Manage Schedule and Manage Quality Flashcards
You are the project manager for a large government services company. You are currently managing a project to provide data center, infrastructure, cloud and co-location, recruiting, staffing, training, software, and technology security services. What is the ideal percentage of project work to be measured using the Level of Effort approach?
A. 15%
B. 0%
C. 24%
D. 14%
Answer: B
Process - Task 6 - Manage Schedule
Having zero LOE should be a planning goal. Level of effort work measures drive the project EVM Data toward an on-schedule condition and thus reduce the accuracy of schedule performance data.
A project is in the execution phase. Based on the originally approved blueprint, 1,000 products were developed. The project team randomly chooses 100 products to evaluate against the quality plan. What is the project team undertaking?
A. Control procurement
B. Statistical sampling
C. Process audit
D. Quality assurance
Answer: B
Process - Task 7 - Manage Quality
Statistical sampling involves choosing part of a population of interest for inspection (for example, selecting 10 engineering drawings at random from a list of 75). The sample is taken to measure controls and verify quality. Sample frequency and sizes should be determined during the Plan Quality Management process. PMBOK Guide Sixth Edition (2017), 8. Project Quality Management / 8.3.2 Quality Control: Tools and Technics, pp302-303
Steven is a new project manager in your organization. He is currently in the Manage Quality process of his project. He is confused on the difference between the Manage Quality and Control Quality processes. He wants his project to be successful, so he seeks out your advice. What is the main difference between the Manage Quality and Control Quality processes?
A. Inspections are used during Manage Quality and Audits are used during Control Quality
B. Audits are used during Manage Quality and Inspections are used during Control Quality
C. There is no definitive difference between the two processes
D. Control Quality is focused on processes, while Manage Quality is focused on the product
Answer: B
Process - Task 7 - Manage Quality
Answer choice B is correct because the technique of audits are used in Manage Quality, which is process-focused and Control Quality is product-focused, which uses inspections.
You and the Project Management team are in the middle of creating the schedule management plan and are having a debate about the difference between the schedule model and project schedule. As a project manager, what is the best way to describe the difference?
A. The project schedule is an output of the schedule model that uses CPM, artifacts, durations, and dependencies
B. The schedule model uses CPM, durations, dependencies and other factors to create a project schedule with linked activities, milestones, and resources
C. The schedule model is the dynamic schedule produced by the project schedule after applying CPM and Critical Chain
D. The schedule model uses CPM to create the project schedule during the development of the schedule management plan
Answer: B
Process - Task 6 - Manage Schedule
The schedule model is typically created using software such as MS Project. The model uses the CPM, durations, dependencies, and other planning information to create the schedule model. The project schedule is an output of the schedule model that presents lined activities with planned dates, durations, milestones, and resources.
You are the project manager for a large food and beverage company. You are currently managing a project which distributes and imports craft beer, mead, and cider. You have a critical payment milestone that needs to be in your schedule. To make this important event more easily managed, you might place which dependency on it?
A. Start no later than
B. Mandatory start
C. Finish no later than
D. Resource leveling
Answer: C
Process - Task 6 - Manage Schedule
Finish no later than may be used to ensure an important date is hit.
You are measuring quality on your project. Which of the following confidence levels equals 3 and 6 sigma, respectively?
A. 99.999% and 99.73%
B. 95% and 99.999%
C. 99.73% and 99.999%
D. 68% and 95%
Answer: C
Process - Task 7 - Manage Quality
Sigma (also known as standard deviation) represents variation from the mean. Sigma percentages are as follows: 1 sigma = 68%, 2 sigma = 95%, 3 sigma = 99.73%, 6 sigma = 99.999%.
This output of the Define Activities process should contain all the scheduling activities that will be performed for the project, with a scope of work description of each activity and an identifier code.
A. Milestone List
B. Activity List
C. WBS Dictionary
D. Resource Calendar
Answer: B
Process - Task 6 - Manage Schedule
The Activity List contains all the activities of the project and a description of each activity. The Milestone List is an output of Define Activities, however, it outlines major accomplishments and documents whether the milestones are mandatory or optional. The remaining choices are not outputs of the Define Activities process.
You are managing an important telecommunications project for a large international client. Your customer is risk adverse and very concerned with an on time delivery. You have had some setbacks with your schedule and your analysis tells you there is negative float on the critical chain. Your project sponsor has asked for an update on schedule performance. What will you tell her, and what might you do to effectively lead the project?
