The answers to the HANGING FIRE Quiz are in bold italics...

1. According to Rolly Dorn, there are three balls that Sizzle Food Development could not drop. They were (1) Clients that they served, (2) Retaining Human Resources, and (3) __________ :
a. The need for new facilities
b. The development of new products
c. Sacrifice the future for the present
d. Market presence

2. The term "hang fire" refers to three of the following. Choose the one NOT denoted in the book:
a. To delay or to be slow in the execution of some action
b. Bills that had to be acted upon before the end of a congressional session
c. When a firearm fails to fire, but has not clearly malfunctioned
d. Projects that are in trouble or close to it

3. Which of the following are NOT one of Rolly Dorn's three "rules of thumb" in his Project Management philosophy?
a. Keep everything moving
b. Make sure there's plenty of safety at every task
c. Pay close attention to anything that is "Hanging Fire"
d. Hit the ground running - start everything as soon as possible

4. In conversation while waiting for the ferry to Crab Island, Diana and Sarah discuss the issues they both have to deal with in projects, including all but one of the following. Choose the one NOT discussed:
a. Shared resources
b. Dependency
c. Task Completion Criteria
d. Multiple Projects
e. Interdependency
f. Variation

5. Sarah describes "necessity logic" as:
a. If you take an action, you will necessarily get a result
b. If you feel a task is necessary, make sure you include it in your plan
c. In order for a desired result to occur, certain necessary tasks must be accomplished
d. In order for a necessary task to be accomplished, someone must know how to accomplish it

6. White, Pink, and Blue tickets for the ferry return to the airport was actually a method of:
a. Gating
b. Buffer Management
c. Aggregating Safety
d. Removing Safety

7. The example of multi-tasking resource that Sarah pointed out for trip to Crab Island was:
a. The bus
b. The The cab
c. The shuttle
d. The ferry

8. Planning ahead to have a bus and cabs waiting on the town side of the ferry when it arrived enabled Rolly and the group to:
a. Take advantage of positive variation
b. Do less multi-tasking
c. Eliminate a dependency
d. Stagger a dependency

9. According to Sarah, there are principally two types of variation:
a. Resource variation
b. Task variation
c. Iteration variation
d. a & b
e. b & c
f. a & c

10. Sarah explains a resource conflict as:
a. A resource that disagrees with their assignment
b. A resource overloaded by two or more tasks that will not be able to fulfill all that is asked of it in the allotted time
c. Two resources that disagree about how a task can best be accomplished
d. A resource that disagrees with their Project Manager

11. Critical PATH identifies:
a. The longest series of independent tasks
b. The longest series of dependent tasks
c. The series of tasks that management considers to be critical to the project
d. The shortest series of dependent tasks

12. The difference between an "aggressive-but-possible" (AGP) time and a "highly probable" (HP) time captures:
a. Expected tine savings
b. Shared resource time
c. Anticipated variation for that task
d. Anticipated delay time

13. A "system constraint" is:
a. A very long task in a project
b. Shared resource time
c. Anticipated variation for that task
d. Anticipated delay task

14. "Gating" in an organization with multiple projects refers to:
a. Limiting the number of resources available to a project
b. Making sure that only one project is active at a time
c. Staggering the start times of projects
d. Starting every project as soon as possible

15. According to Sarah, ODSC in Project Management refers to:
a. The process of aggregating safety to protect the project due date
b. The process of defining the start and end times for a project
c. The process of determining the resourcing in a project
d. The process of defining the characteristics of a project and what it is trying to accomplish

16. A project buffer serves to protect:
a. The project as a whole
b. One project from another project
c. The Critical Chain from Feeding Chain
d. Resources being available when required

17. What determines the total time length of a project?
a. The Critical Chain and its Project Buffer
b. The Critical Chain, its Project Buffer, and the tributary task chains feeding it
c. The Critical Chain and the Feeding Buffers
d. The Critical Chain without Buffers

18. In Critical Chain scheduling, "aggregated time buffers" are placed:
a. In every task on the Critical Chain Schedule
b. Only in tasks that are critical on the Critical Chain Schedule
c. At strategic points in the Critical Chain Schedule
d. Where the difference between HP and ABP is the largest

19. There are three guidelines that Sarah mentions when describing how to decide on a good resource synchronizer for multi-purpose organizations. Which of the following is NOT one of the suggestions:
a. The synchronizing resource should be heavily loaded
b. The synchronizing resource should be later in the project
c. The synchronizing resource should have limited capacity
d. The synchronizing resource should be used early in the project

20. In conventional scheduling, safety time is typically:
a. Not sufficiently added to the schedule
b. Built into every task
c. Added to the beginning of the schedule
d. Zero

21. If an aggressive-but-possible task time cannot be met in a properly buffered Critical Chain schedule, the result is:
a. The project will be inevitably be delivered late
b. The project will inevitably be delivered late unless someone finishes their task early
c. More resources must be put on a successor task
d. The time required to finish the task comes from a buffer

22. Which of the following statements is NOT correct regarding Critical Chain scheduling and Critical Path scheduling:
a. Critical Chain schedules have safety time aggregated in buffers and Critical Path schedules have safety time embedded in each task
b. A Critical Path schedule where all task times are cut in half is the same as a Critical Chain schedule
c. In Critical Path scheduling, it is common to push resource overloads further out in time onto shorter paths while holding the longer path in place
d. Critical Chain scheduling establishes a desired end timeframe, builds the plan using necessity logic and resolves resource overloads by moving tasks earlier in time

23. The three basic high level steps to building a Critical Chain schedule are (1) Build the Project Network (Template), (2) Determine the lead time by applying the Project Network to a calendar, and (3) __________:
a. Challenge the assumptions of the values used if the project time is too long or results too uncertain
b. Calculate the ABP and HP times
c. Complete the ODSC
d. Make adjustments in the schedule to resolve resource conflicts

24. If a Feeding Buffer gets entirely consumed (used up) before the series of tasks feeding it are complicated, the results is:
a. More resources must be added to the schedule
b. The project will inevitably be delivered late
c. The Project Buffer will begin to be consumed
d. Nothing because it supposed to be used

25. When a buffer changes status from Green to Yellow, it's time for ____________.
a. Management to watch closely and start planning how to stop the buffer from depletion and how to recover lost time.
b. Management to take immediate action to recover lost time back to Green
c. Management to consider how best to reschedule the project
d. Management to reallocate resources to make sure the buffer doesn't go to Red