MGT3800TestBankChap08 (1).rtf

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Chapter 08

Scheduling Resources and Costs

Multiple Choice Questions

1. Resources are adequate, but demand varies widely over the life of the proect!

"elaying noncritical activities to lower pea# demand on resources is #nown as

resource

1. Shifting!

2. $%ectiveness!

3. Manipulating!

4. Smoothing!

5. &llocation!

2. 'f resources are not adequate to meet pea# demands, the resulting reschedule is

termed

1. Resource(constrained scheduling!

2.)ime(constrained scheduling!

3. Mandatory leveling!

4. *roect resource adustment!

5. &llocation!

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3. +hich of the following is -) a potential consequence of failing to identify

limited resources before proect implementation.

1. &ctivity delays

2. *roect delays

3. "i/culty in ta#ing quic# corrective action

4. 'ncrease costs

5. Scope creep

4. +hen developing a new software pac#age, logically, the software must be designed

before the code is written, and the code must be written before it is tested! )hese

activities are dependent on each other by constraints!

1. *hysical

2.)echnical

3. Resource

4. Schedule

5.)ime

5. +hen considering the sequence and timing of activities, which of the following is-) one of the types of proect networ# constraints.

1. *hysical

2.)echnical

3. Resource

4.)ime

5. &ll of these are types of constraints that could impact structure of the proect

networ#

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6. Sam, the proect engineer, has been scheduled to run the product system test at the

same time he is to build a mar#eting prototype! )his is an e1ample of what type of

resource constraint.

1. *hysical

2.)echnical

3. *eople

4. $quipment

5.)ime

7. Susan is to conduct environmental testing but the chamber cannot hold all the

equipment that she wants to test! )his is an e1ample of a constraint that could

impact the sequence and timing of activities in a proect networ#! +hat type of

constraint is it.

1. *hysical

2.)echnical

3. Resource

4. Scheduling

5.)ime

8. &ll of the following are types of resource constraints $2C$*)

1. Materials!

2. *eople!

3. $quipment!

4. 'nformation!

5. 3uman!

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9. 4ene is trying to order the concrete needed to continue his proect! 3owever, the

supplier will not be able to deliver it until ne1t wee#! )his is an e1ample of what #ind

of resource constraint.

1. +or#ing capital

2. *eople

3. $quipment

4. 'nformation

5. Materials

10. & special truc# that 4eorge needs on his proect has been scheduled on another

proect! )his is an e1ample of what type of resource constraint.

1. +or#ing capital

2. *eople

3. $quipment

4. 'nformation

5. Materials

11.Most of the scheduling methods available today require the proect manager toclassify the proect as either constrained or constrained!

1.)ime, quality

2. Quality, resource

3. Cost, time

4. Quality, cost

5.)ime, resource

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12. Regina5s boss has told her that her proect is very important! 'f the critical path is

delayed, she will be given whatever she needs to get it bac# on schedule! 3er proect

is classi6ed as

constrained!

1.)ime

2. Quality

3. Cost

4. *erformance

5. Resource

13. 'n reviewing the status of her proect with top management, Shirley was told that

there are only two programmers that she can use for her proect! 3er proect is

classi6ed as

constrained!

1.)ime

2. Quality

3. Cost

4. *erformance

5. Resource

14. &ll resource leveling techniques involve

1. "elaying noncritical activities!

2. "elaying critical activities!

3. 7sing negative slac#!

4. "elaying the proect!

5. &dding resources!

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15.)echnical constraints have been carefully considered when developing a proect

networ#! +hich of the following is true at this point.

1. Resources have been assigned to each activity so they are adequate to complete

the proect on time

2.)echnical dependencies between activities are #nown

3.)he proect completion date can be established

4.)he proect is ready to be implemented

5. &ll of these are true statements once technical constraints have been established

16. Rachel is wor#ing on a proect that technically allows three activities to be done at

the same time! 'f they were to be implemented at the same time, she would need contractors in order for the activities to be completed on time! )here are only 9

available for her to use! )his is an e1ample of what type of constraint.

1.)echnical

2. *eople

3. $quipment

4. *hysical

5. Materials

17. Resource leveling or smoothing can have all the following results on a proect $2C$*)

1. :ower pea# resource demand!

2. Reduced resource need over the life of the proect!

3. Reduced ;uctuations in resource demand!

4. & longer proect duration!

5. & more sensitive networ#!

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18.


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21. 'n a resource(constrained proect the second priority in assigning resources is

usually given to activities with the

1. Smallest duration!

2. :east slac#!

3. Most slac#!

4. :owest identi6cation number!

5. 3ighest cost!

22.)ony has reali=ed that two activities in his proect cannot be done at the same time

because not enough resources are available! &ctivity 9 is critical and has a duration

of days! &ctivity > has ? days of slac# and a duration of ? days! 3ow will he decide

which activity should be scheduled 6rst.

