Simple Information Technology Project Management Quiz

A Resource Breakdown Structure is a hierarchical structure that categorizes and identifies the project's resources by their category and type. It provides a clear and organized view of the project's resources, allowing for better planning, allocation, and management of resources throughout the project lifecycle. By breaking down resources into categories and types, it becomes easier to understand the availability, skills, and requirements of each resource, enabling efficient resource utilization and optimization. This structure helps in ensuring that the right resources are assigned to the right tasks and that there is no shortage or overallocation of resources.

A three-point estimate is an estimation technique that includes an optimistic, most-likely, and pessimistic estimate. This method is commonly used in project management to account for uncertainties and risks. The optimistic estimate represents the best-case scenario, the most-likely estimate represents the most probable outcome, and the pessimistic estimate represents the worst-case scenario. By considering these three estimates, project managers can better understand the range of possible outcomes and make informed decisions.

The SMART criteria are guidelines used for developing milestones. SMART stands for Specific, Measurable, Assignable, Realistic, and Time-framed. This means that milestones should be clearly defined, quantifiable, assignable to a specific person or team, achievable within a given timeframe, and relevant to the overall project goals. Using the SMART criteria helps ensure that milestones are well-defined and can be effectively measured and tracked, leading to more successful project outcomes.

Slack or float refers to the amount of time that an activity can be delayed without delaying the project finish date or any succeeding activities. It represents the flexibility within the project schedule and allows for adjustments and delays without impacting the overall timeline. This concept is important in project management as it helps in identifying critical activities that have zero slack or float and need to be closely monitored to ensure timely completion of the project.

Dummy activities are used in AOA network diagrams to represent logical relationships between activities. They have no duration or resources associated with them, but are necessary to accurately depict the sequence and dependencies between activities. Dummy activities are typically shown as dashed lines and are used when there is a need to show a relationship between two activities that cannot be directly connected. They help to clarify the logical flow and dependencies in the network diagram.

Multitasking refers to the situation where a resource, such as a person or a computer, works on more than one task simultaneously. This can lead to increased productivity and efficiency, as multiple tasks can be completed concurrently. However, it can also result in decreased focus and potential errors if the resource is not able to effectively manage and prioritize the different tasks. Multitasking is a common practice in many industries and is often used to optimize resource utilization and meet tight deadlines.

The correct answer is "Slipped Milestone". This term refers to a situation where a milestone activity, which is a significant event or achievement in a project, is completed later than the initial planned date. It indicates a delay or setback in the project timeline. In this case, the milestone activity was completed later than originally planned, suggesting that there was a delay in achieving the targeted milestone.

Duration refers to the total amount of time spent on a particular activity, including both the actual time worked and any elapsed time. It takes into account the entire duration of the activity, from start to finish, and is an important factor in measuring the overall time commitment and efficiency of the task. Effort and consistency, on the other hand, are related to the level of energy and dedication put into the activity, but they do not necessarily capture the full duration of the task.

A project buffer is a time reserve added before the project's due date to account for any unexpected delays or issues that may arise during the project. It acts as a safety net and allows for flexibility in the project schedule. By adding extra time to the project buffer, the project manager can ensure that the project can still be completed on time even if there are unforeseen obstacles. This is a key concept in critical chain scheduling, which aims to optimize project schedules by focusing on the critical path and managing uncertainties effectively.

The backward pass is a scheduling technique that determines the late start and late finish dates for each activity in a project. It starts from the project's end date and works backwards, considering the dependencies and constraints of each activity. By calculating the late start and late finish dates, the project manager can identify the amount of flexibility or float available for each activity. This information is crucial for identifying the critical path, which consists of activities with zero float and determines the minimum project duration. Therefore, the backward pass is the correct answer as it specifically addresses the determination of late start and late finish dates.

A tracking Gantt chart is a visual representation that compares the planned schedule of a project with the actual progress made. It allows project managers to track and monitor the project's timeline, identify any delays or discrepancies, and make necessary adjustments to ensure that the project stays on track. By comparing the planned and actual schedule information, project managers can effectively manage resources, identify potential risks, and make informed decisions to keep the project on schedule.

