PMBOK Chapter 6 – Practice Test – Flashcards
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Inputs to Estimate Activity Resources include: A Resource availability, bottom-up estimating and activity list. B Activity list, activity attributes, resource calendars and risk register. C Activity resource requirements, activity list and activity attributes. D Resource breakdown structure, activity resource requirements and activity list.
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Bottom-up estimating (Choice A) is a tool and technique of Estimate Activity Resources, not an input. Activity resource requirements (Choice C) and resource breakdown structure (Choice D) are outputs of Estimate Activity Resources. Choice B is the correct answer. PMBOKĀ® 6.4.1, pgs 162-163
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The schedule management plan is __________ the project management plan. A A subsidiary plan of B A plan encompassing C A separate plan from D Equal to
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The schedule management plan is a subsidiary plan of, and integrated with, the project management plan. PMBOKĀ® 6, pg 142
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If the duration for Task H is increased to 7 days, then how many days longer will the project take compared to what it would have been if Task H remained the same? (Click the View Figure button to see the diagram.) A 3 days B 4 days C 1 day D 10 days
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Path A-B-C-D has a duration of 18 days, E-G-H-J is 17 days, E-G-I-J is 16 days, F-G-H-J is 10 days, and F-G-I-J is 9 days. The critical path of the project is the path with the longest duration. The path with the longest duration is A-B-C-D. If Task H is increased to 7 days from 5 days, then path E-G-H-J now has a duration of 19 days, and path F-G-H-J now has a duration of 12 days. The critical path of the project has changed from path A-B-C-D (18 days) to path E-G-H-J (19 days). Therefore, the duration of the project has increased by 1 day (18 days to 19 days). PMBOKĀ® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177
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How long will this project take to complete? (Click the View Figure button to see the diagram.) A 17 days B 18 days C 16 days D 9 days
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The critical path of the project is the path with the longest duration. Path A-B-C-D has a duration of 18 days, E-G-I-J is 17 days, E-G-I-J is 16 days, and F-G-H-J is 12 days. The critical path is A-B-C-D. Therefore, the project will take 18 days to complete. PMBOKĀ® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177
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Lisa is the project manager for a new clothing line project. She has just learned that the workers at the sewing company her company usually contracts with have just gone on strike. She knows that, as a result, the only available sewing resources with another sewing company are extremely limited. Thankfully, Lisa and her manager have just decided to purchase a new project management software tool that will enable Lisa to manage her project with the latest technology. Lisa and her team should: A Hire a consultant. B Increase the duration of the project by 15% to account for the limited resources. C Consider using the critical chain method of schedule network analysis. D Fast track the project.
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Hiring a consultant will add cost to the project and may not provide a feasible solution. Increasing the duration of the project may not necessarily address the issue with the limited sewing resources at the time of their strike, because it is unknown how long the strike will last and how many workers will be affected. Fast tracking the project will not address the problem. Lisa and her team should consider using the critical chain method for schedule network analysis, since it modifies the project schedule to account for limited resources. PMBOKĀ® 6.6.2.3, pg 178
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The variance analysis for your project schedule indicates that your project is currently running 10 days behind schedule. What should you do? A Do nothing, because management will not care about being only two weeks late. B Identify the individual responsible for the delay and have a discussion with that person's manager to address the problem. C Meet with the team to identify what corrective actions should be taken to try to put the project back on course. D Report the delay to management immediately.
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Important aspects of project schedule control include determining the cause and degree of variance relative to the schedule baseline and deciding whether corrective action is required. Engaging the project team to determine this is imperative, as the team best understands what options exist. PMBOKĀ® 6.7.2.1, pg 189
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Ann's team is documenting activity attributes for each schedule activity. What attributes should be included? A Activity ID, WBS ID, activity name, activity codes, activity description, predecessor and successor activities, logical relationships, and leads and lags B Assumptions, cost estimates, responsibility assignment, and justification C Activity description, planned value, and estimate at completion D WBS code, resource requirements, and constraints
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Choice D contains some activity attributes, but Choice C is more inclusive and therefore the BEST answer: During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions. PMBOKĀ® 6.2.3.2, pg 153
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Estimating the type and quantities of resources required to perform each schedule activity defines: A Analogous estimating. B Three-point estimating. C The Estimate Activity Durations process. D The Estimate Activity Resources process.
