Schedule Flashcards
A project manager is informed Midway through project planning that she was given an accurate data regarding new regulations affecting the required end date of a project. She may need to make a few adjustments, but she thinks she can still manage the project to complete it before the regulations take affect. She confirms this by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using?
Critical Path Method
A design engineer us helping to endure that the dependencies within her area of expertise are properly defined on the project. The design of several deliverables must be complete before manufacturing cab begin. This is an example of ehat tupe of dependency?
Mandatory dependency
Your sponsor and stakeholders have made it clear they wish to be kept informed on the project status. There are many aspects of the project on which you will report, and you want to choose the most appropriate tool to use in each case. Which of the following are generally illustrated better by bar charts than network diagram?
- Logical relationships
- Critical paths
- Resource trade-offs
- Progress and status
Progress or status
A heuristic is best described as:
- Control tool
- Scheduling nethod
- Planning tool
- Generally accepted rule
Generally accepted rule. Examples are cost per line of code and cost per square foot of floor space
Lag means
- The amount of time and activity can be delayed without delaying the project finish date
- The amount of time and activity can be delayed Without delaying the early start date of its successor.
- Waiting time
- The product of a forward and backward pass
Waiting time
A project manager is new to the company but has 10 years of project management experience. She is giving a medium sized project and is asked to plan so it is finished as quickly as possible because the company has a large list of projects to complete in the coming year. She will be given another project to manage as soon as she has this one baseline. She needs report on the longest time the project will take. Which of the following is the best project management tool to use to determine?
- Work breakdown structure
- Network diagram
- Bar chart
- Project charter
Network diagram
Which of the following is correct?
- The critical path helps prove how long the project will take
- There can be only one critical path
- The network diagram will change every time the end date changes
- A project can never have negative float
The critical path helps prove how long the project will take
The edge of project team you are managing is responsible for developing one of the five different components of a complex enterprise solution. Your PMO representative tells you she’s concerned because your team is using a larger story points unit than the other four teams. What should you do?
- Tell the PMO that this is the story point your team has chosen, and it doesn’t matter how large it is relative to other teams
- Ask your team lead to coordinate that story point metric with the other teams to ensure that the different components interface smoothly
- Explain to the PMO that the size of each team story point doesn’t matter since this is just a theoretical concepts, not a real word metric
- Show the PMO Why your story point has to be larger, since you’re part of the solution has more complex requirements than the others
Tell the PMO that this is a story point your team has chosen, and it doesn’t matter how large it is relative to the other teams.
A new project managers walking you through the schedule she has created for her project. She asks you about the duration of a particular mile stone, so she knows how to properly schedule it. What will you tell her about a milestones duration?
- It is shorter than the duration of the longest activity
- It is shorter than the activity it represents
- It has no duration
- It is the same length as the activity it represents
It has no duration
Which of the following best describes the relationship between standard deviation and risk?
- There is no relationship
2. Standard deviation tells you if the estimate is accurate - Standard deviation tells you how uncertain the estimate is
- Standard deviation tells you if the estimate includes a pad
Standard deviation tells you how uncertain the estimate is
You have identified a diverse group of stakeholders, and you will need to report information in a variety of ways to meet their different communication needs. When will you use a milestone chart instead of a bar chart?
- Project planning
- Reporting to team members
- Reporting to management
- Risk analysis
Reporting to management
To help them determine the schedule baseline, the team has drafted a network diagram. The project manager add the time estimates for each activity to establish the critical path for the project. They discovered the project has three critical paths. Which of the following best describes how this discovery will affect the project?
- It makes it easier to manage
- It increases the project risk
- It requires more people
- It makes it more expensive
It increases the project risk
The team is working on a project to develop or procure A customized software package that will be used by delivery drivers for a new chain of pizza restaurant. There are multiple stakeholders on this project. Because of other ongoing projects to design, build and equip brick and mortar restaurant locations, you are informed that there is no rush to complete the software development work. If project time and cost are not as important as the number of resources used each month, which of the following is the best thing to do?