A. The next scheduled activity will take less time to finish and you should proceed with no changes.
B. The project will finish earlier than planned and you should offer to release resources early.
C. The critical path work is ahead of schedule but the other work is behind schedule, so you should allocate reasons to non-critical path tasks as long as the critical path is not altered.
D. The project is behind schedule and suggest that you crash some activities on the critical path.
Answer: D
Process - Task 6 - Manage Schedule
Negative float along the critical chain means you are behind schedule and will finish late unless you can make up the time that has been lost on critical path activities. Since the client is risk adverse you should seek additional funding to crash critical path tasks to shorten the duration of the project.
You are managing a project to create a new line of energy efficient windows. Your project sponsor has asked why you are using control charts instead of quality checklists to measure quality problems. You explain to him that control charts are used for which of the following?
A. monitoring and evaluating process variations
B. determining the mean and acceptable range of the variance
C. controlling project costs
D. controlling project delays
You are managing a project to create a new line of energy efficient windows. Your project sponsor has asked why you are using control charts instead of quality checklists to measure quality problems. You explain to him that control charts are used for which of the following?
A. monitoring and evaluating process variations
B. determining the mean and acceptable range of the variance
C. controlling project costs
D. controlling project delays
During an iteration, Task 1 cannot be completed on time due to unexpected challenges. Another team within the project is depending on timely completion of Task 1 in order to fulfill their part of the project. How should the project manager resolve this issue?
A. Meet with both teams separately, and ask them to figure out a way to meet the required deadlines and complete the project on time.
B. Meet with the product owner to reprioritize the iteration backlog, so that it does not impact other teams or obligations.
C. Increase the number of team members for the project team and increase the iteration length, ensuring that the work will be completed according to schedule.
D. Let team members know you want them to do their best under difficult circumstances, and make sure to note the iteration’s challenges in lessons learned.
Answer: B
Process - Task 6 - Manage Schedule
Hybrid approach might also involve evaluating iteration backlog items priorities to resolve time constraints. PMBOK Guide Sixth Edition (2017), 6. Project Schedule Management / 6.6 Control Schedule, 224. The Agile Practice Guide (2017), 5. Implementing Agile: Delivering in an Agile Environment/5.3 Troubleshooting Agile Project Challenges, 58
A project manager develops a project management plan and schedule based on an agreed-upon project lifecycle of 16 months. Later, due to changing business requirements, the project manager receives a request for completion within 9 months. How should the project manager respond to this proposed change in the timeline?
A. Work with key stakeholders to identify project requirements that could be reduced.
B. Immediately ask project team members to increase the pace of each task within the project.
C. Ensure that substantial scope creep is included in the original project schedule, so that revised deadlines can be met.
D. Meet individually with project team members to discuss how aspects of the project can be completed more quickly than planned.
Answer: A
Process - Task 6 - Manage Schedule
To execute the project quickly, the project team should discuss the whole scope together and find a way to complete tasks at the individual level within a short time. Through the discussion, many tasks could be bypassed from the base tasks, and new tasks can be identified, which might help the project to reduce the total time frame of the project. This is an agile mindset of the project manager, by which a better value can be served in terms of time. Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki, Chapter 12 / Most of the solution is clearly known
Your Agile team will be delivering a payroll function at the end of this sprint and are following mandatory tax guidelines to ensure appropriate payroll deductions are taken. This guideline is best referred to as:
A. Industry standard
B. De facto regulation
C. De jure regulation
D. IRS regulations
Answer: C
Process - Task 7 - Manage Quality
Since your team is following mandatory guidelines this is best referred to as a De jure regulation (a regulation that is mandated by law). De facto regulations are widely accepted. Industry standards are best practices. The IRS option is a distractor. PMI Authorized PMP Exam Prep Student Guide/ Page 104
You are a project manager in the building industry. You have been assigned to a high visibility construction project building the downtown sports arena. Timelines are tight and the opening cannot be delayed. You are in the steering committee meeting presenting your latest project performance report. You just presented the CPI is 1.1 and the SPI is 0.87. Which of the following is the next logical piece of information you should share?