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Analogous estimating (Choice A) and three-point estimating (Choice B) are techniques. The process of Estimate Activity Durations (Choice C) is about determining the number of work periods needed to complete activities with estimated resources. Estimate Activity Resources (Choice D) is the process of estimating the type and quantities of resources (material, people, equipment, or supplies) required to perform each activity. PMBOKĀ® 6, pg 143
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Which of the following is the BEST tool to use when you find that shared or critical required resources are only available at certain times, or in limited quantities? A Schedule compression B Resource leveling C Schedule network analysis D Critical path method
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Schedule network analysis (Choice C) generates the project schedule model and may employ resource leveling (Choice B) to calculate early and late start and finish dates for uncompleted activities. Resource leveling (Choice B) is a schedule network analysis technique (Choice C) applied to a schedule already analyzed by the critical path method (Choice D). Resource leveling (Choice B) is the BEST answer because it can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to two or more activities during the same time period, or to keep resource usage at a constant level. PMBOKĀ® 6.6.2.4, pg 179
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What type of sequencing technique uses boxes to represent activities? A Flowchart diagram method B Data flow diagramming C Activity-On-Node technique D Work breakdown structure
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The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. Activity-on-node (Choice C) is one method of representing a precedence diagram. PMBOKĀ® 6.3.2.1, pg 156
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You are the director of the project management office (PMO) in your organization. This month, you received a report providing the schedule variance (SV) values of all of the ongoing projects. Which of the following values should cause you the GREATEST concern? A $4,000 B $0 C ($4,000) D 0.4
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Schedule variance (SV) is the difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. A negative number means that earned value is less than the planned value. This means that the work that was scheduled to be completed at this point in time (PV) is greater than the amount that was budgeted for the work that has actually been completed at this point in time (EV). As a director, Choice C has you concerned, because the earned value for that project is $4,000 less than the planned value. PMBOKĀ® 6.1.3.1, pg 149 and 7.4.2.1, pgs 218-219
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You and your project management team are conducting the activity sequencing for a new project. The team has determined that Task A takes 3 days. Task B is dependent upon Task A finishing and has a duration of 1 day. Task C takes 4 days. Task D is dependent upon Task C starting and has a duration of 7 days. Task E is dependent upon both Task C and Task D finishing and has a duration of 2 days. Task F is dependent upon both Task E and Task B finishing and has a duration of 4 days. What is the duration of the project? A 8 days B 10 days C 17 days D 13 days
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The trick to this question is differentiating between tasks that are dependent on a task finishing versus a task starting. Because D only depends on C starting, but not on it finishing, it doesnt become part of that particular path; therefore, C-D-E-F (Choice C) is not a path. Possible paths are A-B-F (8 days), C-E-F (10 days) and D-E-F (13 days). The critical path of the project is D-E-F, which has the longest duration. PMBOKĀ® 6.6.2.2, pg 176
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Jeanna's project report reflects an SPI of 0.68. She and her team are recommending a corrective action and are preparing to present it to senior management. Jeanna was surprised when her boss told her to make sure that the Monte Carlo analysis of the remaining schedule for the project is included in the presentation. What is likely missing from the presentation? A An analysis that shows the probability of the remaining deliverables meeting the relevant standards B An analysis that shows the project will not vary from the original cost baseline C The Gantt chart D An analysis of the probability of when the project will be completed
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The SPI value of 0.68 indicates that Jeanna's project is currently progressing at only 68% of what was planned. Even though Jeanna may have determined the root cause of the variation and how to recover from it, she also needs to present how the corrective action will impact the project completion date. A Monte Carlo simulation (Choice D) is a process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole. PMBOKĀ® Glossary, pg 547
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An approved change request is: A Any change in project personnel. B Any change in project authorization. C A request that has been previously processed through the Perform Integrated Change Control process. D Any modification resulting from an actual data point demonstrating an early or late finish date.
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An approved change request is a change request that has been processed for review and disposition (approval) through the Perform Integrated Change Control process (Choice C). PMBOKĀ® 6.7.3.3, pg 191
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All of the following are processes involved in Project Time Management EXCEPT: A Define Activities. B Control Schedule. C Create WBS. D Estimate Activity Durations.
