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Advanced Multi Project Management Achieving Outstanding Speed And Results With Predictability 1st Edition Gerald I. Kendall , Kathleen M. Austin - Solutions
Is synchronization performed across all alignment portfolios?
True or false? Synchronization means resolving all conflicts for all resources across all projects.
There is a need to align the release of projects to what?
What are the two ways to align multiple projects?
What priorities are used during project execution?
Are project priorities used during project execution?
If an organization does both internal and external projects, how many priority lists should there be?
True or false? An organization that does only internal projects has no customer.
True or false? Avoiding penalties is a consideration for establishing project priorities.
Project priorities are set based on what?
Who sets an organization’s project priorities?
Where do the options for project buffer recovery come from in a multiproject environment?
What is the intervention signal?
Do you expect to use all of the project buffer during project execution?
The project buffer is sized and placed to protect what?
List the three types of incorrect intervention.
In most cases, can special causes be predicted?
List the traditional ways organizations try to insulate projects and why they aren’t as effective as expected.
How does effective project-to-project insulation help all projects deliver on or before the due date, at or below budget, and with the full scope?
What are the indicators that project-to-project insulation is effective?
Why is there a need for project-to-project insulation?
Why should contractually guaranteed resourcing be used sparingly?
Buy-in to the concept of monotasking (instead of multitasking) on project tasks can be more difficult for whom?
Multitasking wastes what?
When a resource comes back to a project task, can it just pick up where it left off?
Are project and feeding buffers sized to accommodate resource non-availability?
What can happen to project duration when tasks are suspended?
What is resource insulation?
Why should you try to avoid CMS buffers?
What do you do with iteration variability when sizing buffers?
A properly sized project buffer allows it to effectively do what?
How many project buffers can a project have? Why?
What does the project buffer protect?
A variability factor is aggregated into what type of buffer?
What is the primary determinant of how long a project will take?
What are the primary two points in a project network that must be insulated?
How is this risk assessment different from a technical risk assessment?
Are there other project-level overprotections that should be reasons to decrease the project length?
What other project-level-type risk examples (that increase project length) can you identify?
Why is it important to document these risk assessments?
How do you define significant risk? Is it the same for every project?
What is the difference between task-level and project-level risk?
Why have all the recommended people performed this review?
Why not offer a premium for early delivery to all vendors as a way to reduce overall project duration?
If adding additional resources will reduce the project’s duration, why focus on resource quantities at the task level?
Think about gaps of time along the critical chain/critical path. If the gaps are removed, won’t that reduce the project duration without adding risk? Why or why not?
What is the value in focusing on both task and resource dependencies when determining what will drive project length?
Describe the structured process for reducing project duration.
Why not determine how long a critical path/critical chain needs to be to meet the sponsor’s requirements and reduce all the tasks proportionally?
Why is there a need to look at reducing task durations?
What is the impact of ignoring iteration variability when planning a project?
Why not use historical averages and cut them in half?
Why should you gather the standard task time first?
How does gathering task times reduce project risk?
Explain the importance of detailed task notes and assumptions.
Why not gather the minimum and maximum task times?
Why is it important to gather two task times?
What project risks does this expert scrutiny mitigate?
What must be done after a scrutiny session before starting the next session?
Why is it useful to have a computer display task notes during scrutiny?
What should you provide before scrutinizing a specific section of the network?
Before gathering task estimates, make sure you have what correct?
Why is it important to have experts scrutinize the project network at this point?
What is Step 7 intended to find?
Why is it important to plan for the largest quantity of a resource skill as practical for a task?
During initial planning, what skill level should be identified for a task?
What is resource continuity?
What makes a critical resource critical?
What type of resource must be included in Step 6?
Why don’t we identify all resources, facilities, tools, and pieces of equipment needed for each task?
Step 6 adds what to the task sentence?
Using the outputs from Steps 1 and 4, check the case study task interdependency network against the results of the stakeholders’ meeting.Make any required adjustments and check appropriately.
What do you do with tasks in the dependency diagram that are not needed?
What should be carefully checked against the project planning done so far?
What do you do if you find out items of scope or tangible deliverables are missing?
Do not begin Step 5 until _______?
According to the chapter, what is one way to think about Step 5?
This step ensures that all tasks required to meet the project’s __________ and ________ are included in the network.
How can you determine whether an arrow is an extra, incorrect one or not?
When is Step 4 complete?
When doing a forward pass, when do you move to the next path start?16.5. Why might you use a colored pencil/pen when doing Step 4?
What is the key to Step 4?
Why must you always do a forward pass?
Why is it important to finish the backward pass (completing the skeleton)before beginning the forward pass (finding missing dependencies)?
What is the purpose of completing the backward pass in building a project network?
Ensure each task begins with a/an ____________________.
How is a task that could be started today, if the project has the goahead, identified?
When building or checking the box-arrow-box relationship, what are we really looking for?
Why are details important when writing the task description?
Why is it important to start each task with an action?
What does it mean to “build the skeleton”?
Why stop building the backbone when a path start task is reached?
Why build the task interdependency diagram on large sheets of paper instead of putting it directly into the computer?
When is a project network complete?
Why build the project network from the end to the beginning?
Why is it important to use specific wording when building and checking parts of a network?
What do project network arrows signify?
What is a task?
What action should you take if there are no identified bottom-line impacts of the project?
What is the maximum number of pages you would expect to require to document the results of a stakeholders’ meeting? Why is this important?
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