CHAP 13

1) The first step in the control cycle is:

• Setting a goal.
• Measuring progress.
• Comparing actual with planned performance.
• Taking action.

2) Project goal setting includes setting a baseline plan, which is predicated on:

• The progress measurement.
• An accurate work breakdown structure.
• The type of gap analysis the project team plans to use.
• The budget and schedule limitations.

3) Measurement mechanisms should include a clear definition of:

• The project baseline.
• The reporting relationships among members of the project team.
• What to measure.
• Trigger points.

4) A measurement process that determines the project goals and then the degree to which the actual performance lives up to these goals is:

• A metric system.
• Goal-performance linkage.
• Five degrees of separation.
• Gap analysis.

5) If significant deviations from the project plan are detected, corrective action is taken and then:

• The monitoring and control cycle begins anew.
• Project goals are adjusted to reflect current reality.
• The project stakeholders are informed of the budget or time difficulties.
• The critical chain is reviewed for task dependency.

12) The classic project S-curve is a plot of:

• Labor hours versus money expended.
• Money expended versus elapsed time.
• Elapsed time versus labor hours.
• Number of personnel versus days behind schedule.

13) Use the S-curve to choose the BEST statement about the project it describes. The horizontal axis is in weeks.

• The total project costs in week 10 are less than budgeted.
• The total project costs in week 10 exceed the budgeted cost.
• The project cost more from weeks 25 through 30 than it did in weeks 10 through 15.
• The total amount spent on the project at the end of the 20th week is approximately $30,000.

14) Use the S-curve to choose the BEST statement about the project it describes. The horizontal axis is in weeks.

• More time passes from weeks 5 to 10 than from weeks 20 to 25.
• More time passes from $50,000 to $60,000 than from $5,000 to $10,000.
• More money is spent from weeks 0 to 10 than from weeks 30 to 40.
• The total amount spent on the project at the end of the 40th week is approximately $110,000.

15) Use the S-curve where the solid line is actual cost and the dashed line is budgeted cost to choose the BEST statement.

• The project is further ahead of budget from weeks 36 through 40 than from weeks 8 through 12.
• The project never experiences negative variance.
• The project is further behind budget from weeks 0 through 16 than from 24 through 40.
• The project is in a constant state of positive variance.

16) Use the S-curve where the solid line is actual cost and the dashed line is budgeted cost to choose the BEST statement.

• The project never experiences negative variance.
• With regards to budget, the project starts badly but finishes well
• With regards to budget, the project starts well but finishes badly.
• The project is in a constant state of positive variance.