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Choices A, B and D are all involved with Project Time Management (PMBOKĀ® 6, pg 143). Create WBS is a process within Project Scope Management. PMBOKĀ® 5.4, pg 125
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Jim's team has completed the WBS and WBS dictionary and the stakeholders have approved the results. Now they are meeting to break down the work packages into schedule activities. What technique should they use for this work? A Parametric estimating B Stakeholder analysis C Variance analysis D Decomposition
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Decomposition involves subdividing the project work packages into smaller, more manageable components called activities. PMBOKĀ® 6.2.2.2, pg 152
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Decomposition is a technique used during Define Activities. It subdivides the project work packages into smaller, more manageable components called schedule __________. A Deliverables B Units C Activities D Milestones
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The technique of decomposition, as it is applied to defining activities, involves subdividing the project work packages into smaller, more manageable components called activities. PMBOKĀ®, 6.2.2.1, pg 151
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John is the project manager for a software project. He and his team are determining the activity duration estimates for the project. John has requested that each team member determine the estimates by multiplying the quantity of work to be performed by the historical productivity rate of the individual department. John has asked his team to generate the estimates using what technique? A Expert judgment B Analogous estimating C Three-point estimating D Parametric estimating
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Parametric estimating (Choice D) is an estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters such as cost, budget and duration. PMBOKĀ® 6.5.2.3, pg 170
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One of your fellow project managers won a trip around the world. You agreed to move her project forward while she was gone. Her notes direct you to start assembling the team for a Define Activities session. In an email to the team, you describe the meeting as: A Identifying the specific actions to be performed to produce the project deliverables. B Identifying all of the deliverables required to complete the project. C Identifying and documenting dependencies among schedule activities. D Estimating the number of work periods that will be needed to complete the individual schedule activities.
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The Define Activities process is the process of identifying the specific actions to be performed to produce the project deliverables. Choice B is a definition for the Define Scope process. PMBOKĀ® 6, pg 141
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Using the weighted duration average of an activity based on the worst-case scenario, best-case scenario and most likely estimates means using: A Three-point estimates. B Parametric estimating. C Bottom-up estimating. D Analogous estimating.
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Three-point estimate (Choice A) is a technique that uses three duration (or cost) estimates to represent the optimistic, most likely and pessimistic scenarios. This is also called PERT (Program Evaluation and Review Technique). PERT analysis calculates an expected activity duration using a weighted average of the 3 estimates. PMBOKĀ® 6.5.2.4, pgs 170-171; Glossary, pg 553
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The critical path activities for a project have __________ float. A 1 day of B 3 days of C 0 D -1 day of
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Critical paths have either a zero or negative total float, and scheduled activities on a critical path are called critical activities. A critical path is normally characterized by zero total float on the critical path, so Choice C is the BEST answer. PMBOKĀ® 6.6.2.2, pg 177
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Which of the following represents processes concerned with establishing and controlling the schedule baseline? A Estimate Activity Resources and Develop Schedule B Develop Schedule and Control Schedule C Estimate Activity Durations and Develop Schedule D Estimate Activity Resources and Develop Schedule
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Develop Schedule (Choices A-D) involves analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. Control Schedule (Choice B) involves monitoring the status of the project to update project progress and managing changes to the schedule baseline. PMBOKĀ® 6, pg 141
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You are the project manager for a large project and have taken over the project from another project manager. Upon review of the project schedule, you learn that two major deliverables are missing. Your boss reminds you how important it is to complete this project on time and within budget. What most likely was not done properly and should be reviewed and perhaps even repeated? A Network diagramming B Collecting requirements C Processing requests for changes D Documentation reviews
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It is possible that the Collect Requirements process (Choice B) was not thorough enough, causing some deliverables to be excluded from the work breakdown structure and thereby also excluded from the project schedule; however, this is not something you would repeat. It is possible that change requests (Choice C) were not processed (implemented) properly and deliverables were not added to the scope baseline; again, this is not something you would repeat (the change was already approved); you would instead check the implementation process for specific change requests. Documentation review (Choice D) is a tool and technique listed specifically for the Identify Risks process. Choice A (network diagramming) is the BEST answer. Assuming the deliverables were already identified but the deliverables were omitted during planning, reviewing and rebuilding a project schedule network diagram will help capture needed steps to get to all needed deliverables. PMBOKĀ® 6.3.3.1, pg 159
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The four types of dependencies, finish-to-start, finish-to-finish, start-to-start, and start-to-finish, are used with the __________ technique. A Logical relationships B Calendaring C Precedence Diagramming Method (PDM) D Workflow Diagramming Method (WDM)
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PDM includes the four types of dependencies or logical relationships listed in the question. PMBOKĀ® 6.3.2.1, pg 156
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A hierarchical structure of the identified resources by resource category and resource type is: A Resource availability. B Activity resource requirements. C Resource breakdown structure. D Resource calendar.
