Explanation:
Slope = (Crash cost -Normal cost)/(Crash time -Normal time). This calculation shows the cost per day of crashing the project. The slope is negative to indicate that as the time required for a project or task decreases, the cost increases. If the costs and times are
the same regardless of whether they are crashed or normal, the activity cannot be expedited.

Explanation:
When identical network descriptions are repeated throughout a project, templates of those activities can be developed. If those series of tasks are repeated several times, the template can be updated several times. Software can be used with the templates to
facilitate documenting and adapting them for future use. The sub-network or fragment tends to represent a sub-project or a work package and is often used to illustrate or study some potential or proposed schedule condition, such as a change in preferential
schedule logic or the scope of the project.

Explanation:
The SPI represents how much of the originally scheduled work has been accomplished at a given period in time, thus providing the project team with insight as to whether the project is on schedule.

Explanation:
The sequence activity process involves identifying and documenting relationships among the project activities. However, the last activity or milestone are not connected to at least one successor.

Explanation:
Final output is described as schedule activities.
In the create WBS process, final output is described as deliverables or tangible items. In the define activities process, final output is described as activities.

Explanation:
The completion of the work of the successor activity depends upon the completion of the work of the predecessor activity.

Explanation:
First, it is necessary to determine the critical path, which is A, C, F, and G. To determine the lowest weekly crashing cost, start with C at $1,500 per week. The next activity is A, followed by F and G.

Explanation:
While resource leveling will often result in a project duration that is longer than the preliminary schedule as the original critical path probably will change and increase, it can also be used to get a schedule back on track by reassigning activities from noncritical to
critical path activities.

Explanation:
The approved project schedule is a key input to schedule control. It is the schedule baseline, as it is the approved version of a schedule model, and it provides the basis for measuring and reporting schedule performance.

Explanation:
Mandatory dependencies may be required contractually or be inherent in the nature of the project work. They describe a relationship in which the successor activity cannot be started because of physical constraints until the predecessor activity has been finished.
For example, software cannot be tested until it has been developed (or coded). They should not be confused with assigning schedule constraints in the scheduling tool.