1.)he activity with the smallest duration

2.)he activity with the least slac#

3.)he activity with the most slac#

4.)he activity with the lowest identi6cation number

5.)he activity with the highest cost

23. Splitting an activity can result in all of the following $2C$*)

1. More people wor#ing on the same activity!

2. *ossible startup and shutdown costs!

3. & resource being moved from one activity to another and then bac#!

4. &ctivity wor# being placed on hold for a period until more resources are available!

5. & better proect schedule!

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24. &ll of the following are bene6ts of scheduling resources before proect

implementation $2C$*)

1. 't allows time for considering reasonable options if resource constraints do e1ist!

2.)he proect completion date can be established!

3. +or# pac#ages can be time(phased!

4. 't allows managers to share resources with other proect managers if it is

requested without negatively impacting their proect!

5. 't ensures low networ# sensitivity!

25.)hese are all guidelines a proect manager should consider when assigning

proect wor# $2C$*)

1. Select people with compatible wor# habits and personalities!

2. &lways assign the best people to the most di/cult tas#s!

3. +hen possible, team veterans up with new hires!

4. Select individuals with s#illsets that complement each other!

5. 3ave people wor# together early so that they can become familiar with each

other!

26. +hen a company will reduce the number of proects they have to manage internally

to only core proects and send noncritical proects to contractors and consulting

6rms this is called

1. -utsourcing!

2. Redistribution of proects!

3. *roect allocation!

4.)as# sharing!

5. Referring!

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27. +hich of the following is -) one of the more common problems associated with

scheduling multiproect resources.

1. -verall schedule slippage

2. 'ne/cient resource utili=ation

3. "ecline in proect quality

4. Resource bottlenec#s

5. "elays in one proect causing delays in other proects

28. 'n a resource(constrained proect the third priority in assigning resources is

usually given to activities with the

1. Smallest duration!

2. :east slac#!

3. Most slac#!

4. :owest identi6cation number!

5. 3ighest cost!

29. +hy is it necessary to have a time(phased budget baseline.

1. 't allows proper resource allocation

2. 't shows how much wor# was accomplished for the money spent

3. 't reduces schedule slippage when scheduling multiproect resources

4. 't is not necessary to have a time(phased budget baseline

5. 't reduces ;uctuations in cash ;ow during the proect

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30. *roect budgets are developed by time(phasing which of the following.

1. Resource schedules

2. +or# pac#ages

3.)he networ# diagram

4. Critical activities

5. one of these are time(phased to develop a proect budget

31. & proect budget report is showing our proect as spending @9,000 against a

budgeted amount of @>0,000! +hich of the following is true.

1. +e are spending less than we should for the proect

2. +e are doing a good ob managing the proect

3. +e should chec# to see if all the bills have been paid

4. +e have more money to put into budget reserves

5. +e can5t be sure how the proect is going

Aill in the Blan# Questions

32. "elaying noncritical activities to lower pea# demand and, thus, increase resource

utili=ation is called resource !

33. &nD constraint addresses the sequence in which proect activities must

occur even after considering resource constraints!

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34. 3aving one person responsible for performing several activities, all due at the

same time, is an e1ample of anD constraint!

35.)rying to renovate a ship compartment that is too small for more than one person is

an e1ample of anD resource constraint!

36. & shortage of programmers to write software is an e1ample of anD type

of resource constraint!

37.)he shortage of computer chips to produce a circuit board is an e1ample of anD

type of resource constraint!

38. 'f three copiers are needed to produce a 6nal report on time and only two are

available, the proect is facing anD type of resource constraint!

39. Resource dependency ta#es priority over the technological dependency but does not

violate

dependencies!

40. 'n order that the new product is on the shelf for the Christmas buying season, the

development of the new product would be classi6ed as anD (constrained

proect!

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41. Beth has two engineers assigned to her proect and does not have access to

more even if the result means e1tending the completion date on her proect! She

is managing anD ( constrained proect!

42. &ll leveling techniques delay noncritical activities by using to reduce pea#

demand!

43. +hen scheduling activities in a resource(constrained proect, typically the activity

scheduled 6rst has the amount of slac#!

44. Since resource leveling or smoothing delays noncritical activities, a common result is

an increase in networ# !

45. +hen the wor# in an activity is interrupted to wor# on another activity and is then

resumed at a later point in time, it is called !

46. 'n scheduling resource(constrained proects, are typically used rather

than optimum mathematical solutions!

47. +hen classifying proects, constrained means that proect duration

is 61ed and resources are ;e1ible!

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48. +hen classifying proects, constrained means that a speci6c resource is

61ed and the duration of the proect is ;e1ible!

49. Startup and shutdown costs are maor considerations when using the

scheduling technique!

50. &fter resource leveling or smoothing one goal is that the amount of resources needed

over the life of the proect will be !

51. Many companies are proect wor# to contractors and consultants as a

means of dealing with the pea#s and valleys of resource allocation among proects!

