The organization's overall budget

B. Time-phasing the work packages

C. Top management directions

D. The total direct, direct project overhead and G&A overhead costs

E. The earned value system