M5 Proj Time Mgmt (47)

Question 1

1) Which method of estimating activity duration is best for projects that have a lot of uncertainty or risk?

a. Analogous estimating
b. Parametric estimating
c. Three‐point estimates
d. Statistical estimates

Answer 1

c. Three‐point estimates

When a lot of uncertainty, risk, or unknowns surround an activity or a work package, you can use three‐point estimating to give you a range and an expected duration.

Question 2

2) Paul is working on scheduling his project. He is in the early stage and will perform a progressive elaboration later in the week as more information becomes available. At this point, he is only interested in the start and end dates of the major deliverables. Which of the following is Paul creating?

a. PERT
b. Critical Chain Method
c. Critical Path Method
d. Milestone chart

Answer 2

d. Milestone chart

The best answer choice is D because a milestone chart is utilized to show the start and end dates of the major project deliverables.

Question 3

3) The unanticipated absence of a key project team member is threatening to put your project behind schedule. From the following choices, select the one that is the best method for maintaining your project schedule baseline without increasing costs.

a. Schedule baseline revision
b. Resource leveling
c. Crashing the project
d. SPI

Answer 3

b. Resource leveling

The best answer choice is B because resource leveling is the best choice for maintaining the project schedule baseline without increasing cost.

Question 4

4) Which of the following are outputs of the Control Schedule process?

a. Schedule forecasts
b. Work performance data
c. Project calendars
d. Schedule data

Answer 4

a. Schedule forecasts

The best answer choice is A because all of the other choices are inputs to the Control Schedule process.

Question 5

5) What is a schedule change?
a. A modification to the schedule data that does not impact the baseline schedule
b. A modification to the schedule based on entering the information regarding the project’s progress
c. An unapproved modification of the schedule implemented outside the Perform Integrated Change Control process
d. A modification of the schedule that has been through the Perform Integrated Change Control process and has been approved.

Answer 5

d. A modification of the schedule that has been through the Perform Integrated Change Control process and has been approved.

A schedule revision is an approved modification of the schedule that has been through the Perform Integrated Change Control process.

Question 6

6) Clarence is monitoring the progress of his project. The Planned value of the project at this point is $480,000. However, when checking the actual performance, the Earned Value is $320,000. Clarence needs to determine the variance of the to‐date performance. From the following list, select the formula Clarence should use to determine the difference between the work completed to a point in time and the work planned to be completed at that same point.

a. VAC = BAC – EAC
b. SV = EV – PV
c. SPI = EV / PV
d. CPI = EV / AC

Answer 6

b. SV = EV – PV

The best answer choice is B. The Schedule Variance (SV) represents the amount by which the project is ahead or behind the planned delivery date.

Question 7

7) The technique of compressing a project schedule resulting in an incremental cost increase defines which of the following techniques?

a. Fast tracking
b. Crashing
c. Resource leveling
d. All of the above

Answer 7

b. Crashing

The best answer choice is B because crashing can provide schedule compression but typically results in increased project costs.

Question 8

8) Brenda is working on a network diagram for her project schedule on a project management textbook her company is publishing. Her writers are working on the text and she wants to get the available drafts to her editors as soon as possible. She has determined that it is not necessary for the writers to complete the entire draft before the editors begin. How should Brenda show this relationship on her network diagram?

a. FS
b. SS
c. FS + 1
d. SF

Answer 8

b. SS

The best answer choice is B. Although Brenda can supply her editors with the partial manuscript and have them begin editing before the manuscript is complete, this should be shown as a Start‐to‐Start relationship because the editors cannot begin their work before the writers have started their work. If Brenda wished to wait until the manuscript was complete before giving it to her editors, this would be shown as a Finish‐to‐Start relationship.