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The resource breakdown structure (RBS) is a hierarchical structure of the identified resources by category and type. PMBOKĀ® 6.4.3.2, pg 165
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An example of a schedule compression technique that assigns additional resources to activities and does not involve changing the scope of the project is: A Removing a deliverable from the schedule. B Re-estimating. C Fast tracking. D Crashing.
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Crashing (Choice D) is a technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activitys duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost. PMBOKĀ® 6.6.2.7 pg 181
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All of the following are tools and techniques used with the Control Schedule process EXCEPT: A Variance analysis. B Project management software. C Statistical sampling. D Resource leveling.
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Statistical sampling (Choice C) is the only outlier as a technique used with the Control Quality process, rather than with the Control Schedule process, and is therefore the correct answer. PMBOKĀ® 6.7.2, pgs 188-190
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Jane has been tasked with identifying and documenting the logical relationships among schedule activities. Which technique would she NOT use? A Precedence Diagramming Method B Schedule network templates C Reserve analysis D Applying leads and lags
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Defining logical relationships is done during the Sequence Activities process. Choices A, B (organizational process asset) and D are all associated with sequencing activities. Therefore, Reserve analysis (Choice D) is the correct answer because it is a tool and technique of Estimate Activity Durations, not part of sequencing activities. PMBOKĀ® 6.3, pg 153
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The process of identifying and documenting relationships among the project activities is best known as: A The milestone list. B Estimating activity durations. C Sequence Activities. D Network diagramming.
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Choices A and D are not processes. Sequence Activities (Choice C) is the process of identifying and documenting relationships among the project activities and is the correct answer. PMBOKĀ® 6.2, pg 153
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Variance analysis means: A Identifying positive and negative deviations from the planned scope, cost or schedule. B Determining resource requirements. C Detecting variations of the planned project approach. D Detecting late deviations from the target schedule dates.
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Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. PMBOKĀ® Glossary, pg 566
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The process of measuring, comparing, and analyzing schedule performance is conducted through __________. A Variance analysis B Performance reviews C A scheduling tool D Resource leveling
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Variance analysis (Choice A) is a tool and technique used to reveal the magnitude of variation from schedule baseline, while performance reviews (Choice B) measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. PMBOKĀ® 6.7.2.1, pg 188
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Development of a revised schedule baseline can only occur as a result of __________. A Changes that occur during execution of the project B The use of project management software C Nothing, since the schedule baseline should never be changed D Approved change requests
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Changes to the schedule baseline can be incorporated only in response to approved change requests (Choice D). PMBOKĀ® 6.7.3.3, pg 191
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A major delay on any activity not on the critical path may have little effect on the overall project schedule, while a much shorter delay on a critical or near-critical activity may require immediate action. What should you use to help you decide if a schedule variation requires corrective action? A A corrective action B Performance reviews and during the Control Schedule process C Schedule network analysis during the Develop Schedule process D Alternative analysis
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Corrective actions ( Choice A) is an organizational process asset that may be updated as an output of Control Schedule (PMBOKĀ® 6.7.3.6, pg 192). Schedule network analysis (Choice C) is used with the Develop Schedule process (PMBOKĀ® 6.6.2.1, pg 176). Alternative analysis (Choice D) is a tool used with the Estimate Activity Resources process (PMBOKĀ® 6.4.2.2, pg 164). Performance reviews (Choice B) measure, compare, and analyze schedule performance such as actual start and finish dates. From performance measurements, you can determine if a corrective action is required. PMBOKĀ® 6.7.2.1, pg 188
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Control Schedule is concerned with all of the following EXCEPT: A Managing actual changes as they occur. B Determining the current status of the project schedule. C Influencing the factors that create schedule changes. D Organizational process assets that can influence the activity durations estimates.
