1. Define predecessor, successor, and parallel activities.

Give a real-world example

of each.
2. How can parallel activities help shorten the project schedule? Are there any
trade-offs?
3. What is meant by slack (or float)?
4. What is the difference between crashing and fast tracking a project’s schedule?
5. What is the difference between AON and PERT?
6. Define the following and give a real-world example of each (other than the ones
described in this chapter): finish-to-start; start-to-start; finish-to-finish; start-to-
finish.
7. What is the difference between lead and lag? Give real-world examples (other
than the ones used in this chapter) of how a project manager may use lead and
lag in a project schedule.
8. Why do many people inflate their estimates?
9. Does adding safety, in terms of an inflated estimate, to each task or activity
ensure that the project will be completed as scheduled? Why or why not?
10. In the context of critical chain project management (CCPM), what is resource
contention?
11. In the context of CCPM, what is the purpose of buffers?
12. When does the project manager or team have the authority to begin executing
the project plan?
13. What is a task? Provide three examples of some typical tasks in a project.
14. How can resources impact the schedule of a project?
15. What is a baseline plan? What purpose does it serve once the project team
begins to execute the project plan?
16. Why do many organizations have a “kick-off meeting?”