CMPM_L3_PERT CPM and PDM

Question 1

What is PERT?

Answer 1

Program Evaluation and Review Technique

Question 2

It was developed independently in the later part of 1950’s. These two are networks. A
techniques, used for planning and coordinating large scale projects.

Answer 2

PERT and CPM

Question 2

What is CPM?

Answer 2

Critical Path Method

Question 3

It is a control tool for defining the parts of construction job and then putting them together in a network form.

Answer 3

PERT and CPM

Question 4

Section_________________ requires the application of PERT/CPM technique to all projects with an estimated cost of ₽100,000 or more.

Answer 4

Section 6 R.A. 5979

Question 5

Three Phases of PERT/CPM:

Answer 5

Planning

Scheduling

Control-Monitor

Question 6

It is determining the relationship between the work operation and the sequence in which they are to be performed.

Answer 6

Planning

Question 7

It is the process of translating the arrow diagram into time table of calendar days.

Answer 7

Scheduling

Question 8

Five inputs that can be obtained in Planning phase:

Answer 8

1. A network diagram defining the activities in the project
2. The duration of activities
3. Cost estimates of the activities for monitoring cost, cash flow requirements
4. Resources estimates
5. Trade indicators (responsibility) for activity grouping

Question 9

From the Schedule Phase, there are four output that can be obtained:

Answer 9

1. The schedule of activities in the network
2. A Bar Chart or a Time Scaled Network
3. A Resource Analysis
4. A Cash Requirement prediction

Question 10

What are the 6 schedule of activities in the network?

Answer 10

1. The Critical Activities
2. The Earliest Start date for each activity
3. The Earliest Finish date for each activity
4. The Latest Start date for each activity
5. The Latest Finish date for each activity
6. The Float which refers to the amount of extra time available for an activity

Question 11

It uses actual data which includes:

1. Addition to the project – this refers to the
   new activities
2. Deletion from the project
3. Changes as to duration, description, trade
   indicators, cost estimates or resource
   estimates
4. Actual starting dates
5. Actual finishing dates

Answer 11

Control Monitor Phase

Question 12

The Output Phase consist of the following:

Answer 12

1. Time status report
2. Revised schedules
3. Revised Bar Charts/ Arrow Diagram or Network
4. Revised resource analysis
5. Revised cash flow predictions
6. Cost status reports

Question 13

What are the three major reasons for construction failure?

Answer 13

1. Unbalanced organization due to lack of planning and
   scheduling.
2. Lack of financial planning.
3. Poor cost control.

Question 14

This method calculates the longest path of planned activities to
logical end points or to the end of the project.

It also computes the earliest and latest time that each activity can
start and finish without making the project longer.

This process determines which activities are “critical” (i.e., on the
longest path) and which have “total float” (i.e., can be delayed
without making the project longer)

Answer 14

CRITICAL PATH METHOD

Question 15

It shows the inter-dependencies among various project activities.
It has largely replaced Arrow on Node diagramming.
It represents activities as boxes that are assigned properties of the
activities they represent.

Answer 15

PRECEDENCE DIAGRAM METHOD

Question 15

Developed in the early 1960s by H.B. Zachry in cooperation with IBM.

Answer 15

PRECEDENCE DIAGRAM METHOD

Question 16

Developed in the late 1950s by Morgan R. Walker of Du Pont and
James E. Kelley, Jr. of Remington Rand

Answer 16

CRITICAL PATH METHOD

Question 17

The earliest point in time an activity can begin.

Answer 17

Early Start Time (EST)

Question 18

The earliest point in time an activity can finish.

Answer 18

Early Finish Time (EFT)

Question 19

The latest point in time the activity can begin.

Answer 19

Late Start Time (LST)

Question 20

The latest point in time an activity can finish.

Answer 20

Late Finish Time (LFT)

Question 21

The period by which an activity can shift in its timing without affecting the Early Start of any succeeding activity.

Answer 21

Free Float (FF)

Question 22

The period by which an activity can shift in its timing without affecting the relevant schedule of completion.

Answer 22

Total Float (TF)

Question 22

The longest sequence of activities from commencement to completion.

Answer 22

Critical Path

Question 23

Activities A and B can start at the same time.

Answer 23

Start-to-Start

Question 24

Activity B can finish 3 days after Activity A has finished.

Answer 24

Finish-to-Finish

Question 25

Activity B can be finished 2 days after Activity A starts.

Answer 25

Start-to-Finish

Question 25

Activity B can only start 3 days after Activity A has finished.

Answer 25

Finish-to-Start

Question 26

It is an overlap between the first and second activity. When an activity is still running and
the next activity starts.

Answer 26

Lead Time (-)

Question 27

It is defined as the delay between two activities. When one activity completes and
there is a waiting period before the second activity can start.

Answer 27

Lag Time (+)

Question 28

Activity B must start 3 days after Activity A has finished.

Answer 28

LAG TIME

Question 29

A ________________ through the network determines the earliest time each activity can
start and finish.

It also determines the Total Duration of the
Project

Answer 29

Forward Pass

Question 29

Activity B can already start 5 days before Activity A finishes.

Answer 29

LEAD TIME

Question 30

A ___________________ through the network
determines the latest time each activity can
start and finish without delaying completion of
the project.

It also helps determine the activities that can
be delayed or not.

Answer 30

Backward Pass

Question 31

DISADVANTAGES OF PDM:

Answer 31

Manual Calculation is more complicated

May produce different dates on different software

Updating and Managing change can be challenging