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Choices A, B and C are all a concern of Control Schedule (PMBOKĀ® 6.7, pg 186). Choice D is the correct answer because it does not apply. Organizational process assets are an input to the Estimate Activity Durations process; plus, it just doesn't make sense that an OPA could influence activity duration estimates. PMBOKĀ® 6.5, pg 166
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You are the project manager for this project. (Click the View Figure button to see the diagram.) Your stakeholders ask you to see what options are possible to reduce the duration of the project by 2 days. After conducting an analysis, your BEST recommendation would be to: A Add more resources to Task E. B Remove Task G. C Begin Task J after Task G is completed. D Begin Task C after Task A is completed.
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Reducing the duration of a non-critical path will not reduce the duration of the project; therefore, Choices A, B and C cannot be correct answers. In this scenario, your BEST recommendation to your stakeholders is Choice D, even though it reduces the duration by only one day. The stakeholders asked for OPTIONS to reduce duration by 2 days, and you'll have to tell them the best you can do is one day. PMBOKĀ® 6.3.2 pgs 156-158 and 6.6.2.2, pgs 176-177
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Determining the current status of the project schedule is important for: A Reporting project progress to senior management. B Controlling the schedule. C Updating the project management software. D Establishing the schedule baseline.
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Determining the current status of the project schedule is one of the concerns of the Schedule Control process. PMBOKĀ® 6.7, pg 186
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Audrey has been charged with breaking down the activities in the WBS into smaller components that can be estimated. Her mentor has suggested that she contact a more experienced project manager for some advice on some of the activities. What technique does this describe? A WBS B Expert judgment C Decomposition D Dependency determination
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By calling for a more experienced project manager, this describes expert judgment which is a tool and technique for Define Activities. Project team members or other experts who are experienced and skilled in developing detailed scope statements, the WBS, and project schedules, can provide expertise in defining activities. PMBOKĀ® 6.2.2.3, pg 152
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It is important to save the original schedule baseline and schedule model before creating the new schedule baseline to: A Prevent loss of historical data for the project schedule. B Ensure that the project progresses according to the original schedule baseline. C Prevent any changes to the project. D Ensure that the project progresses according to the new schedule baseline.
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The reason to save the original schedule baseline and schedule model before creating the new schedule baseline is to protect the integrity of the baseline and the historical data of past performance. PMBOKĀ® 4.5.3.3, pg 100
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Project management software for scheduling provides the ability to track planned dates versus actual dates, and to __________. A Manage the overall project. B Determine the project schedule. C Allow the project manager to report on cost overrun. D Report variances to and progress made against the schedule baseline.
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Project management software for scheduling provides the ability to track planned dates versus actual dates, to report variances to and progress made against the schedule baseline (Choice D), and to forecast the effects of changes to the project schedule model. PMBOKĀ® 6.7.2.2, pg 189
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A Monte Carlo analysis is an example of a __________. A Simulation technique B Cause and effect analysis C Critical path method D Critical chain analysis
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Simulation involves calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from the three-point estimates to account for uncertainty. The most common simulation technique is Monte Carlo analysis, in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project. PMBOKĀ® 6.6.2.5, pg 180
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If a successor cannot start until the predecessor finishes, the dependency between the activities is __________ . A Finish-to-Finish B Start-to-Finish C Finish-to-Start D Start-to-Start
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A logical relationship in which a successor activity cannot start until a predecessor activity has finished is known as a Finish-to-Start relationship (Choice C). PMBOKĀ® 6.3.2.1, pg 156
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In context of the Project Time Management Knowledge Area, which of the following processes would be the first to be executed? A Estimate Activity Resources B Sequence Activities C Develop Schedule D Estimate Activity Durations
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The Sequence Activities process is the third of the seven processes that make up Project Time Management, but the first in the choices provided. PMBOKĀ® 6, pg 143
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How many paths exist for this project? (Click the View Figure button to see the diagram.) A 4 B 3 C 6 D 5
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There are 5 paths in this project. They are A-B-C-D, E-G-H-J, E-G-I-J, F-G-H-J, and F-G-I-J. Activities are sequenced using logical relationships. Every activity and milestone, except the first and last one, are connected to at least one predecessor and one successor. PMBOKĀ® 6.3.2, pgs 156-159
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A __________ allows an acceleration of the successor activity. A Lead B Lag C Fast track D Crash
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A lead (Choice A) is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. PMBOKĀ® 6.3.2.3, pg 158