Question 9

9) As the project manager for a software development project, you are in the process of estimating the activity durations for the coding portion. The project requirements specify that the software coding is targeted at 1,000 lines of code. The person responsible for the coding informs you that she is usually capable of writing 1,000 lines of code in approximately 9 days. If she is busy with other projects, it could take up to 12 days to write the same amount of code. If things are going great with no interruptions, she can accomplish the same production level in only 6 days. Based on her estimates, and using the beta distribution model of three‐point estimating, what is the activity duration for writing 1,000 lines of code?

a. 8 days
b. 16 days
c. 12 days
d. 9 days

Answer 9

d. 9 days

The best answer choice is D. The formula for beta distribution in three‐point estimating is tE = (tO + 4tM + tP) / 6, which equates to [6 + (4 × 9) + 12] / 6 or (6 + 36 + 12) / 6 = 9

Question 10

10) Activities are the actions needed to create the deliverables. Activity attributes can include which of the following?

a. Constraints and assumptions
b. Milestones
c. Certification requirements
d. Delphi

Answer 10

a. Constraints and assumptions

Multiple activity attributes can be associated with each scheduled activity that may be included within the activity list. Activity attributes include activity identifier or code (usually an extension from the WBS numbering scheme); activity description; predecessor and successor activities; logical relationships; leads and lags; imposed dates; constraints; assumptions; required resources and skill levels; geographic location of performance; and the type of effort.

Question 11

11) Which of the following should be included in the project charter?

a. The communication plan
b. The business need the project will address
c. The unidentified risks
d. The stakeholder management plan

Answer 11

b. The business need the project will address

The best answer choice is B. The project begins with a business need, which should be included in the project charter.

Question 12

12) Xavier is concerned with the project schedule and needs to perform some analysis. Which of the following tools and techniques should he consider for his analysis?

a. CPI and CV
b. SV and SPI
c. EV and PV
d. AC and BAC

Answer 12

b. SV and SPI

The best answer choice is B. Tools used in the variance analysis activity for the Control Schedule process include Schedule Variance (SV) and Schedule Performance Index (SPI).

Question 13

13) Sharon is managing a new project and has just completed her calculations for SV and SPI. Both calculations have resulted in numbers greater than 1.0. Based on this result, what is the status or Sharon’s project at the present time?

a. Ahead of schedule
b. Behind schedule
c. On schedule
d. Over budget

Answer 13

a. Ahead of schedule

The best answer choice is A. When calculating Schedule Variance (SV) and Schedule Performance Index (SPI) a resulting number greater than one indicates the project is ahead of schedule. 1.0 means it is on schedule. A number less than 1.0 indicates behind schedule.

Question 14

14) The schedule management plan can be high‐level with only a few paragraphs, or the plan can be quite detailed, containing all of the following EXCEPT

a. Scheduling software
b. Guidelines for establishing and using contingency reserve
c. Estimating methods
d. Six Sigma tools and techniques

Answer 14

d. Six Sigma tools and techniques

Six Sigma is a set of techniques and tools for process improvement.

Question 15

15) Pamela is working on her project schedule. She is including all of the work packages from the WBS and developing a network diagram. She has determined the longest path through the project resulting in the shortest duration. What has she determined?

a. The critical chain
b. The critical path
c. The milestone list
d. The free float and total float

Answer 15

b. The critical path

The best answer choice is B. The critical path is the sequence of activities representing the longest path through the project, which determines the shortest duration.

Question 16

16) Which of the following allows the project team to place buffers on any project schedule path to allow for limited resources?

a. Critical Path Method
b. Critical Chain Method
c. Fast‐tracking
d. Resource leveling

Answer 16

b. Critical Chain Method

The best answer choice is B. The critical chain method uses buffers to allow for project uncertainties.

Question 17

17) The skill levels of human resources, geographic location of where work will take place, and corporate calendars are all components of a

a. Project management plan
b. Network diagram
c. Precedence diagram
d. Resource calendar

Answer 17

d. Resource calendar

A resource calendar can be quite complex. Information you might compile for a resource calendar includes the skill levels of human resources, geographic location of work, resource availability, corporate calendar, and constraints on the number of hours per day a resource can be used.

Question 18

18) What allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties?

a. Reserve analysis
b. Critical chain methodology
c. Padding
d. Backward pass

Answer 18

b. Critical chain methodology

Critical chain methodology is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.

