#separator: Tab
#notetype: Basic
#deck: Project Management True‑False
#tags: PM TF
Crashing a project typically increases direct costs.	True
Fast‑tracking a project always means reducing scope.	False
The critical path is the longest duration path through a project network.	True
Activities with total float greater than zero are considered critical.	False
Earned value (EV) is the budgeted cost of work performed.	True
If the Cost Performance Index (CPI) is less than 1, the project is under budget.	False
Scope creep is often prevented by a disciplined change‑control process.	True
Agile methods are most appropriate when solution requirements are unclear.	True
Resource levelling aims to smooth demand for limited resources over time.	True
In the PERT three‑point estimate, the expected duration is the simple average of the three estimates.	False
The project sponsor is accountable for providing resources and resolving high‑level issues.	True
A RACI matrix shows the probability and impact of project risks.	False
The risk priority number in FMEA is calculated by multiplying severity, likelihood, and detectability.	True
In a power–interest grid, stakeholders with high power and low interest should simply be monitored with minimal effort.	False
Top‑down budgeting often leads to stronger managerial control over total expenditure.	True
Bottom‑up estimates usually suffer from the optimism bias of high‑level managers.	False
Critical chain scheduling inserts feeding buffers to protect the critical chain from delays in non‑critical paths.	True
Parkinson’s Law suggests that work contracts to fit the time available.	False
A Gantt chart cannot show dependencies between tasks.	False
Triangular distributions are assumed when deriving the PERT expected duration formula.	False
Monte Carlo simulation provides a probabilistic view of project completion dates.	True
Adding resources is always the cheapest option when crashing a schedule.	False
The Earned Schedule technique compares earned value against time rather than cost.	True
Indirect costs usually decrease if a project finishes earlier.	True
Contingency reserves are used to cover identified risks after risk responses have been planned.	True
Transferring a risk means shifting both its impact and ownership to a third party.	True
The 'student syndrome' refers to starting tasks as soon as they become available to avoid delays.	False
In a basic note type, Anki creates only one card per note.	True
In project crashing, multiple critical paths may appear as activities are shortened.	True
Quality is never compromised during schedule compression.	False
Slack and float are synonymous in CPM terminology.	True
The 0–100 rule in progress reporting grants full credit only when an activity is complete.	True
Earned value greater than planned value indicates the project is ahead of schedule.	True
The cost variance is EV minus AC.	True
A CPI of 0.9 indicates cost efficiency.	False
Risk avoidance may involve changing project scope.	True
A dedicated project team may improve efficiency when crashing.	True
Resource calendars define the availability of specific resources over time.	True
The 'as‑soon‑as‑possible' priority rule schedules activities to start at their latest start dates.	False
A milestone has zero duration in the project schedule.	True
Stage‑gate processes place decision checkpoints between phases.	True
Work packages in a WBS should normally last between eight and eighty hours.	True
Project control seeks to detect deviations from the baseline early.	True
A project is a permanent organisational endeavour.	False
Opportunities are managed using the same framework as risks.	True
A project buffer in CCPM is added at the start of the project network.	False
Over‑controlled projects may suffer from reduced creativity.	True
The payback period accounts for the time value of money.	False
Direct costs include staff wages attributable to the project.	True
Indirect costs are always a fixed percentage of direct costs.	False
The Earned Value Management formula for ETC can use CPI for forecasting.	True
Parametric estimating uses statistical relationships between historical data and variables.	True
Risk workshops commonly employ brainstorming to identify risks.	True
A MoSCoW analysis is primarily a risk identification tool.	False
Work breakdown structures focus on deliverables rather than activities.	True
Project charter approval marks the transition to detailed planning.	True
Changing a project's critical path always changes its completion date.	False
In a responsibility matrix, 'Accountable' must be assigned to exactly one role per task.	True
Earned value cannot be calculated until at least one activity is finished.	True
An overstated budget contingency may encourage careless spending.	True
A programme is a group of related projects managed in a coordinated way.	True
Portfolio management selects projects solely on financial return criteria.	False
Risk probability and impact are independent of each other.	False
Resource smoothing adjusts task timing without extending project duration.	True
A lag is a delay between successor and predecessor activities.	True
Qualitative risk analysis uses tools such as probability‑impact matrices.	True
The project manager is solely responsible for benefit realisation after project closure.	False
Crashing increases the likelihood of change orders.	True
A benefit of resource levelling is improved morale through schedule consistency.	True
Critical input/output rule earns progress proportionally to money spent.	True