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The critical chain method of schedule network analysis adds __________ that are non-work schedule activities to maintain focus on the planned activity durations. A What-if scenarios B Resources C Padded estimates D Duration buffers
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What-if scenarios (Choice A) are used with the what-if analytical technique which is a separate tool and technique used with Develop Schedule. Resources (Choice B) are not "non-work schedule activities." A good project manager would never pad estimates (Choice C). Choice D (duration buffers) is the correct answer. The critical chain method of schedule network analysis adds duration buffers that are non-work schedule activities to manage uncertainty. PMBOKĀ® 6.6.2.3, pg 178
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Which of the following is NOT considered a dependency attribute by PMBOKĀ®? A Regulatory dependency B External dependency C Discretionary dependency D Mandatory dependency
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The four types of dependencies noted in Project Time Management are called mandatory, discretionary, external and internal. PMBOKĀ® 6.3.2.2, pgs 157-158
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Li is under contract to manage the Control Schedule process for a road resurfacing project. It will be a very long project, and will involve 35 subcontractors who will provide materials and resources. Which of the following is most likely NOT part of Li's responsibility to the project? A Schedule management plan updates B Team performance assessments C Change requests D Risk register updates
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Choices A, C and D are all outputs of the Control Schedule process. Team performance assessments (Choice B) is an output of the Develop Project Team process. Choice B is the correct answer. PMBOKĀ® 6.7.3, pgs 190-191
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Using the actual duration of a previous, similar schedule activity as the basis for estimating the duration of a future schedule activity is: A Three-point estimates. B Parametric estimating. C Analogous estimating. D Expert judgment.
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Analogous estimating (Choice C) uses parameters such as duration, budget, size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measure for a future project. PMBOKĀ® 6.5.2.2, pgs 169-170
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__________ includes information such as actual start and finish dates, and the remaining durations for unfinished schedule activities. A Parametric estimating B Analyzing variance C Planning milestones D Performance reviews
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Performance reviews (Choice D) measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. PMBOKĀ® 6.7.2.1, pg 188
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Bill is a project manager for a construction design project. He and his team have completed the project's schedule network diagram and are currently determining which resources are needed for the project. Bill has learned that his stakeholders would like to incorporate a new material that the manufacturing department has invented for the foundation. He checks his budget and sees that he cannot afford to send any of his design team members to training or to hire an outside consultant. Bill's BEST option is to: A Tell the stakeholders that the new material cannot be used unless the budget is increased. B Identify a person from manufacturing who has knowledge about the new material, and add her to the project team. C Add a 20% buffer to the schedule to account for the additional risk. D Use a more inexpensive material for the windows.
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Simply telling the stakeholders that the material cannot be used unless the budget is increased (Choice A) because you THINK throwing money at the situation will help is not the best option! Adding a 20% buffer (Choice C) to the overall project timeline will not necessarily account for the specific unknown issues that may arise due to use of the new material. (Why 20%?) Using a more inexpensive material for the windows (Choice D) may add additional unknown risk to the project. It would, however, be an asset to have a person on the team who has knowledge about the new material, so Choice B is the BEST option. This person will likely be able to inform the team of specific risks that the new material may add to the project. As a result, the team can plan for those specific risks in the most appropriate way. PMBOKĀ® 6.4, pgs 160-162
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The most recent version of the __________ is an input to the Control Schedule process. A Project schedule B Scope baseline C Project documents D Gantt chart
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The most recent version of the project schedule (Choice A) with notations to indicate updates, completed activities, and started activities as of the indicated data date is an input to Control Schedule. PMBOKĀ® 6.7.1.2, pg 187
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All of the following are inputs to Estimate Activity Durations EXCEPT: A Project scope statement. B Activity resource requirements. C Expert judgment. D Resource calendar.
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Choices A, B and D are all inputs to Estimate Activity Duration. Expert judgment (Choice C) is a tool and technique, not an input, used to estimate activity duration. PMBOKĀ® 6.5.1, pgs 167-169
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Controlling changes to the project schedule is the process of: A Control Scope. B Control Schedule. C Control Quality. D Control Costs.
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Control Schedule is the process of monitoring the status of the project activities to update project progress and manage changes to the schedule baseline to achieve the plan. PMBOKĀ® 6, pg 141
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A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS, while work far in the future is planned for WBS components that are at a relatively high level of the WBS, is called: A Rolling wave planning. B Magnified planning. C Long-term planning. D Detailed planning.