Question 19

19) Val is busy determining the activity durations on her project. One of her team members has been assigned the work package involving the printing of a 3‐part sequential mailing to potential prospects for their client’s photographic services. The team member informs Val that she estimates the time required to be 4 days. However, if her work load changes, the time could expand to 6 days. It is possible that she could get the work done in 2 days if everything goes as planned and there are no glitches with the mailing lists. If Val uses the 3 ‐point estimating technique. She has decided to use both the triangular distribution and the beta distribution methods. What results will Val come up with by using 2 two methods?

a. Beta: 4. Triangular: 3
b. Beta: 4. Triangular: 4
c. Beta: 3. Triangular: 4
d. Beta: 5. Triangular: 4

Answer 19

b. Beta: 4. Triangular: 4

The best answer choice is B. Both methods result in the same answer.

Question 20

20) What is meant by free float?
a. 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.
b. The latest possible point in time when uncompleted portions of a schedule activity can finish based on the schedule network logic.
c. The earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic.
d. The amount of time a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

Answer 20

d. The amount of time a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

Float is the difference between the late and early dates. Free float is the amount of time a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

Question 21

21) What are the four inputs to plan schedule management?
a. Project management plan, project charter, EEFs, organizational process assets
b. Project charter, WBS, SOW, EEFs
c. SOW, product scope, requirements documents, acceptance criteria
d. Project management plan, project charter, project assumptions, project constraints

Answer 21

a. Project management plan, project charter, EEFs, organizational process assets

The first steps in developing your schedule is planning how you will identify, sequence, resource, and estimate the work. You will document this information in a schedule management plan. The four inputs are the project management plan, the project charter, the enterprise environmental factors (EEFs), and the organizational process assets.

Question 22

22) Inputs for developing a schedule include the schedule management plan; activity list, attributes and duration; resource calendars, resource breakdown structure, and

a. Network diagram
b. Project charter
c. Statement of work
d. Cost estimates

Answer 22

a. Network diagram

To develop a schedule, all the schedule data is combined into a scheduling tool. To begin this process, you take outputs from all the previous scheduling processes: schedule management plan, activity list, activity attributes, activity resource requirements, resource calendars, activity duration estimates, resource breakdown structure, and network diagrams.

Question 23

23) What is reserve analysis
a. An analytical technique to establish a reserve for schedule duration, budget, estimated costs, or funds for a project
b. The practice of adding extra time to a schedule to account for unknown variables
c. An analytical technique that breaks a project down into best, most likely, and worst case scenarios
d. A mathematical model used to determine project duration

Answer 23

a. An analytical technique to establish a reserve for schedule duration, budget, estimated costs, or funds for a project

Reserve analysis is an analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.

Question 24

24) Joan is managing a new project tasked with creating, developing, and launching a new social media site on the Internet. There is a lot to do, and it appears to be an overwhelming task with multiple phases of work and deliverables. In order to get a better idea of the overall scope, Joan has decided to concentrate on the work that needs to be accomplished in the near term, plan that work out in detail, and develop a lesser degree of detail for the work that will be accomplished in the future. What type of iterative planning technique is Joan using?

a. Monte Carlo simulation
b. Rolling stone planning
c. Progressive iteration
d. Rolling wave planning

Answer 24

d. Rolling wave planning

The best answer choice is D. Joan is using an Iterative process and a form of progressive elaboration known as rolling wave planning, in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.

Question 25

25) Tom is working in a weak matrix organization and is managing a new project. He is experiencing some issues with resource availability coinciding with his resource requirements at specific times in the project execution. After considering his options, and realizing he does not have any additional budget to use for acquiring more human resources, Tom has decided to optimize the resources he has. Which of the following methods would be most appropriate based on this scenario? a. Crashing b. Update schedule baseline c. Resource leveling d. Update project budget

Answer 25

c. Resource leveling The best answer choice is C. Because resource availability is typically low in a weak matrix organization, resource leveling is Tom's best because critical resources are only available at certain times.

