C E 433 Test 2

Front 1

Two basic components of project control?

Back 1

Monitoring and control

Front 2

A means of understanding what is happening on a project, obtaining information about the project by some means.

Back 2

Monitoring

Front 3

Action taken in response to the the information obtained by monitoring.

Back 3

Control

Front 4

On these types of projects it is best to print out a network that is broken down by subgroups, such as designated areas on the project or specified crafts

Back 4

Very complex projects

Front 5

Very common to include on project schedules, especially where major purchases are involved.

Back 5

Procurement activities

Front 6

Structural bar joists, pressure pumps for sprinkler systems, electrical panels, electrical controllers, chillers, air handling units, or any other large and expensive items

Back 6

Long-lead items

Front 7

Adjustments made to a network after discrepancies are noted.

Back 7

Updating

Front 8

______ consists of two parts, accurate information about the schedule status of a project and actions taken in response to the statue reports

Back 8

Project Control

Front 9

What happens when the owner is responsible for a delay?

Back 9

Contractor will be granted time extension and additional costs where warrented

Front 10

What happens when the contractor is responsible for delay?

Back 10

Contractor will not be granted time or costs and may have to pay damages/penalties.

Front 11

What happens when neither party is responsible for delay on a project (act of God).

Back 11

contractor will receive additional time to complete the project, but no costs will be granted and no damages/penalties assessed

Front 12

What happens when both parties are responsible for a delay?

Back 12

Contractor will receive additional time to complete the project, but no costs will be granted and no damages/penalties assessed

Front 13

In cases where an owner is responsible for a delay contractors receive what?

Back 13

More time and money

Front 14

Schedule that is developed subsequent to an update on the schedule with the purpose of recovering lost time in a project schedule while minimizing the cost of a project

Back 14

Recovery schedule

Front 15

Difference between a recovery schedule and an updated schedule?

Back 15

An updated schedule reflects the reality of the current status of the project, with no changes being made to the logic or durations pertaining to activities, while a recovery schedule reflects changes in the incomplete portion of the schedule.

Front 16

When is a recovery schedule needed?

Back 16

When the schedule completion date, based on the updated schedule, goes beyond the planned project completion date, when certain activities with positive float quickly lose a large portion of the float so that the activities might become critical or generate multiple critical paths.

Front 17

Reflect the actual occurrence times for all major project activities.

Back 17

As-built schedules.

Front 18

______ enable and facilitate both mobility of the project schedule and multiple-user access to the schedule.

Back 18

Computers

Front 19

A value assigned to each activity to help organize the activities into manageable groups.

Back 19

Activity Code

Front 20

A calender that applies to all of the activities in a project.

Back 20

Base calender

Front 21

Original schedule created at the beginning of the project against which the project's progress in measured.

Back 21

Baseline Schedule

Front 22

Consolidating the subtasks within their respective summary tasks so that only the summary tasks are shown.

Back 22

Collapsing the schedule

Front 23

A restriction imposed on the start date, finish date, or other aspect of an activity.

Back 23

Constraint

Front 24

The date used as the starting point for schedule calculations

Back 24

Data date

Front 25

Vertical line on a Gantt chart

Back 25

Data date line

Front 26

Showing subtasks within their respective summary tasks

Back 26

Expanding the schedule

Front 27

Searching through the project activities and showing only the activities that match specific criteria

Back 27

Filtering

Front 28

A change that affects all of a projects activities

Back 28

Global change

Front 29

Appearance of schedule on the computer screen.

Back 29

Layout

Front 30

line that connects the bars of linked tasks on a Gantt chart to show logic relationships

Back 30

Link Line

Front 31

Process by which relationships between activities are created.

Back 31

Linking

Front 32

Zero duration activity that signifies the start of finish of an activity or group of activities.

Back 32

Milestone Activities

Front 33

Circular logic within a network of activities that prevents progression across or through the network.

Back 33

Network loop

Front 34

A bar on a Gantt chart that represents the progress of an activity

Back 34

Progress Bar

Front 35

a Calendar that applies to a specific resource to define when the resource is available.

Back 35

Resource calendar

Front 36

Interrupting a task so that part of it is completed later in the project.

Back 36

Splitting a task

Front 37

A minor task typically representing detailed effort

Back 37

Subtask

Front 38

A task representing a general activity of construction

Back 38

Summary Task

Front 39

Entails an examination of the disbursement and receipt of funds

Back 39

Cash flow analysis of a project

Front 40

how much of a project is labor?

Back 40

1/3

Front 41

Two categories of equipment

Back 41

Equipment owned by the company and equipment leased

Front 42

What does 2% 10, net 30 mean?

Back 42

A 2 percent discount is given if the invoice is paid by the 10th of the month and that the payment will be delinquent if the full amount is not paid by the 30th

Front 43

When someone else has control of the property for not paying bills

Back 43

Leins

Front 44

Reveals is surplus funds are available during construction and establishes the appropriate markup to apply on a bid

Back 44

Cash flow analysis

Front 45

Increasing or decreasing an activity's duration will lead to what?

Back 45

Increased direct cost for that activity

Front 46

Why will decreasing a project's duration lead to lower indirect costs?

Back 46

Most indirect costs are variable

Front 47

How can a project's duration be decreased?

Back 47

By decreasing the duration of one or more activities on the critical path

Front 48

Solution that is based on each activity being performed in it normal least cost manner

Back 48

All Normal

Front 49

Finding a project duration that minimizes total cost by paying more to decrease activities.

Back 49

Least Cost

Front 50

The absolute minimum time a project can be shortened

Back 50

Least Time

Front 51

Every individual activity has been shortened as much as possible.

Back 51

All Crash

Front 52

The determination of how much work has been performed on the basis of what was budgeted for the work that has actually be completed

Back 52

Earned value

Front 53

SV=?

Back 53

BCWP-BCWS
SV>0 Ahead

Front 54

CV=?

Back 54

BCWP-ACWP
CV>0 under budget

Front 55

What is the primary problem relating CBS to WBS?

Back 55

The lack of common or compatible data and reporting unit.