A. Forecasted project completion
B. Current status of risks, issues and team related problems which has caused the schedule to be delayed.
C. Work completed during reporting period and why the project is ahead of schedule.
D. Outstanding issues which have caused the project to go over budget.
Answer: A
Process - Task 6 - Manage Schedule
Cost Performance Index (CPI) and Schedule Performance Index (SPI) show project progress against the plan. The next logical piece of information should be the forecast to the project completion called Estimate To Complete (ETC) and Estimate At Completion (EAC). In a steering committee meeting, which would include key stakeholders, you would not share information at the grass-roots level of answer choices B and D. The project is behind of schedule and under budget, so which makes choices C and D incorrect.
Cost Performance Index (CPI) and Schedule Performance Index (SPI) show ?
Cost Performance Index (CPI) and Schedule Performance Index (SPI) show project progress against the plan.
You are the project manager for a biotech company. You are working with a challenging client who likes to add requirements throughout the execution of the project. Previous projects have been late and over budget due to the dynamic nature of client requirements. Scope creep is a real issue with this client. Which of the following documents would prevent scope creep on work packages?
A. Work breakdown structure
B. Statement of work
C. Work authorization system
D. WBS dictionary
Answer: D
Process - Task 7 - Manage Quality
The WBS dictionary provides a detailed description of the work to be performed for each work package. A clearly defined WBS dictionary would help prevent scope creep on work packages.
One of your team members unfamiliar with quality has read through the Quality Management Plan. After reading it, he comes to you with a concern. The concern is that the product is mentioned as being low grade and he wonders what that means in terms of quality. You advise him:
A. You will immediately report this to the sponsor
B. Low grade is typically not a problem, low quality is
C. You will investigate as all products must be high grade and high quality
D. Low quality is okay as long as the grade is high
Answer: B
Process - Task 7 - Manage Quality
Grade is a category assigned to deliverables having the same functional use but different technical characteristics. If you have a standard definition TV and a high definition TV, those are different grades, and that is perfectly fine. Remember, low quality is never okay.
Which of the following XP practices improves product quality by allowing all developers to add functionality, fix bugs, improve designs, and refractor?
A. Coding standard
B. Pair Programming
C. Test driven development
D. Collective code ownership
Answer: D
Process - Task 7 - Manage Quality
Option D is correct. Collective code ownership is an XP practice that allows the product code to benefit from the attention of all programmers. This removes bottlenecks for tasks such as adding functionality, fixing bugs, improving designs, and refactoring.
Before any coding has begun you have gathered all team members together to discuss the acceptance criteria for the product. You plan to have the team develop and define automated acceptance criteria then write just enough code to conduct the automated tests. What is this concept called?
A. ANN
B. ATDD
C. AT
D. TTD
Answer: B
Process - Task 7 - Manage Quality
ATDD stands for Acceptance Test Driven Development read more about it in the Agile Practice Guide on page 56. Test tip: make sure to know all approved acronyms in the PMBOK Guide p. 696 and Agile Practice Guide p. 149.
You are preparing a graph to show the relationship between a dependent variable and an independent variable. What type of diagram are you using?
A. Cause-and-effect diagram
B. Control chart
C. Flowchart
D. Scatter diagram
Scatter diagrams use an independent and a dependent variable and display the relationship between these two elements as points on a graph.
__ __ use an independent and a dependent variable and display the relationship between these two elements as points on a graph.
Scatter diagrams use an independent and a dependent variable and display the relationship between these two elements as points on a graph.
All of the following are data representation techniques in Quality Assurance except:
A. Cause-and-effect diagrams
B. Scatter diagrams
C. Affinity diagrams
D. Root cause analysis (RCA)
Answer: D
Process - Task 7 - Manage Quality
Data representation techniques display graphic representations used to convey data and information. A, B, and C are all data representation techniques in Manage Quality while D, root cause analysis, is a data analysis technique used to determine the basic underlying reason that causes a variance, defect or risk.
Root cause analysis, is a __ __ technique used to determine the basic underlying reason that causes a variance, defect or risk.
root cause analysis, is a data analysis technique used to determine the basic underlying reason that causes a variance, defect or risk.
Cause-and-effect diagrams, Scatter diagrams, Affinity diagrams are all data representation techniques in __ __?
Manage Quality
A basic research project has the goal of reducing the minimum feature dimension of integrated circuits by 200 times. What is the significance of earned value management in this scenario?
A. It should not be applied to the project
B. It should be used to track the team’s technical progress in meeting the research goal
C. It should only compare planned and actual costs
D. It should only measure the cost and schedule performance for the project’s key events and deliverables
Answer: D
Process - Task 6 - Manage Schedule
Since this is a pure research project with a goal, not a requirement, we may never achieve the goal. Therefore, EV should not be based on the goal but rather the team’s ability to meet the schedule for producing the report and meeting key schedule milestones.