52. +hen a proect is classi6ed as resource(constrained and a resource constraint e1ists,

the proect duration is typically !

53. 'n reality resource allocation generally occurs in anD environment

where the demands of one proect have to be reconciled with the needs of

other proects!

54. +ithout a budget a good proect schedule and cost control are impossible!

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55. & proect cost baseline is also called !

)rue E Aalse Questions

56.)he fact that you must pour foundation before you frame the house and that you

have to frame the house before you can put on the roof demonstrates scheduling

constraints!

)rue Aalse

57.)oo many parallel activities for one individual is an e1ample of a resource constraint!

)rue Aalse

58.)he level of resources each activity will need to be completed in the given

amount of time has been estimatedF therefore, there are no resource constraints!

)rue Aalse

59. Resource leveling or smoothing is only used on proects which are resource

constrained!

)rue Aalse

60. Resource bottlenec#s are one of the three more common problems encountered

in managing multiproect resource schedules!

)rue Aalse

61.)he inability to 6t more than two earth movers on a construction site at the same

time when more are needed to complete the activity on time is an e1ample of a

physical constraint!

)rue Aalse


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62. 'n a resource(constrained proect, the completion date is most li#ely to change!

)rue Aalse

63. 3aving too few programmers and too many engineers is an e1ample of a

people resource constraint!

)rue Aalse

64. 'f a proect needs one earth mover si1 months from now in order to complete one

activity, and the organi=ation has four such machines, there is no equipment

resource constraint!

)rue Aalse

65. & lac# of readily available engineers is a technical constraint!

)rue Aalse

66. Resource dependency ta#es priority over technological dependency but it does not

violate it!

)rue Aalse

67.)o determine if a proect is time(constrained or resource(constrained you would

consult the proect priority matri1!

)rue Aalse

68. Sequential activities hold ust as much potential for resource con;icts as parallel

activities!

)rue Aalse

69. &ll leveling techniques delay noncritical activities by using positive slac# to

smooth out the resource requirements!

)rue Aalse

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70. Since resource leveling or smoothing delays noncritical activities, a common result

is a decrease in networ# sensitivity!

)rue Aalse

71. Scheduling proects classi6ed as resource(constrained focuses on completing the

proect as soon as possible under the given resource constraints!

)rue Aalse

72. +hen resource constraints are added to technical constraints the original proect

networ# may change as well as the completion date!

)rue Aalse

73. +hen scheduling activities in a resource(constrained proect typically the activity

scheduled 6rst has the most amount of slac#!

)rue Aalse

74. & proect budget report is showing our proect as spending @9,000 against a

budgeted amount of @>0,000! +e can assume that everything is going as planned

and that we are under budget!

)rue Aalse

75. Splitting is a scheduling technique used to get a better schedule or better resource

utili=ation and should be used without hesitation!

)rue Aalse

76. +ithout a time(phased budget a good proect schedule and cost control areimpossible!

)rue Aalse

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77. 'f resources are truly limited and activity time estimates are accurate, the resource(

constrained schedule will materiali=e as the proect is implemented, not the time(

constrained schedule!

)rue Aalse

78. *roect managers should always assign the best people to the most di/cult tas#s!

)rue Aalse

Short &nswer Questions

79. 'dentify and brie;y describe the three types of proect constraints that could impact

or change the structure of proect networ#!

80. +hat is the di%erence in proect goals when using resource leveling on time(

constrained proects and using it on resource(constrained proects.

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81. +hy is a schedule not a schedule until resources have been assigned. *rovide a real

life e1ample that illustrates your e1planation!

8?! 'dentify and give an e1ample of the three types of resource constraints!

89! 'dentify and brie;y describe two ways to classify proects with scheduling problems!

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8>! :ist and brie;y describe the disadvantages of resource leveling or smoothing!

8! +hat are the impacts of resource(constrained scheduling.

86. &fter constructing a proect networ# based on technical constraints and reviewing

resource requirements throughout the proect, &nne reali=es many pea#s and valleys

in regard to resource usage! &t one point &nne needs G developers, but top

management has made it very clear that she will not have access to more than >!

Classify &nne5s proect in terms of her scheduling problem! +hat are her options at

this point.

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87. +hen using resource(constrained scheduling, activities that were once scheduled to

be completed at the same time now may have to be scheduled in sequence! +hat are

the Hrules of thumbH or heuristics that need to be followed to determine which activity

is scheduled 6rst.

88! +hy should proect managers be cautious about using the splitting scheduling

technique.

89. +hy is it important to ma#e e%orts to identify resource scheduling problems before

the proect is implemented.

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I0! +hy is it critical to form a time(phased budget.

91. 'f your proect has spent @0,000 versus a budget of @>,000 and it is a wee# ahead

of schedule, is it a certainty that your proect is doing well. $1plain why or why not!

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MGT3800TestBankChap08 (1).rtf