Deck 8: Resourcing Projects

Question 1

While a "RACI" chart may be very useful for assigning activities to core team members and project managers,the sheer number of subject matter experts on many projects renders the RACI chart impractical for large projects.

Answer 1

False

Question 2

When determining resource availability,project managers need only consider full-time,internal resources.

Answer 2

False

Question 3

The critical chain method is a schedule network analysis technique that modifies the project schedule to account for limited resources.

Answer 3

True

Question 4

Estimate Activity Resources focuses exclusively upon the identification of the number of human resources required to perform each scheduled activity.

Question 5

The project resource allocation plan is the document that describes when and how human resource requirements will be met.

Question 6

One approach to identify which activities contribute to work overload for a particular resource is to compare the resource histogram to the Gantt chart.

Question 7

Crashing almost always accelerates the schedule while increasing project risk,whereas fast tracking almost always accelerates the schedule while increasing project cost.

Question 8

Scope reductions are fairly common among projects that face severe schedule constraints.

Question 9

When constructing a responsibility matrix or "RACI" chart,it is important to ensure that only one person has primary responsibility for any activity.

Question 10

Even when a project team does not identify individual activities,it will still need to determine how many resources are needed to complete the project

Question 11

When identifying people to work on the project,it is helpful to consider their professional disciplines,skill levels and their physical location.

Question 12

When project managers include diverse perspectives in making decisions,they can often avoid major risks that a single perspective would not uncover.

Question 13

In order to avoid project delays,project managers confronted with resource overloads will naturally seek to exploit the slack associated with non-critical activities.

Question 14

When resource overloads are extreme,project managers may need to consider the acquisition of additional resources,reductions in scope or extensions to the project schedule.

Question 15

Resource leveling is a network scheduling technique that seeks to assign nearly equivalent work units to each member of the project team.

Question 16

The process of estimating the types and quantities of resources required to perform each scheduled activity is called a "project staffing analysis."

Question 17

Crashing is a project schedule compression technique that relies extensively on overlapping activities and a high degree of concurrency.

Question 18

When recruiting resources to support a project,it is always best to bring team members and experts on board as soon as possible.

Question 19

Critical Chain Project Management (CCPM)attempts to keep the most highly demanded resource busy on critical chain activities.

Question 20

Fast Tracking is a project schedule compression technique that changes network logic to perform schedule activities in parallel.

Question 21

Figure 8-4 Project Crashing Information
Consider the project crashing information presented in Figure 8-4. Which activity should you crash to reduce this project by one day with the least incremental cost?

A) Activity A
B) Activity C
C) Activity E
D) Activity F

Question 22

Figure 8-3 Programmers Resource Histogram
Consider the programmers resource histogram presented in Figure 8-3. Which activity is an ideal candidate to delay in order to achieve a feasible schedule?

A) Activity A - Define Requirements
B) Activity B - Design Application
C) Activity C - Draft User Manual
D) Activity F - Correct Defects

Question 23

Project managers often confront the challenge of reducing excessive time commitments and overloads among project resources. All of the following methods represent a potentially viable strategy to reduce work overloads EXCEPT:

A) Require all project resources to work overtime
B) Split an activity into two activities and delay the second part.
C) Re-sequence activities when logically feasible.
D) Reassign certain activities to other workers.

Question 24

Figure 8-3 Programmers Resource Histogram
Consider the programmers resource histogram presented in Figure 8-3. If only six programmers are available to support this project,which of the following conclusions is valid?

A) The current schedule is feasible.
B) The demand for programmers during weeks five and six exceeds the number available.
C) The demand for programmers during weeks six through ten exceeds the number available.
D) There is an excess capacity of programmers throughout the duration of this project.

Question 25

Figure 8-1 RACI Chart
Consider the RACI chart presented in Figure 8-1. What responsibility should the contract officer assume with respect to the statement of work?

A) develop
B) approve
C) consult
D) inform

Question 26

RACI (Responsible,Approve,Consult,Inform)charts go beyond a communication plan in that they identify every project activity and specify the exact involvement of each stakeholder.

Question 27

Figure 8-4 Project Crashing Information
Consider the project crashing information presented in Figure 8-4. What is the cost to complete this project in the normal time?