You are managing a project to install 10 new desktop computers. You know from past experience it takes about 30 minutes to accomplish this task. Since you are installing 10 new computers, you estimate this activity to take 5 hours. Which of the following estimating techniques have you used?
A. Bottom-up estimating
B. Analogous estimating
C. Parametric estimating
D. Three-point estimating
Answer: C
Process - Task 6 - Manage Schedule
Parametric estimating is a quantitatively-based estimating method that multiplies the quantity of work by the work rate. In this question, 10 computers multiplied by 30 minutes per computer gives you 300 minutes or a 5-hour total duration estimate. It is similar to analogous estimating in that it also relies on historical information, however, it involves scaling the figures to fit the size and scope of the current projection.
Your lead engineer estimates that a work package will most likely require 50 weeks to complete. It could be completed in 40 weeks if all goes perfectly, but it could also take 180 weeks in the worst case. What is the PERT estimate for the expected duration of the work package (using the traditional Beta distribution)?
A. 65 weeks
B. 70 weeks
C. 75 weeks
D. 80 weeks
Answer: B
Process - Task 6 - Manage Schedule
PERT (using beta distribution) = (O + P + 4ML) / 6, (40 + 180 + 4*50) / 6; 420 / 6 = 70
Which of the following is an appropriate tool to assess project performance?
A. Audit
B. Resource histogram
C. Benchmarking
D. Trend analysis
Answer: C
Process - Task 7 - Manage Quality
Benchmarking involves comparing actual or planned performance to those of similar projects to identify performance improvements. Comparing project performance to benchmark performance on similar projects is the best option listed for assessing project performance.
A project manager is uncertain about the duration of a new product and consults several groups of subject matter experts (SMEs). The first group advises that development can be finished in 40 days. The second group identifies some risks that could make the duration take up to 60 days. The third group proposes a new development method that can shorten the time to 20 days. What is the estimated development duration for the new product?
A. 20
B. 40
C. 60
D. 30
Answer: B
Process - Task 6 - Manage Schedule
Using 3 point estimating, (either PERT or simple average) this delivers an estimate of 40. PMBOK Guide Sixth Edition (2017), 6. Project Schedule Management / 6.4.2.4 Three-point Estimating, p201
Your project has an optimistic estimate of 20 weeks, a most likely estimate of 25 weeks and a pessimistic estimate of 38 weeks. What is the standard deviation of the estimate?
A. 26.3
B. 13.8
C. 3
D. 7.5
Answer: C
Process - Task 6 - Manage Schedule
Standard Deviation = (Pessimistic - Optimistic) / 6; Standard Deviation = (38-20) / 6; Standard Deviation = 3
You are the project manager on a large international project. Due to unexpected labor disputes and material delivery delays you find yourself behind schedule. You request the functional manager assign a more experienced and expensive resource to a critical path task since the schedule is slipping. What are you attempting to do?
A. Fast tracking
B. Crashing
C. Resource leveling
D. Staffing plan
Answer: B
Process - Task 6 - Manage Schedule
Crashing is when you throw additional or better resources at the project to get it done faster. Adding an experienced resource to a critical path task to shorten the project’s schedule is an example of crashing, which often increases costs. Fast tracking involves re-sequencing what would otherwise be sequential activities to parallel (which can increase risk).
You are a Project Manager for a project oriented organization. It is the middle of the work week, and you have been pulled into an impromptu meeting with a client that you have never worked with before. You have been asked to come up with a quick estimate by the end of the week for a software implementation project. After asking a few questions you realize that this project sounds very similar in both size and scope to 2 other projects you have managed in the last couple of years. You say you will have no problem in delivering the estimate by the end of the week. What estimating type would you most likely employ in this case?
A. Parametric Estimating
B. Three Point Estimating
C. Bottom Up Estimating
D. Analogous Estimating
Answer: D
Process - Task 6 - Manage Schedule
Since you have performed 2 very similar projects in the past and since a quick estimate is needed (not detailed and accurate) and due to the timing constraints, it makes the most sense for you to rely upon the information from the prior projects in creating your estimate (Analogous Estimating). Parametric Estimating also refers to past experiences but makes modifications based on different size, scope, etc. Here we know the size and scope are the same, so we can simply plug in our numbers from past projects.
