DİPLOMATİK YAZIŞMA VE PROTOKOL - Deneme Sınavı - 5

Predecessor activity: An activity of the predecessor is the one that instantly follows it.

Burst point: A burst point occurs when there is a prevalent predecessor for two or more operations. Until the burst point activity is finished, no activity erupting from the same predecessor activity can begin.

To describe a project, three kinds of data are required (Hillier, & Lieberman, 1995):

• Activity information: Divide the project (at the required point of detail) into its individual operations.

• Precedence relationships: Define the predecessor(s) for each activity.

• Time information: Forecast each activity’s duration.

The dummy activities in AON representation are not necessary.

AON can be drawn and read more readily.

In AOA, activity can only begin once all of its predecessors have been completed.

AON enables the depiction of overla /lag.

AON enables four kinds of relationships to be represented while AOA enables only finish to start

PERT and CPM can be applied to various types of projects, including but not limited to the following types:

New plant construction

New product research and development (R&D)

 Space projects

Aircraft production

Development of new missile systems

Nuclear reactor maintenance

Management information systems applications, etc. (Hillier, & Lieberman, 1995)

“a” is the optimistic performance time. It is the time that would only be exceeded once in twenty trial if the activity could be continuously carried out under the same circumstances.

The probability of finishing the project within specified time limits can be calculated, which does not exist in CPM.

Project scheduling is the time phased processing of operations subject to precedence interactions, time constraints, and resource constraints in order to achieve particular goals

Answer is E.

Network planning is also often pointed as activity planning. This involves identifying the specific project activities. The activities needed and relationships of precedence are defined in this stage. Precedence requirements can be defined by technological, procedural or imposed limitations. Finally, network diagrams are utilized to visually represent the activities. The answer is A.

The components of the network are node, arrow, activity, restriction, dummy, predecessor activity, successor activity, descendent activity, antecedent activity, merge point, burst point and precedence diagram.

The answer is D.

Merge point: Once two or more tasks are predecessors of a single task, a merging point occurs. Before the merge activity can begin, all activities preceding the merge point should be finished.

The answer is C.

C's predecessors are A and B in mentioned network. The answer is E.

All definitions which are presented are true about the comparisons between AOA and AON. The answer is E.

Projects consisting mainly of deterministic activities (e.g. maintenance projects) use CPM, which ignores statistical considerations and depends on a single estimate of the mean time needed to carry out the activity in hand. Details of the CPM calculations are provided in the previous chapters. The answer is A.

Calculations of mean and variance in Beta distribution are utilized to calculate the mean time and variance in PERT. The formula for the mean is a simple weighted average of the three estimates, assuming that the optimistic and pessimistic estimates are equally possible and that the modal is four times more likely than these two estimates. The estimation equation for mean is depended on the acceptance that most of the observations will fall into three standard deviations minus or plus or in other words, distributed in six standard deviations. This also means that standard deviation is one-sixth of the range between optimistic and pessimistic time. The answer is D.

The major steps in PERT analysis can be summarized as follows:

1. Determine three estimates; optimistic “a”modal “m”, and pessimistic “b” durations for each activity. (B)

2. Calculate the expected value for each activity by using a, m, and b.(C)

3. Compute the variance of each activity by using the formula. (A)

4. Calculate the expected project duration, Tx. Similar to CPM, the duration of the project is calculated by summing up the expected modal time of critical activities. (E)

5. Similar to expected duration, calculate the variance of the project as the sum of individual variance of activities on the critical path. (D)

6. In addition to expected project duration, the probability of finishing the project within specified time limits can be calculated. (F)

The answer is B.

PERT is pessimistic about the variance in the project duration. Therefore, if there are multiple critical paths in the project network, the critical path with the largest variance must be chosen to determine the project duration and the variance of the project duration. The answer is C.

Money, material, machine and manpower are the Four M’s, which is a common framework for defining the resources available for a project.

Key resources are the most important resources for our project. They are mostly expensive and scarce. The skilled workers or equipment can be named as the key resources for a project. Hence, we must pay more attention to these types of resources in the resource management process. However, we must keep in mind that a key resource for a project can be a secondary or a general resource for another project. Another category is the secondary resources which need less attention than key resources. One example of secondary resource is workers with regular skills. The last category is general resources which are mostly available all the time during the project, inexpensive, and easy to obtain. This type of resources is not the subject of the resource management process.

1. Define the necessary resources

2. Classify the resources

3. Estimate the required quantity of each resource

4. Apply the techniques to aggregate and level the resources