Chapter 11 PERT/CPM

Network models such as PERT and CPM are used

to plan large, complex projects.

to schedule large, complex projects.

to monitor large, complex projects.

to control large, complex projects.

for all of the above.

for all of the above.

The primary difference between PERT and CPM is that

PERT uses one time estimate.

CPM has three time estimates.

PERT has three time estimates.

with CPM, it is assumed that all activities can be performed at the same time.

PERT has three time estimates.

The earliest start time for an activity is equal to

the largest EF of the immediate predecessors.

the smallest EF of the immediate predecessors.

the largest ES of the immediate predecessors.

the smallest ES of the immediate predecessors.

the largest EF of the immediate predecessors.

The latest finish time for an activity is found during the backward pass through the network. The latest finish time is equal to

the largest LF of the activities for which it is an immediate predecessor.

the smallest LF of the activities for which it is an immediate predecessor.

the largest LS of the activities for which it is an immediate predecessor.

the smallest LS of the activities for which it is an immediate predecessor.

the smallest LS of the activities for which it is an immediate predecessor.

When PERT is used and probabilities are found, one of the assumptions that is made is that

all activities are on the critical path.

activity times are independent.

all activities have the same variance.

the project variance is equal to the sum of the variances of all activities in the project.

all of the above.

activity times are independent.

In PERT, the time estimate b represents

the most optimistic time.

the most likely time.

the most pessimistic time.

the expected time.

none of the above.

the most pessimistic time.

In PERT, slack time equals

ES+𝑡

LS−ES

0

EF−ES

none of the above.

LS−ES

The standard deviation for the PERT project is approximately

the square root of the sum of the variances along the critical path.

the sum of the critical path activity standard deviations.

the square root of the sum of the variances of the project activities.

all of the above.

none of the above.

the square root of the sum of the variances along the critical path.

The critical path is

the shortest path in a network.

the longest path in a network.

the path with the smallest variance.

the path with the largest variance.

none of the above.

the longest path in a network.

If the project completion time is normally distributed and the due date for the project is greater than the expected completion time, then the probability that the project will be finished by the due date is

less than 0.50.

greater than 0.50.

equal to 0.50.

not determinable without more information.

greater than 0.50.

If activity A is not on the critical path, then the slack for A will equal

LF−EF

EF−ES

0

all of the above.

LF−EF

activities are those that will delay the entire project if they are late or delayed.

Critical path (or critical)

PERT stands for .

program evaluation and review technique

PERT can use three estimates for activity time. These three estimates are ,

optimistic, most likely, pessimistic

The latest start time minus the earliest start time is called the time for any activity

slack

The percent of project completed, value of work completed, and actual activity costs are used to projects.

monitor and control