Ôn tập IPM

 A project's critical path is:

• 1. A. The longest path connecting the start point and the finish point of a project.

• 1. B. The shortest  path connecting the start point and the finish point of a project.

• 1. C. The average  path connecting the start point and the finish point of a project.

• 1. D. Any path connecting the start point and the finish point of a project.

Some argue that the quadruple constraint is insufficient for determining the success of a project. Instead, the quadruple constraint must be considered along with:

• 1. The project's efficiency as it approaches 100%.

• 1. The project's ability to harm competitors.

• 1. The project's potential for generating future opportunities.

• 1. The project's risk in relation to its reward.

An activity has an optimistic time estimate of 7 days, a most likely estimate of 9 days, and a pessimistic estimate of 14 days. What is the expected duration (ET) of the activity?

• 1. 9.5 days

• 1. 9.6 days

• 1. 9.75 days

• 1. 10 days

 Earned Value represents:

• 1. budgeted cost of work performed.

• 1. budgeted cost of work scheduled.

• 1. actual cost of work performed.

• 1. actual time of work performed.

Which of the following project selection models is based on decisions by the top management:

• 1. Operating Necessity Model

• 1. Competitive Necessity Model

• 1. Sacred Cow Model

• 1. Numeric Model

 One of the disadvantages of NPV, being used in numeric project selection model, is:

• 1. NPV considers the time value of money.

• 1. NPV is sensitive to discount rates.

• 1. NPV helps in maximizing the firm's value.

• 1. NPV takes into consideration the cost of capital and the risk inherent in making projections about the future.

 Which of the following financial criteria considers the time value of money?

• 1. ROI

• 1. Break-Even Point

• 1. PP

• 1. NPV

 A project is considered as a progressive elaboration process in the sense that:

• 1. A project occurs step by step to define the product or service.

• 1. Once the end point is reached, the project is over.

• 1. It has a definite start point and a finish point.

• 1. It is attempting to achieve something new.

 In earned value management, schedule variance is defined as:

• 1. The different between the cost and schedule performance indices multiplied by the budgeted cost at completion.

• 1. The different between the earned value and the actual cost.

• 1. The different between the earned value and the planned value.

• 1. The different between the actual cost and the planned value.

The BEST approach to netwwork representation of a large and hugely complex project is to:

• 1. Simplify network logic and reduce it to the most meaningul relationships.

• 1. Represent all activities and relationships.

• 1. Use AOA.

• 1. Use AON.