Decision Science Project

DECISION SCIENCE PROJECT

32. Managers use the network analysis of PERT and CPM to help them

(a) derive flexibility by identifying noncritical activities.

(b) replan, reschedule, and reallocate resources such as manpower and finances.

(c) plan, schedule, monitor, and control large and complex projects.

(d) all of the above

ANS: D

33. The expected time in PERT is

(a) a weighted average of the most optimistic time, most pessimistic time, and four times the most likely time.

(b) the modal time of a beta distribution.

(c) a simple average of the most optimistic, most likely, and most pessimistic times.

(d) the square root of the sum of the variances of the activities on the critical path.

(e) none of the above

ANS: A

34. Given an activity's optimistic, most likely, and pessimistic time estimates of 4, 5, and 12 days respectively, compute the PERT time for this activity.

(a) 5

(b) 6

(c) 7

(d) 12

(e) none of the above

ANS: B

35. Given an activity's optimistic, most likely, and pessimistic time estimates of 3, 3, and 9 days respectively, compute the PERT time for this activity.

(a) 3

(b) 4

(c) 5

(d) 9

(e) none of the above

ANS: B

36. Given an activity's optimistic, most likely, and pessimistic time estimates of 4, 8, and 18 days respectively, compute the PERT time for this activity.

(a) 4

(b) 8

(c) 9

(d) 18

(e) none of the above

ANS: C

37. Given an activity's optimistic, most likely, and pessimistic time estimates of 2, 10, and 20 days respectively, compute the PERT variance for this activity.

(a) 3

(b) 6