# Chapter 11

9106 words 37 pages
Project Management, 2e (Pinto)
Chapter 11 Critical Chain Project Scheduling

11.1 True/False

1) Once the organization elevates its constraint, its system has no constraint.
Diff: 2
Section: 11.1 The Theory of Constraints and Critical Chain Project Scheduling
Skill: Definition
AACSB Tag: Reflective

2) An organization's budget estimating process routinely misses the actual cost of a project by 25%. For the most recent project, the budget variance was a ridiculous 23%, but this must be considered common cause variance.
Diff: 2
Section: 11.1 The Theory of Constraints and Critical Chain Project Scheduling
Skill: Factual
AACSB Tag: Reflective

3) In order to estimate completion of a Gaussian distributed

ABC is currently in the midst of three proposal projects and knows which proposed project will be most profitable and which will be least profitable. The workstation is scheduled so that the most profitable project's work is done first and the least profitable project work is done last. This is an example of:
A) identifying a constraint.
B) exploiting a constraint.
C) elevating a constraint.
D) subordinating a system.
Diff: 1
Section: 11.1 The Theory of Constraints and Critical Chain Project Scheduling
Skill: Factual
AACSB Tag: Reflective

3) XYZ project organization has one workstation that is capable of generating the drawings that their clients study before accepting XYZ's bid. XYZ is currently in the midst of three proposal projects and knows exactly when it will need to use the workstation. All other work to be done, both before and after the workstation is used, is scheduled such that it flows to the workstation and keeps it busy. Resources used after this step are less critical; so while the subsequent work and resources are important, they aren't viewed with the same reverence as the workstation. This is an example of:
A) identifying a constraint.
B) elevating a constraint.
C) subordinating a system.
D) exploiting a constraint.

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