MBA 742 Final Comprehensive Resource To Help You Ace 2026-2027 Includes Frequently
Tested Questions With ELABORATED 100% Correct COMPLETE SOLUTIONS
Guaranteed Pass First Attempt!! Current Update!!
1. Develop Sched- The process of analyzing activity sequences, durations, resource requirements,
S
ule Process and schedule constraints to create the project schedule model.
2. Planned Dates Key benefit of the Develop Schedule process is that it generates for
completing project activities.
3. Schedule Net- The techniques of identifying early and late start dates, as well as early and late
work Analysis finish dates, for the uncompleted portions of project schedule activities.
4. Critical Path the sequence of activities the represents the longest path through the project,
which determines the shortest possible duration
5. CPM (Critical A method used to estimate the minimum project duration and determine the
Path Method) amount of scheduling flexibility on the logical network paths within the schedule
module.
6. CCM (Critical A schedule method that allows the project team to place butters on any project
Chain Method) schedule path to account for limited resources and project uncertainties.
7. tasks & resources CPM is focused on and CCM focuses on the .
8. task CPM is a based model
9. Resource CCM is a based model
10. Forward & Back- In order to determine the project's critical path, it is necessary to perform both a
ward and pass through the network.
11. Forward In CPM, a pass will ID the early-start and early finish times.
12. Backward In CPM, a pass will ID the late-start and late-finish times.
13. Forward Pass A critical path method technique for calculating the early start and early finish
dates by working forward through the schedule model from the project start date
or a given point in time.
, MBA 742 Final Comprehensive Resource To Help You Ace 2026-2027 Includes Frequently
Tested Questions With ELABORATED 100% Correct COMPLETE SOLUTIONS
Guaranteed Pass First Attempt!! Current Update!!
S14. Backward Pass A critical path method technique for calculating the late start and late finish dates
by working backward through the schedule model from the project end date.
15. Early Start (ES) In CPM, the earliest date the activity can start.
16. Early Finish (EF) In CPM, the earliest date the activity can finish
17. Late Finish (LF) In CPM, the latest date that the activity can finish without causing a delay to the
project completion date.
18. Late Start (LS) In CPM, the latest date that the activity can start without causing a delay to the
project completion date.
19. Free Float The amount of time that a schedule activity can be delayed without delaying the
early start date of any successor or violating a schedule constraint.
20. Total Float The amount of time that a schedule activity can be delayed or extended from its
early start date without delaying the project finish date or violating a schedule
constraint.
21. Critical A useful way of describing the critical path is as a continuous string(s) of
activities in the schedule between the start and finish of the project.
22. Duration The sum of the activity durations in the critical path is equal to the project's
; therefore a delay to any critical activity will result in a delay to the project
completion date.
23. Critical Activity An activity that is on the project's critical path. Does not possess any float, total
float = 0.
24. Flexibility The critical path method is used to calculate the amount of scheduling that
exists based on the parameters and known constraints entered into the model.
25.
, Schedule Flexibil- On any network path, this is measured by the amount of time that a schedule
ity activity can be delayed or extended from its early start date without delaying the
project finish date or violating a schedule constraint, and it is termed "total float"
26. zero The critical path in the model is normally characterized by total float for that
path
27. Critical Chain Developed from the critical path method and considers the ettects of resource al-
Method (CCM) location, resource optimization, resource leveling and activity duration uncertainty
on the critical path determined using the critical path method.
28. Buffers & buffer The critical chain method introduces the concept of and management
to account for limited resources and project uncertainties.
29. Critical Chain In CCM, the resource constrained critical path is known as the .
30. Critical Chain Components of using the CCM:
Method • Build a critical path network diagram.
• Apply resources and then identify the resource-limited schedule that may have
an altered critical path.
• Identify the "drum resource" that is the root cause of the resource-constrained
critical path.
• Identify the resource-constrained critical path as the critical chain.
• Add butters that are non-work schedule activities to manage uncertainty
• Determine the size of the butter based on uncertainty in duration of the chain of
dependent activities
• Plan for the latest possible start and finish dates and focus on managing butter
durations
31. Resources; cycle The critical chain approach attempts to address two major project management
goals:
1. Completing projects more quickly and funneling more projects through the
, organization with adding .
2. Reduce project time and deliver projects more quickly.
32. Longest The critical chain focuses on the sequence of activities through the project
and considers the logical and resource dependencies within a project.
33. The unavailabili- What commonly causes a project to slip?
ty of "critical" re-
sources.
34. Resource Level- A technique in which start and finish dates are adjusted based on resource
ing constraints with the goal of balancing demand for resources with the available
supply.
35. 1. What-if Scenar- Types of modeling techniques that can be used to help develop the schedule
ios Analysis
2. Simulation
36. What-if Scenarios The process of evaluating scenarios in order to predict their ettect on project
Analysis objectives.
37. Simulation Uses a project model that translates the uncertainties specified at a detailed level
into their potential impact on objectives that are expressed at the level of the total
project.
38. probability distri- Project simulations use computer models and estimates of risk, usually expressed
bution as a of possible costs or durations at a detailed work level, and are
typically performed using the Monte Carlo Analysis
39. Monte Carlo Sim- A process which generates hundreds or thousands of probable performance
ulation outcomes based on probability distributions for cost and schedule on individual
tasks. The outcomes are then used to generate a probability distribution for the
project as a whole.