Question 26

26) Critical path and critical chain are two terms related to a. Scheduling tool b. Schedule data c. Scheduling methodology d. Schedule model

Answer 26

c. Scheduling methodology Scheduling methodology refers to the method used to build a schedule. Critical path and critical chain are two common methodologies.

Question 27

27) You decide to test two software components at the same time instead of sequentially. In addition, you're changing the dependencies on some other tasks from a finish‐to‐start to a finish‐to‐finish with a lag. What type of technique are you using? a. Crashing b. Fast‐tracking c. Resource leveling d. What‐if scenario analysis

Answer 27

b. Fast‐tracking Doing activities in parallel instead of sequentially is an example of fast‐tracking.

Question 28

28) In a project to produce a concert, the activities of publicity and ticket sales are arranged so that as soon as Bill begins publicizing the concert, the tickets can go on sale. This is an example of what kind of relationship? a. Start‐to‐Finish b. Finish‐to‐Finish c. Finish‐to‐Start d. Start‐to‐Start

Answer 28

d. Start‐to‐Start The start of the ticket sales is dependent on the start of the publicity.

Question 29

29) What is a milestone? a. A summary of the project schedule b. A list of project constraints c. A significant point or event in a project, program, or portfolio d. Documentation of the defined activities

Answer 29

c. A significant point or event in a project, program, or portfolio Milestones are the significant points or events in a project, program, or portfolio.

Question 30

30) Which of the following choices best defines the sequence of activities that represents the longest path through a project and determines the shortest possible duration? a. Earned Value calculation b. Critical chain c. Critical path d. WBS

Answer 30

c. Critical path The best answer choice is C because critical path is the term described in the question.

Question 31

31) “I can't begin laying the deck planks until the deck framework is done.” This is an example of which kind of dependency? a. Discretionary b. Finish‐to‐Start c. Mandatory d. Start‐to‐Start

Answer 31

c. Mandatory The planks need to rest on the framework. Therefore, the nature of the word dictates that the framework comes before the planks.

Question 32

32) You've been assigned a project that is in the concept phase. You have a high‐level understanding of the requirements, and the WBS is decomposed only to Level 2. You have done this type of project before. The sponsor wants an initial timeline: nothing detailed, just milestone dates. What technique should you use to provide the duration estimate? a. Analogous estimating b. Parametric estimating c. Three‐point estimating d. Monte Carlo simulation

Answer 32

a. Analogous estimating Analogous estimating is used for projects during the early phases when there aren't a lot of details.

Question 33

33) You want to categorize your people, equipment, materials, and supplies by type and skill level so you can get an overview of all the types of resources you need for the project. What is a good way to document this? a. A resource traceability matrix b. A resource calendar c. A project resource diagram d. A resource breakdown structure

Answer 33

d. A resource breakdown structure The Resource Breakdown Structure identifies categories of resources and then decomposes them into types, skill levels, or other subcategories as appropriate.

Question 34

34) Which of the variance analysis tools and techniques listed below are included in the Control Schedule process? a. EV and AC b. SV and SPI c. RAM and RBS d. CV and CPI

Answer 34

b. SV and SPI The best answer choice is B. Schedule Variance (SV) and Schedule Performance Index (SPI) are variance analysis tools and techniques used in the Control Schedule process.

Question 35

35) In addition to identifying variances, performance reviews should also address a. Who should be held responsible for the variance b. The cost of taking corrective action c. How to communicate the variance to the client d. The root cause of the variance

Answer 35

d. The root cause of the variance Performance reviews shouldn't just identify variances. They should also address the root cause of the variance and whether corrective or preventive actions are desired or even possible.

Question 36

36) Your project sponsor has asked you what the impact on the schedule would be if one of the resources on your team was pulled off and put on another project. What technique should you use to determine the impact? a. Variance analysis b. What‐if scenario analysis c. Fast‐tracking d. Resource leveling

Answer 36

b. What‐if scenario analysis A what‐if scenario analysis will show how the schedule will be affected by losing the resources.