Resource leveling is best described by which of the following?
A. Reduces the time needed to do the project
B. Increase the total time necessary to do all the tasks
C. Schedule decisions that are driven by resource constraints
D. Reduces resources to the lowest skill level that is acceptable
Answer: C
Process - Task 6 - Manage Schedule
Resource leveling is a form of schedule network analysis in which schedule decisions are driven by limited resource availability. Essentially, you are rescheduling some of the work to ensure that scarce resources are properly utilized when needed but are not forced to work extremely long hours during certain periods when they are needed most.
You are in charge of a PMO. You are creating a class of project management estimating tips and tricks. Which of the following is not a tool and technique used in Estimate Activity Durations?
A. Reserve analysis
B. Meetings
C. Critical path method
D. Bottom-up estimating
Answer: C
Process - Task 6 - Manage Schedule
The tools and techniques of the Estimate Activity Durations process are expert judgment, analogous estimating, parametric estimating, three point estimates, bottom-up estimating, and data analysis (which includes alternatives and reserve analysis), decision-making techniques and meetings. Critical Path Method is a tool and technique used in the Develop Schedule process.
Critical Path Method is a tool and technique used in the __ __process.
Critical Path Method is a tool and technique used in the Develop Schedule process.
Your project team is preparing for a progress review with senior management, who are particularly concerned with the progress of the project relative to the schedule. Which of the following would be an appropriate tool to assist you in reporting the project status?
A. Schedule Network diagram
B. GANTT chart
C. Pareto diagram
D. Milestone chart
Answer: D
Process - Task 6 - Manage Schedule
The correct answer is choice D. A milestone chart would be a useful tool in providing a status report to senior management regarding schedule progress. Choice A is wrong because a schedule network diagram merely shows interdependencies between various activities. Choice B is wrong because a Gantt chart shows progress on an activity-by-activity basis, which is probably too granular to review with senior management. Choice C is wrong because a Pareto diagram is used to identify those few variables that cause most of the defects, and thus is not a relevant tool for providing a status report.
A __ __ would be a useful tool in providing a status report to senior management regarding schedule progress.
A milestone chart would be a useful tool in providing a status report to senior management regarding schedule progress.
__ __ __ merely shows interdependencies between various activities.
schedule network diagram merely shows interdependencies between various activities.
__ __ shows progress on an activity-by-activity basis, which is probably too granular to review with senior management.
Gantt chart shows progress on an activity-by-activity basis, which is probably too granular to review with senior management.
__ __ is used to identify those few variables that cause most of the defects, and thus is not a relevant tool for providing a status report.
Pareto diagram is used to identify those few variables that cause most of the defects, and thus is not a relevant tool for providing a status report.
After a study of the work processes on the project, a quality audit team reports to the project manager that irrelevant quality standards were being used for one of the WBS components in the project, which might lead to rework. What process would the project manager use in initiating this study?
A. Control quality
B. Plan Quality Management
C. Validate Scope
D. Manage Quality
Answer: D
Process - Task 7 - Manage Quality
A) Verifying the work results meet the required specifications is a Control Quality activity. B) Determining quality standards is a planning activity. C) Validating scope involves formally accepting the deliverables. D) Determining the ongoing validity of quality standards followed by the project is a Manage Quality activity.
Verifying the work results meet the required specifications is a __ __ __.
Verifying the work results meet the required specifications is a Control Quality activity.
Determining quality standards is a __ __.
Determining quality standards is a planning activity.
__ __ involves formally accepting the deliverables.
Validating scope involves formally accepting the deliverables.
Determining the ongoing validity of quality standards followed by the project is a __ __ __.
Determining the ongoing validity of quality standards followed by the project is a Manage Quality activity.
The key benefit of quality assurance is it increases the probability of meeting the quality objectives and identifying ineffective processes and causes of poor quality. As such, it falls under the:
A. Cost of Non-conformance in the Cost of Quality methodology
B. Six Sigma methodology
C. Cost of Conformance in the Cost of Quality methodology
D. Lean Six Sigma methodology
Answer: C
Process - Task 7 - Manage Quality
The Cost of Quality considers the cost of both conformance (money spent to avoid failures) and non-conformance (money spent because of failures.) Quality assurance falls under the cost of conformance category in the Cost of Quality methodology.