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Rolling wave planning is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS. PMBOKĀ® 6.2.2.2, pg 152
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Stanley's construction project was scheduled to complete a new office park facility in the spring. Unfortunately, foul weather made it impossible to start construction on time and the project seems to be delayed by at least six weeks. The team has not been able to make up the lost time and it's time for Stanley to update the board of directors on the new target completion date. To prepare for the meeting, Stanley changes the schedule to reflect the delay and project the new completion date. What kind of change has Stanley made? A A variance. B A project schedule update. C A requested change. D An approved request.
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A project schedule update (Choice B) will be generated from the updated schedule data to reflect the schedule changes and manage the project. PMBOKĀ® 6.7.3.5, pg 191
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Approved change requests that impact the project schedule will cause the approved project schedule to be revised, reapproved and reissued, which then becomes: A A cause for a delay in the schedule. B A variance to the project schedule baseline. C The new project schedule baseline. D Requested changes.
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If approved change requests have an effect upon the project schedule, then the approved project schedule is revised and reissued to reflect the approved changes. The updated project schedule becomes the new schedule baseline (Choice C) for future changes and is a component of the project management plan. PMBOKĀ® 6.7.1.1, pg 187
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All of the following are inputs to Control Schedule EXCEPT: A Work performance data. B Rejected change requests. C Project calendars. D Organizational process assets.
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Choices A, D and D are all inputs to the Control Schedule process. Rejected change requests (Choice B) is not an input to the Control Schedule process. PMBOKĀ® 6.7.1, pgs 187-188
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All of the following are NOT inputs into Develop Schedule EXCEPT: A Project schedule. B Schedule baseline. C Project management plan updates. D Project scope statement
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The project schedule (Choice A) and updates to the project management plan (Choice C) are outputs of Develop Schedule. Choice B, schedule baseline (as part of the project management plan), is an input to Control Schedule. The project scope statement (Choice D) is an input to Develop Schedule and is the correct answer. PMBOKĀ® 6, pg 143
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As the project manager for your project, you have been asked to provide senior management with a progress report of your project that includes metrics. Your project's current SPI value is 1.05. The BEST way to explain this value in the report is to add the following sentence: A The team is doing a great job by progressing ahead of schedule. B The team is doing a great job by progressing behind schedule. C Unfortunately, the team is progressing ahead of schedule. D Unfortunately, the team is progressing behind schedule.
answer
The schedule performance index (SPI) is the ratio of earned value (EV) to planned value (PV) and equals EV/PV. An SPI equal to or greater than 1.0 indicates a favorable condition. PMBOKĀ® 6.7.2.1, pg 189 and 7.4.2.1, pg 219
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Examples of performance measurements that are used during the Control Schedule process include: A SPI and SV B CPI and CV C SPI and CV D CPI and SV
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Cost performance index (CPI) (Choices B and D) is a measure of cost efficiency on a project. Cost variance (CV) (Choices B and C) is a measure of cost performance on a project. The schedule performance index (SPI) is a measure of schedule efficiency on a project. Schedule variance (SV) is a measure of schedule performance on a project. Therefore, SPI and SV (Choice A) are measures that determine how the project schedule is performing, which is part of what the Schedule Control process is concerned with. PMBOKĀ® 6.7.2.1, pg 189 (EVM section)
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All of the following are NOT inputs to the Control Schedule process EXCEPT: A Work performance data B Performance reviews C Scheduling tool. D Modeling techniques.
answer
Performance reviews, scheduling tool, and modeling techniques (Choices B, C and D) are all tools and techniques used with the Control Schedule process. Work performance data is an input to Control Schedule. PMBOKĀ® 6.7, pg 185
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The schedule baseline __________ the project management plan. A Is a component of B Encompasses C Is the same as D Has nothing to do with
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The project management plan contains the schedule management plan and the schedule baseline. PMBOKĀ® 6.7.1.1, pg 187
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As the project manager, you have just completed the work packages for your project. You now want to begin developing the project schedule. Before you can begin estimating and scheduling, you must first: A Determine if the funding has been approved. B Define the resources and skill levels needed. C Understand the stakeholders risk tolerance. D Decompose the work packages into activities.