Question 37

37) Which of the following statements about developing a schedule is true? a. The schedule is frequently accepted as long as the activity, resource, and duration estimates are accurate b. The schedule is often progressively elaborated using rolling wave planning c. A schedule can be developed using only the duration estimates d. The baseline schedule is used to track and manage the day to day work.

Answer 37

b. The schedule is often progressively elaborated using rolling wave planning Rolling wave planning allows more detail to be added to the schedule as it becomes known. Often on long term projects the details of upcoming work are not known until 60‐90 days prior to the work starting.

Question 38

38) Which of the following are outputs of the Control Schedule process? a. Schedule forecasts b. Work performance data c. Project calendars d. Schedule data

Answer 38

a. Schedule forecasts The best answer choice is A because all of the other choices are inputs to the Control Schedule process.

Question 39

39) The PMO at your organization requires project managers to use the Critical Path Method to create their project schedules. Which of the following best describes this requirement? a. Enterprise environmental factor b. Organizational process asset c. Project scheduling methodology d. Projectized organizational structure

Answer 39

c. Project scheduling methodology The best answer choice is C because the Critical Path Method represents a project scheduling methodology.

Question 40

40) When a predecessor activity must finish before the successor can begin, this is known as what type of logical relationship? a. Finish‐to‐Finish b. Start‐to‐Start c. Finish‐to‐Start (FS) d. Start‐to‐Finish

Answer 40

c. Finish‐to‐Start (FS) FS is the most common type of logical relationship. The predecessor activity must finish before the successor can begin.

Question 41

41) When conducting a backward pass, take the early finish date of the last activity in the network, subtract the duration and ________ to establish the late start for the last activity in the project. a. Add 1 b. Subtract 1 c. Multiply by 2 d. Divide by 2

Answer 41

a. Add 1 Subtract the duration and add 1 to establish the late start for the last activity in the project. Remember, because you start the project at Day 1, instead of Day 0, you need to add the 1 day back in to get accurate dates.

Question 42

42) Based on some schedule revisions you made, Joe is now working 65 hours during Week 1, 12 hours during Week 2, and 30 hours during Week 3. What technique should you use to allocate Joe's time better? a. Crashing b. Fast‐tracking c. What‐if scenario analysis d. Resource optimization

Answer 42

d. Resource optimization Use resource optimization to even out Joe's schedule.

Question 43

43) Bringing in more resources, working overtime, and paying to expedite deliverables are all ways of accomplishing a. Forward passing b. Crashing c. Fast tracking d. Resource optimization

Answer 43

b. Crashing Crashing looks for cost/schedule trade‐offs to get the most schedule compression for the least amount of money. Some common ways of accomplishing this include bringing in more resources, working overtime, and paying to expedite deliverables.

Question 44

44) What is an external dependency? a. A relationship that is contractually required or inherent in the nature of the work b. A relationship that is established based on knowledge of best practices c. A relationship between project activities and non‐project activities d. A relationship between project activities or resources

Answer 44

c. A relationship between project activities and non‐project activities An external dependency is a relationship between project activities and nonproject activities.

Question 45

45) Clara is trying to determine whether her project will finish on time. She is trying to determine whether she is ahead or behind schedule at this point in time. Which of the following calculations should Clara perform? a. EV b. TCPI c. CPI d. SV

Answer 45

d. SV The best answer choice is D. Clara is calculating the Schedule Variance (SV), which measure the amount by which the project is ahead or behind the planned delivery date.

Question 46

46) The process of estimating activity resources is very closely linked to what other process? a. Developing the project charter b. Planning scope management c. Defining scope d. Estimating costs

Answer 46

d. Estimating costs Estimating activity resources is very closely linked to the Estimate Costs process. The cost of resources can drive how you perform the project.

Question 47

47) There is an issue with your project schedule. As the project manager, you need to determine whether you need to initiate a change request, take corrective action, or implement a preventive action. From the following options, select the answer that led you to believe there was an issue with the schedule. a. Activity resources b. Earned Value c. Planned value d. Schedule data

Answer 47

d. Schedule data The best answer choice is D because it is the only option that is an input to the Control Schedule process.