The __ __ __ considers the cost of both conformance (money spent to avoid failures) and non-conformance (money spent because of failures.)
The Cost of Quality considers the cost of both conformance (money spent to avoid failures) and non-conformance (money spent because of failures.)
__ __ falls under the cost of conformance category in the Cost of Quality methodology.
Quality assurance falls under the cost of conformance category in the Cost of Quality methodology.
While collecting data according to your quality management plan, the measurements are tightly clustered around the mean in a random pattern. A new team member approaches you stating a change request is necessary to bring the project back into alignment with the scope. As the project manager how should you proceed?
A. Identify the root cause of the variation then submit a change request
B. Have the employee identify the root cause, implement a change request, submit to change control board
C. Take no action, this is expected
D. Conduct a root cause analysis, this is considered out of control on a control chart
Answer: C
Process - Task 7 - Manage Quality
When measurements are clustered around the mean this is normal as long as they are within designated upper and lower control limits. This is known as common cause where random measurements around the mean are normal. These are also known as random causes.
When should a schedule baseline be created in the project?
A. At the end of the project, then used to compare schedule performance to planned results
B. When the Charter is created
C. Periodically throughout the project
D. After the scope baseline is created and required resources are estimated
Answer: D
Process - Task 6 - Manage Schedule
The schedule baseline can only be created once the complete scope is identified and the resource estimates are completed (otherwise you would have no way of estimating activity durations). The baseline will then be used to gauge schedule performance throughout the project.
In an urgent meeting, management has decided that the project live date needs to be moved forward by 2 months and has asked you to do whatever it takes to reduce the schedule to meet this new deadline. Under the circumstances, you immediately approve unlimited overtime for the entire team and request the addition of external resources. However, you are worried about team burnout. The tool or technique you are employing is:
A. Resource Leveling
B. Fast-Tracking
C. Crashing
D. Forward Pass
Answer: C
Process - Task 6 - Manage Schedule
This technique of schedule compression usually involves overtime, additional resources and nearly always results in increased cost. Team burnout is a risk using this technique. Resource Leveling is incorrect since we are bringing in additional resources, not merely re-balancing the ones we have already. Fast-tracking involves re-sequencing activities to perform otherwise sequential activities in parallel.
__-__ involves re-sequencing activities to perform otherwise sequential activities in parallel.
Fast-tracking involves re-sequencing activities to perform otherwise sequential activities in parallel.
__ __ brings in additional resources, not merely re-balancing the ones we have already.
Resource Leveling is incorrect since we are bringing in additional resources, not merely re-balancing the ones we have already.
You are the project manager on a construction project and have subcontracted a portion of the project to another company. The subcontractor’s work involves installing concrete flooring. You discover, through an independent review, that the process the subcontractor uses to report their progress is inefficient. Which of the following is true?
A. You have performed an quality audit.
B. You have performed process analysis.
C. You have completed a contract audit to ensure the subcontractor’s performance meets the contract requirements.
D. You have completed a performance review of the contractor’s work.
Answer: A
Process - Task 7 - Manage Quality
You have performed an audit, which is a structured, independent review of either the organizational or project processes, policies, or procedures. Process analysis examines the root causes and follows steps in the process improvement plan. You may have guessed C, but the key phrase here was independent review, which tells you that a quality audit was performed.
__ __ examines the root causes and follows steps in the process improvement plan.
Process analysis examines the root causes and follows steps in the process improvement plan.
Sandy is new to the PMO of her organization. She is interested in making sure that when she executes the various project processes that she is careful about building a project plan that will provide a valid set of baselines for downstream monitoring and controlling. Which process is not included in Project Schedule Management?
A. Define Activities
B. Sequence Activities
C. Estimate Activity Durations
D. Create Work breakdown structure (WBS)
Answer: D
Process - Task 6 - Manage Schedule
Create WBS is done in the Project Scope Management process.
You are 6 months into a year-long project and have been managing a large team of project consultants. You find out from your superiors that an external team will be on-site next week to review the Project Management Plan, Quality Control Measurements, and Quality Metrics. What are they performing?
A. Project compliance audit
B. Cost Benefit Analysis
C. Control testing
D. Quality audit
Answer: D
Process - Task 7 - Manage Quality
These are the inputs to manage quality. Here you conduct an audit, which is a structured independent review to determine whether project activities comply with operational and project policies, processes, and procedures.
All of the following are maturity levels of CMMI except?
