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Project Management · CAPE Management of Business Unit 2

25 past-paper questions on Project Management, part of Module 1: Production and Operations Management, from every CAPE Management of Business Unit 2 paper on Quelpr.

Practise Project Management
  1. 2(a)11 marks· CAPE Management of Business Unit 2 · 2007 · Paper 2Draw a network diagram to represent the given activities inclusive of their duration.
  2. 2(b)4 marks· CAPE Management of Business Unit 2 · 2007 · Paper 2Calculate the duration of the project.
  3. 2(c)4 marks· CAPE Management of Business Unit 2 · 2007 · Paper 2Define the term 'critical path' and identify the critical path of the project.
  4. 2(d)(i)2 marks· CAPE Management of Business Unit 2 · 2007 · Paper 2Define the term 'Early Start Time' in relation to network diagrams.
  5. 2(d)(ii)2 marks· CAPE Management of Business Unit 2 · 2007 · Paper 2Define the term 'Late Finish Time' in relation to network diagrams.
  6. 2(d)(iii)2 marks· CAPE Management of Business Unit 2 · 2007 · Paper 2Define the term 'Total float' in relation to network diagrams.
  7. 1(a)8 marks· CAPE Management of Business Unit 2 · 2008 · Paper 2Using the information given in the table, draw a network diagram of the project.
  8. 1(b)(i)3 marks· CAPE Management of Business Unit 2 · 2008 · Paper 2State the length (weeks) of EACH path.
  9. 1(b)(ii)2 marks· CAPE Management of Business Unit 2 · 2008 · Paper 2State the expected length of the project.
  10. 1(b)(iii)2 marks· CAPE Management of Business Unit 2 · 2008 · Paper 2State the amount of slack time for EACH path.
  11. 1(c)10 marks· CAPE Management of Business Unit 2 · 2008 · Paper 2Outline THREE advantages and TWO limitations of using PERT and CPM techniques for planning and co-ordinating large-scale projects.
  12. 2(b)(i)8 marks· CAPE Management of Business Unit 2 · 2009 · Paper 2Using the decision tree, sequentially analyze the decisions Mr. Opportunity needs to make at EACH step.
  13. 2(b)(ii)a)2 marks· CAPE Management of Business Unit 2 · 2009 · Paper 2Calculate the highest expected value for building a small factory.
  14. 2(b)(ii)b)2 marks· CAPE Management of Business Unit 2 · 2009 · Paper 2Calculate the highest expected value for building a large factory.
  15. 2(b)(iii)1 mark· CAPE Management of Business Unit 2 · 2009 · Paper 2Determine which alternative Mr. Opportunity must choose if he is to maximize expected monetary returns.
  16. 1(a)9 marks· CAPE Management of Business Unit 2 · 2012 · Paper 2Using the information given in the table, draw a network diagram showing the project activities and their sequential relationships.
  17. 1(b)(i)3 marks· CAPE Management of Business Unit 2 · 2012 · Paper 2State the length, in weeks, of EACH path.
  18. 1(b)(ii)2 marks· CAPE Management of Business Unit 2 · 2012 · Paper 2State the expected length of the project.
  19. 1(b)(iii)3 marks· CAPE Management of Business Unit 2 · 2012 · Paper 2State the amount of slack time for EACH path.
  20. 1(c)8 marks· CAPE Management of Business Unit 2 · 2012 · Paper 2Outline TWO advantages and TWO limitations of using PERT and CPM for planning and coordinating large-scale projects.
  21. 2(a)(i)10 marks· CAPE Management of Business Unit 2 · 2013 · Paper 2Draw a network diagram to represent the tasks outlined in the table.
  22. 2(a)(ii)2 marks· CAPE Management of Business Unit 2 · 2013 · Paper 2Determine the length of EACH path.
  23. 2(a)(iii)1 mark· CAPE Management of Business Unit 2 · 2013 · Paper 2Determine the critical path.
  24. 2(a)(iv)1 mark· CAPE Management of Business Unit 2 · 2013 · Paper 2State the expected length of the project.
  25. 2(a)(v)2 marks· CAPE Management of Business Unit 2 · 2013 · Paper 2Calculate the amount of slack time for EACH path.

Related topics in Module 1: Production and Operations Management