A) $ 40
B) $ 120
C) $ 145
D) $ 405

Question 28

Project managers must often face the challenge of compressing the project schedule. All of the following actions can be taken to reduce the duration of the critical path EXCEPT:

A) Reduce the project scope.
B) Overlap sequential activities using finish-to-finish relationships.
C) Use the float in critical path activities
D) Partially overlay sequential activities using time leads.

Question 29

The components (principles)of Critical Chain Project Management include which of the following?

A) Estimate activity durations generously
B) Avoid multi-tasking.
C) Adhere strictly to completion deadlines - rather than finishing early or late.
D) Add a comfortable buffer to every activity

Question 30

A common tool project teams use is a responsibility assignment matrix (RAM). Typically,this chart will depict:

A) the date each activity will begin.
B) the duration of each activity.
C) the roles key members of the team will play on each activity.
D) organizational reporting structure

Question 31

Figure 8-2 Software Programmer Loading Chart
Consider the software programmer loading chart presented in Figure 8-2. What percent of available time is the software programmer assigned to work activities on Thursday?

A) 80 percent
B) 100 percent
C) 150 percent
D) 200 percent

Question 32

Figure 8-4 Project Crashing Information
Consider the project crashing information presented in Figure 8-4. What is the incremental cost to achieve a one-day reduction in the duration of this project in the most cost efficient manner?

A) $ 30
B) $ 35
C) $ 40
D) $ 60

Question 33

When estimating resource needs,project teams should consider all the following EXCEPT:

A) supporting needs like information systems.
B) the time required to communicate between activities.
C) specific knowledge or skills that must be secured.
D) scoring models

Question 34

Figure 8-3 Programmers Resource Histogram
Consider the programmers resource histogram presented in Figure 8-3. How many programmers are required during the fifth week of this project?

A) 2 programmers
B) 4 programmers
C) 6 programmers
D) 7 programmers

Question 35

Critical Chain Project Management (CCPM)was developed to address several problems that are common in organizations that use traditional project scheduling. Which of the following describes a common problem addressed by CCPM?

A) Many team members render overly optimistic estimates of the time it will take them to complete project activities.
B) Many team members work solely on a single task until it is complete - impeding work on other related activities.
C) Many team members tend to use all of the time available for an activity rather than completing it early.
D) Many team members work best when multi-tasking

Question 36

Figure 8-2 Software Programmer Loading Chart
Consider the software programmer loading chart presented in Figure 8-2. Which of the following statements most accurately describes the loading of the software programmer?

A) The programmer is never overloaded.
B) The programmer is overloaded on Wednesday only.
C) The programmer is overloaded on Thursday only.
D) The programmer is overloaded on both Wednesday and Thursday.

Question 37

Figure 8-4 Project Crashing Information
Consider the project crashing information presented in Figure 8-4. What is the normal (un-crashed)duration of this project?

A) 6 days
B) 7 days
C) 8 days
D) 9 days

Question 38

The staffing management plan addresses all of the following except:

A) how to identify internal and external human resources for the project.
B) how to create project organization charts
C) how to handle timing issues in managing the project team.
D) how to determine the availability of human resources for the project

Question 39

Figure 8-1 RACI Chart
Consider the RACI chart presented in Figure 8-1 (RACI stands for Responsible,Approve,Consult,Inform).Who is responsible for development of the specification?

A) the project manager
B) the project engineer
C) the contract officer
D) the data manager

Question 40

Figure 8-1 RACI Chart
Consider the RACI chart presented in Figure 8-1. Who is responsible for approval of the data requirements?

A) the project manager
B) the project engineer
C) the contract officer
D) the logistics manager

Question 41

Describe the factors that you would consider as a project manager when identifying the potential team members and subject matter experts you would recruit for your project.

Question 42

Often circumstances dictate the need to accelerate a project schedule. Describe how crashing and fast tracking can be used to compress a project schedule. What limitations do you see with using each of these methods?

Question 43

Often project schedules become infeasible due to resource conflicts. What methods might you use as a project manager to resolve resource conflicts?

Question 44

What is a responsibility matrix? Describe how you might use a responsibility matrix to manage the resources assigned to your project?

Question 45

Figure 8-4 Project Crashing Information
Consider the project crashing information presented in Figure 8-4. What is the total cost to complete this project in 7 days if crashed in the most cost efficient manner?

A) $ 180
B) $ 220
C) $ 240
D) $ 270