Tested Questions With ELABORATED 100% Correct COMPLETE SOLUTIONS
Guaranteed Pass First Attempt!! Current Update!!
1. Develop Sched- The process of analyzing activity sequences, durations, resource requirements,
S
ule Process and schedule constraints to create the project schedule model.
2. Planned Dates Key benefit of the Develop Schedule process is that it generates for
completing project activities.
3. Schedule Net- The techniques of identifying early and late start dates, as well as early and late
work Analysis finish dates, for the uncompleted portions of project schedule activities.
4. Critical Path the sequence of activities the represents the longest path through the project,
which determines the shortest possible duration
5. CPM (Critical A method used to estimate the minimum project duration and determine the
Path Method) amount of scheduling flexibility on the logical network paths within the schedule
module.
6. CCM (Critical A schedule method that allows the project team to place butters on any project
Chain Method) schedule path to account for limited resources and project uncertainties.
7. tasks & resources CPM is focused on and CCM focuses on the .
8. task CPM is a based model
9. Resource CCM is a based model
10. Forward & Back- In order to determine the project's critical path, it is necessary to perform both a
ward and pass through the network.
11. Forward In CPM, a pass will ID the early-start and early finish times.
12. Backward In CPM, a pass will ID the late-start and late-finish times.
13. Forward Pass A critical path method technique for calculating the early start and early finish
dates by working forward through the schedule model from the project start date
or a given point in time.
, MBA 742 Final Comprehensive Resource To Help You Ace 2026-2027 Includes Frequently
Tested Questions With ELABORATED 100% Correct COMPLETE SOLUTIONS
Guaranteed Pass First Attempt!! Current Update!!
S14. Backward Pass A critical path method technique for calculating the late start and late finish dates
by working backward through the schedule model from the project end date.
15. Early Start (ES) In CPM, the earliest date the activity can start.
16. Early Finish (EF) In CPM, the earliest date the activity can finish
17. Late Finish (LF) In CPM, the latest date that the activity can finish without causing a delay to the
project completion date.
18. Late Start (LS) In CPM, the latest date that the activity can start without causing a delay to the
project completion date.
19. Free Float The amount of time that a schedule activity can be delayed without delaying the
early start date of any successor or violating a schedule constraint.
20. Total Float The amount of time that a schedule activity can be delayed or extended from its
early start date without delaying the project finish date or violating a schedule
constraint.
21. Critical A useful way of describing the critical path is as a continuous string(s) of
activities in the schedule between the start and finish of the project.
22. Duration The sum of the activity durations in the critical path is equal to the project's
; therefore a delay to any critical activity will result in a delay to the project
completion date.
23. Critical Activity An activity that is on the project's critical path. Does not possess any float, total
float = 0.
24. Flexibility The critical path method is used to calculate the amount of scheduling that
exists based on the parameters and known constraints entered into the model.
25.
, Schedule Flexibil- On any network path, this is measured by the amount of time that a schedule
ity activity can be delayed or extended from its early start date without delaying the
project finish date or violating a schedule constraint, and it is termed "total float"
26. zero The critical path in the model is normally characterized by total float for that
path
27. Critical Chain Developed from the critical path method and considers the ettects of resource al-
Method (CCM) location, resource optimization, resource leveling and activity duration uncertainty
on the critical path determined using the critical path method.
28. Buffers & buffer The critical chain method introduces the concept of and management
to account for limited resources and project uncertainties.
29. Critical Chain In CCM, the resource constrained critical path is known as the .
30. Critical Chain Components of using the CCM:
Method • Build a critical path network diagram.
• Apply resources and then identify the resource-limited schedule that may have
an altered critical path.
• Identify the "drum resource" that is the root cause of the resource-constrained
critical path.
• Identify the resource-constrained critical path as the critical chain.
• Add butters that are non-work schedule activities to manage uncertainty
• Determine the size of the butter based on uncertainty in duration of the chain of
dependent activities
• Plan for the latest possible start and finish dates and focus on managing butter
durations
31. Resources; cycle The critical chain approach attempts to address two major project management
goals:
1. Completing projects more quickly and funneling more projects through the
, organization with adding .
2. Reduce project time and deliver projects more quickly.
32. Longest The critical chain focuses on the sequence of activities through the project
and considers the logical and resource dependencies within a project.
33. The unavailabili- What commonly causes a project to slip?
ty of "critical" re-
sources.
34. Resource Level- A technique in which start and finish dates are adjusted based on resource
ing constraints with the goal of balancing demand for resources with the available
supply.
35. 1. What-if Scenar- Types of modeling techniques that can be used to help develop the schedule
ios Analysis
2. Simulation
36. What-if Scenarios The process of evaluating scenarios in order to predict their ettect on project
Analysis objectives.
37. Simulation Uses a project model that translates the uncertainties specified at a detailed level
into their potential impact on objectives that are expressed at the level of the total
project.
38. probability distri- Project simulations use computer models and estimates of risk, usually expressed
bution as a of possible costs or durations at a detailed work level, and are
typically performed using the Monte Carlo Analysis
39. Monte Carlo Sim- A process which generates hundreds or thousands of probable performance
ulation outcomes based on probability distributions for cost and schedule on individual
tasks. The outcomes are then used to generate a probability distribution for the
project as a whole.