Feeding Buffers refer to additional time that is added before tasks on the critical chain that are preceded by non-critical path tasks. These buffers are used in the Theory of Constraints (TOC) methodology to protect the critical chain from delays caused by non-critical tasks. By adding extra time to the tasks that are dependent on non-critical tasks, any delays in the non-critical tasks will not impact the overall project schedule. This helps to ensure that the critical chain remains on track and the project is completed within the desired timeframe.

Program Evaluation and Review Technique (PERT) is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates. PERT incorporates three estimates for each activity: optimistic, most likely, and pessimistic. By using these estimates, PERT calculates the expected duration for the project and identifies the critical path, which is the sequence of activities that determines the shortest possible project duration. PERT is particularly useful when there is a high level of uncertainty in project scheduling, as it allows for a more realistic estimation of project duration.

The correct answer is Critical Path Method or Critical Path Analysis. The Critical Path Method is a network diagramming technique used to predict the total project duration. It identifies the sequence of activities that must be completed on time in order to complete the project on schedule. By analyzing the critical path, project managers can determine which activities are most crucial to the project's timeline and allocate resources accordingly. This method helps in identifying the project's critical path, which is the longest path of dependent activities that determines the shortest possible project duration.

This answer is correct because the term "Probabilistic Time Estimate" is mentioned in the given list of terms. The question is asking for an explanation of this term, which refers to the practice of estimating activity durations based on optimistic, most likely, and pessimistic estimates. This approach takes into account the uncertainty and variability in the time required for each activity, allowing for a more realistic and accurate estimation of the overall project duration.

Theory of Constraints (TOC) is the correct answer because it is a management philosophy that focuses on identifying and managing the constraints or bottlenecks in a system in order to improve overall performance. It suggests that a complex system usually has one or a few constraints that limit its ability to achieve its goals, and by identifying and addressing these constraints, the system can be optimized. TOC helps organizations prioritize and allocate resources effectively, and it provides a framework for continuous improvement and problem-solving. Critical Chain Scheduling and Program Evaluation and Review Technique (PERT) are project management techniques that can be used within the TOC framework to manage and optimize projects.

Crashing is a technique used in project management to make cost and schedule trade-offs. It involves allocating additional resources to critical activities in order to compress the project schedule and meet tight deadlines. By doing so, the project can be completed earlier, but it may come at an incremental cost. Therefore, crashing allows for the greatest amount of schedule compression while considering the least incremental cost.

The forward pass is a scheduling technique used in project management that determines the early start and early finish dates for each activity in a project. It involves calculating the earliest possible start and finish dates for each activity based on the project's network diagram and the dependencies between activities. By performing the forward pass, project managers can identify the critical path and determine the earliest possible completion date for the project.

Parkinson's Law states that work expands to fill the time allowed. This means that if a certain amount of time is allocated for a task, people will tend to use up all of that time to complete the task, even if it could have been done more efficiently in a shorter amount of time. This concept highlights the tendency for work to stretch out and take longer than necessary, and emphasizes the importance of setting realistic deadlines and managing time effectively.

Effort refers to the amount of work or energy required to complete a task. It is a measure of the resources, such as time and labor, needed to accomplish a specific goal. The number of workdays or work hours required to complete a task directly relates to the effort involved. Duration, on the other hand, refers to the total time taken to complete a task, including any breaks or delays. Project timetable is a schedule that outlines the planned start and end dates for various project activities. While both duration and project timetable are related to time, they do not specifically address the amount of work or resources required, making effort the correct answer.

Critical Chain Scheduling is a method of scheduling that takes into account limited resources when creating a project schedule. It involves the use of buffers to protect the project completion date. These buffers are placed strategically throughout the project to account for uncertainties and delays, ensuring that the project stays on track and is completed on time. By considering resource constraints and implementing buffers, Critical Chain Scheduling helps to optimize project timelines and improve overall project performance.

Fast tracking refers to a project management technique where activities that are typically done sequentially are carried out in parallel to accelerate the project schedule. This involves overlapping activities to reduce the overall project duration. By fast tracking, project managers can save time and expedite the completion of a project. Therefore, the given answer, "Fast Tracking," accurately describes the concept of doing activities in parallel that are normally done in sequence.