answer
Project work packages are typically decomposed into smaller components called activities that represent the work necessary to complete the work package. Choice D is the correct answer. PMBOKĀ® 6.1, pg 150
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Angie's project has a current SPI measurement of 0.52. Her team has several good ideas for corrective actions that have a very good probability of bringing the project back on track. Her stakeholders like the proposed changes based on all of the analysis results that her team presented. What is the NEXT thing that Angie's project team should do? A Submit an approved corrective action into the Perform Integrated Change Control process B Submit a request to change the schedule baseline through the Perform Integrated Change Control process C Submit an invoice to the buyer D Implement the changes
answer
Schedule variance analysis, along with review of progress reports, results of performance measures, and modifications to the project schedule can result in change requests to the schedule baseline and/or to other components of the project management plan. Change requests (Choice B) are processed for review and disposition through the Perform Integrated Change Control process. PMBOKĀ® 6.7.3.3, pg 191
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Inputs to the Control Schedule process include: A Scope baseline, earned value and variance analysis. B Performance lessons, schedule baseline and forecasted completion. C Schedule baseline, change requests and work performance reports. D Project management plan, project schedule, schedule data and work performance data.
answer
The scope baseline (Choice A) is an input to Control Scope, not Control Schedule. Neither performance lessons nor forecasted completion (Choice B) are PMBOKĀ® terms. Change requests is an output (not an input) of Control Schedule. Choice D is the correct answer. PMBOKĀ® 6.7.1, pgs 187-188
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You have been asked to help facilitate a network diagramming session for another member of your PMO. Which of the following items would be most helpful to take to this meeting? A Resource requirements B Activity estimates C Project scope statement D Activity duration estimates
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You are in the Sequence Activities process. Choices A, B and D are created by subsequent processes. The project scope statement (Choice C) is an input to the Sequence Activities process and is the correct answer. PMBOKĀ® 6.3.1.5, pg 155
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Scott, one of your team members, needs to know when other team members will be in the office so he can schedule a meeting. What project document might help him? A Resource calendar B Resource breakdown structure (RBS) C Responsibility matrix D Organization chart
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Choices B, C and D do not help Scott determine WHEN his resources will be available. A resource calendar (Choice A) is a calendar that identifies the working days and shifts on which each specific resource is available. PMBOKĀ® Glossary, pg 558
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Marianne is in the process of Estimate Activity Durations for one of the activities in her new publishing project. She needs an experienced graphic designer to work together with an experienced copywriter to create the cover for the new book. She knows that other book covers have taken between 80 and 120 hours depending on the complexity. She has the requirements for the cover and knows the process they will use to create it and the risks and cost involved in the process. What other inputs does Marianne need to estimate this activity? A A contingency budget in case she overspends for the activity B A risk/reward analysis to make project decisions C Analogous estimates to tell her how long the activity will take D A resource calendar showing the availability of the two resources she needs
answer
She needs a resource calendar (Choice D). Resource availability constraints may cause her to assign the resources in inefficient ways or use less capable resources. Both of these situations will alter the duration estimates for that activity. The resource calendar can include resource type, availability and capabilities of human resources. For example, when assigning a senior and a junior staff member full time, the more skilled senior member is expected to complete a given activity in less time than the relatively less skilled junior member. PMBOKĀ® 6.5.1.5, pg 168
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Which of these statements about the critical path method and the critical chain method is TRUE? A The critical path method focuses on managing the total project float of network paths, whereas the critical chain method focuses on managing the buffer activity durations and the resources applied to planned schedule activities. B The critical chain method initially only uses non-conservative estimates, whereas the critical path method is concerned with using more accurate estimates. C Both methods account for resource availability. D The critical path method schedules early start and late start dates to planned activities, whereas the critical chain method schedules only late start dates to planned activities.
answer
The critical path method calculates the early start, early finish, late start and late finish without regard for resource limitations. On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed total float. The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty. PMBOKĀ® 6.6.2, pgs 176-178
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Which of the following is NOT a tool or technique used with Sequence Activities? A Dependency determination B Applying leads and lags C Precedence diagramming method D Schedule compression
answer
Choices A, B and C are all used with the Sequence Activities process. Schedule compression is a tool and technique used with the Develop Schedule and Control Schedule processes. PMBOKĀ® 6, pg 143
