Chapter 14 – Project Planning and Scheduling

Chapter 14 – Project Planning and Scheduling

1. What is a project?

A project is a temporary endeavor undertaken to create a unique product, service or result. Projects hae a beginning and an end; they are not ongoing activities. Because of this, the management of a project differs considerable from that of an ongoing operation.

2. Give three examples of things that would be considered “a project.”

1. Ships

2. Passenger Airplanes

3. Missile Launchers

3. List the three distinct objectives of a project.

1. Cost

2. Schedule

3. Performance

4. List the general sequence of management decisions required in all projects.

1. Planning

2. Scheduling

3. Control

4. Closing

5. What is a “Work-Breakdown Structure (WBS)?

In the scheduling phase of project management, the cross-functional team specifies the project plan in more detail. This phase begins with the construction of a detailed list of project activities, called a work-breakdown structure. A detailed time schedule for each activity in the work-breakdown structure is then established.

6. In constant-time networks, the time for each activity is assumed to be a constant. True

7. In managing a project, all activities on the critical path must be carefully monitored. If any of the critical activities slips, (takes more time than planned), the completion date of the project will slip by a like amount. True

8. Slack time equals amount of time a path may be delayed without delaying the project. True

9. The Program Evaluation Review Technique (PERT) is a network method for project scheduling that is credited with bringing the first nuclear-power plant into service up to two years ahead of schedule. False

10. Planning for the project is required before the scheduling begins. True

11. Gantt charts are justified for projects in which the activities are not highly interconnected, or for rather large projects. False

12. Microsoft Project is a leading software package used for...