A. Optimizing
B. Effectiveness
C. Defined
D. Quantitatively managed
Answer: B
Process - Task 7 - Manage Quality
The five maturity levels are Initial, Managed, Defined, Quantitatively managed, and Optimizing.
The five maturity levels are?
Initial, Managed, Defined, Quantitatively managed, and Optimizing.
You are a project manager on an international project. You have prepared a WBS reflecting all the work packages/deliverables to be completed on a project and have presented it to your sponsor, who is unhappy because it lacks the type of specificity she feels necessary for properly planning the schedule and budget. Which of the following should you prepare to alleviate her concerns?
A. Schedule Management Plan
B. WBS dictionary
C. Activities list
D. Schedule Network Diagram
Answer: C
Process - Task 6 - Manage Schedule
The activity list contains the specific activities comprising a given work package. While not part of creating a WBS, this process starts with the work packages derived from the WBS and breaks them down further (via decomposition) into discrete activities. This is the first step towards preparing a schedule, and these activities will also be used to estimate costs.
You are the project manager for a large Human Resources Services company. You are currently managing a project to provide staffing and training services for a mid-sized aerospace company. You have just defined the activities on your project. What are the expected outputs during this process?
A. Activity list, Activity attributes, Milestone list
B. Scope Baseline, Enterprise environmental factors, Organizational process assets
C. Decomposition, Templates, Rolling Wave Planning, Expert Judgment
D. WBS, WBS Dictionary, PM Plan Updates, Milestone List
Answer: A
Process - Task 6 - Manage Schedule
The outputs of the Define Activities process are Activity list, Activity attributes, and Milestone list.
You are the project manager and find that a systems engineer on your project is over-allocated. You can not delay your project due to resource constraints. Which of the following statements is true?
A. You should use resource requirements updates to determine availability and smooth out resource overallocation.
B. You should use crashing to resource-level the critical path tasks.
C. You should use resource leveling to smooth out resource assignments.
D. You should use fast tracking to resource-level the critical path tasks.
Answer: C
Process - Task 6 - Manage Schedule
Resource leveling attempts to smooth out resource assignments by splitting tasks, assigning under-allocated team members to more tasks, or delaying the start of tasks to match team members’ availability.
You are the project manager for a large construction company. You are currently managing a project to make major repairs to an outdated bridge system. This is a new project for this company and you want to ensure all the necessary activities are documented. So far your Initiation and Planning process group activities have been going well and you want to maintain the momentum. The outputs from Define Activities are:
A. WBS, Charter
B. Activity durations, project schedule
C. Activity list, activity attributes, milestone list
D. Schedule baseline
Answer: C
Process - Task 6 - Manage Schedule
The outputs of the Define Activities process are activity list, activity attributes, and milestone list.
The sponsor wants the project completed in 40 days. The CPI is 1.1 and the project critical path duration is 38 days with a standard deviation of two days. What is the maximum project float?
A. Eight days
B. Two days
C. Four days
D. Zero days
Answer: C
Process - Task 6 - Manage Schedule
Project float is defined as the variance between the critical path duration (38 days) and the sponsor imposed duration (40 days). However, in this case we have standard deviation as an additional consideration. Since the standard deviation is +/- 2 days our critical path duration can actually be between 36 and 40 days (i.e. 38 +/- 2). Knowing we could have a critical path of 36 days against the imposed sponsor constraint date (40 days), we therefore have a maximum project float = 4 days.
Which of the following estimating techniques is not used for relative sizing estimates on agile projects?
A. T-shirt sizing
B. Story points
C. Fibonacci sequences
D. Bottom-up
Answer: D
Process - Task 6 - Manage Schedule
Bottom-up is a detailed duration estimating technique for predictive projects, where estimates are derived at the detailed activity or task level in a project schedule, typically in specific time increments such as hours, days or weeks. The other methods are used in agile projects to provide a relative sizing estimate.
Which logical relationship is most often used in PDM diagrams?
A. Start-to-Finish
B. Finish-To-Start
C. Start-To-Start
D. Finish-To-Finish
Answer: B
Process - Task 6 - Manage Schedule
The correct choice is B. Finish-to-Start is the most commonly used logical relationship in PDM, and states that the predecessor activity must complete before the successor activity can begin.
In which of the following does the project manager document quality control, quality management, and quality improvement items for the project?
A. Quality management plan
B. Configuration management plan
C. Quality requirements plan
D. Project management plan
Answer: A
Process - Task 7 - Manage Quality
The quality management plan defines the approach for planning, managing, and controlling quality.
You are the project manager overseeing the construction of a new aircraft carrier. The construction involves fitting various components together at the shipyard, and it must be done in a particular order. Unfortunately, certain components have been assembled at the shipyard, but your project team cannot install them because other necessary tasks have not yet been completed, and because you currently lack the resources needed to install them. The components cannot be kept at the shipyard, and thus, you will incur substantial costs for moving and storing them until they can be installed. You want to ensure that this doesn’t occur again on this project, so you should carefully review which of the following?
A. Requirements Documentation
B. Resource Documentation
C. Project Schedule Network Diagram
D. Procurement Management Plan
Answer: C
Process - Task 6 - Manage Schedule
The problem here is one of sequencing activities. The components should not have been assembled so soon, as they cannot be installed nor can they be stored where they are. The Project Schedule Network Diagram - an output of Sequence Activities - should be re-visited to verify that future activities are properly sequenced so this problem does not re-occur.
You have set aside time for the team to research a potential technology. This will allow your team to learn more about this critical technical element. In the agile methodology, what is referred to as?
A. ATDD
B. Spike
C. Test at all levels
D. Continues integration
Answer: B
Process - Task 7 - Manage Quality
Agile Practice Guide on page 56. Test tip: make sure to know all approved acronyms in the PMBOK Guide p. 696 and Agile Practice Guide p. 149.
Your team has been working hard to meet key deliverable milestones. You have executed the necessary risk response plans and leveraged contingency reserves as needed to ensure the schedule did not slip. These actions have paid off because today the deliverables are ready for inspection as scheduled. Which of the following is not addressed by performing a control quality check?
A. Ensuring that the project’s scope objectives are met
B. Ensuring that the project’s deliverables comply with relevant quality standards
C. Ensuring that project management results comply with project objectives, i.e. adherence to schedule and budget
D. Identifying corrective actions to eliminate defects in the deliverables
Answer: A
Process - Task 7 - Manage Quality
Answer A describes a task that is completed when checking the scope, while the remaining answer choices all describe the reasons for performing a control quality check. Note that quality control addresses both the quality of the deliverables and the project management effort, and quality metrics regarding both will be established when the quality management plan is determined.
You are developing training regarding estimating. You will discuss the various methods of estimating and the advantages and disadvantages of each. Which estimating method uses just one-time estimate for each task?
A. PERT
B. CPM
C. Monte Carlo
D. Analogous
Answer: B
Process - Task 6 - Manage Schedule
Critical path method is a deterministic method, meaning it uses a one-time estimate for each task
Your team members have turned in their activity estimates. Developer 1’s activity will take 30 days; Developer 2’s activity will take 15 days; and Developer 3’s activity will take 60 days. Developer 2 also gives you an updated scope of work description for her activity because the current description is not correct. Each of them is experienced with the activity they’ve been assigned and used their previous experience with a similar activity as their basis for this estimate. Which of the following actions will you perform, based on the information in this question?
A. Update the scope baseline
B. Record the estimates as they were given to you
C. Document the assumptions made about the estimation
D. Record the estimates as they were given to you and update the activity list to include the correct activity description
Answer: D
Process - Task 6 - Manage Schedule
The correct answer is D. As you estimate activity durations, you should record the team’s provided estimates and update the activity list with the accurate activity description. Choice B is only partially correct.
You are currently in the Estimate Activity Duration process for your project phase. As you are calculating these activity estimates, you want to consider the activity variance so you have a higher level of confidence in your overall estimate results. Time estimates of Task A are assessed as follows: Optimistic = 10, most likely = 12, and pessimistic = 15. What is the variance of the task?
A. 25
B. 0.25
C. 0.33
D. 0.69
Answer: D
Process - Task 6 - Manage Schedule
Activity variance equals the standard deviation squared ((Pessimistic minus Optimistic)/6)^2. In this case, it is solved as follows: (15-10)/6 * (15-10)/6 = 0.69
A project has three critical paths. How does this affect the project?
A. It makes it easier to manage.
B. It increases the project risk.
C. It requires more resources.
D. It increases the project budget.
Answer: B
Process - Task 6 - Manage Schedule
Having more than one critical path will increase the project risk (schedule risk, specifically). There are now multiple chains of activities on which if any delays are encountered, the project completion will be delayed.