- Perform a Monte Carlo analysis
- Fast track the project
- Perform resource optimization
- Analyze the lifecycle costs
Perform resource optimization
The organization is committed to rolling out a new smart phone accessory at an industry trade show in six months. The sponsor has made it clear that this product, to be created by your project team, must meet a long list of requirements, adhere to high quality standards, and most importantly, be ready in time for the tradeshow. The sponsor has promised to commit as many resources as necessary for you to complete the project within these constraints. Your project manager plan results and her project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the best thing to do?
- Fast track the project
- Level the resources
- Crash the project
- Perform Monte Carlo analysis
Crash the project
A project managers in the middle of executing a large construction project when he discovers the time needed to complete the project is longer than the time available. What is the best thing to do?
- Cut product scope
- Meet with management, and tell them the required it cannot be met
- Work overtime
- Determine options for schedule compression, and present management with the recommended options
Determine options for schedule compression, and present management with the recommended options
Your team worked hard throughout project planning, thoroughly defining and estimating each activity required to complete the work. The resulting network diagram supported the end date that was approved by the team, management and the stakeholders. As work has progressed, most milestones have been met. On two occasions, workarounds were needed to deal with the occurrence of unidentified risk events. With continued attention to detail, you have been successful in keeping the project on schedule and within budget. No, an opportunity is identified that can only be realized if the project is completed two days ahead of schedule. Which of the following is the best thing to do when asked to complete a project two days earlier than planned?
A. Tell senior management that the projects critical path does not allow the project to be finished earlier
B. Tell your manager
C. Meet with the team to look at options for crashing or fast tracking the critical path
D. Work hard and see what the project status is next month
Meet with the team to look at options for crashing or fast tracking the critical path
Although the customer agreed to the original project schedule, they are now asking for an earlier project finish. They are being pressured by their own customers. The project managers sponsor thinks finishing early is not only a viable option but also a good idea for your organization Because it will enable you to start another project sooner. In attempting to complete the project faster, the project manager looks at the cost associated with crashing Each activity. The best approach to crashing would also include looking at the:
A. Risk impact off crashing each activity.
B. Customers opinion of which activities to crash.
C. Sponsors opinion of which activities to crash and in what order.
D. Project lifecycle phase in which the activity is due to occur

Risk impact of crashing each activity
During project planning, you estimate the time needed for each activity and then total the estimate to create the project estimate. You commit to completing the project by this date. What is wrong with the scenario?
A. The team did not create the estimate, and estimating takes too long using that method.
B. The team did not create the estimate, and a net diagram was not used.
C. The estimate is too long and should be created by management.
D. The project estimate should be the same as the customers required completion date
The team did not create the estimate, and a network diagram was not used
Your new project is faced with challenging deadlines and an anxious customer. After consulting with the team, you have a short the customer that the best way to develop the required features on time will be to follow an agile approach. The customer agrees to this somewhat reluctantly, since he is not familiar with agile. However, the next week he hears that your team has spent “two whole days“ doing T-shirt sizing of the product features, and yet they still haven’t produced a viable scheduled model. He calls you into his office to explain how this is justified, given the limited time available. What do you say?
A. Agile developers don’t plan when the work will be finished, they just start the work and get as much done as they can before the deadline.
B. Agile teams need to develop quick, coarse grained estimates to do just enough planning to get the work started.
C. The agile approach means doing as little planning as possible so the team can focus on what they do best, delivering value.
D. There is still too much uncertainty about the product features to develop a schedule model yet; the team will do that later
Agile team needs to develop a quick, course grained estimates to do just enough planning to get the work started
You are a project manager on a $5 million software development project. While working with your project team to develop a network diagram, you notice a series of activities that can be worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activities?
A. Precedence diagraming matter
B. Arrow diagram in method
C. Critical path method
D. Operational diagraming method
Precedence diagraming method
You are a project manager on a $5 million software development project. While working with your project team to develop a network diagram, your data architect suggest that quality could be improved if the data model is approved by senior management before moving on to other design elements. They support the suggestion with an article from a leading software development journal. Which of the following best describes this type of input?
A. Mandatory external dependency
B. Discretionary external dependency.
C. External regulatory dependency
D. Heuristic
Discretionary external dependency
Your Ezra project team is updating a mobile alert aggregator for social media updates and trending news items. The team that tells you that this week they plan to hold the planning poker session for the user stories in the upcoming release. What does this tell you?
A.they are trying to find out how long it will take to complete the first iteration.
B. They are determining when this release will be ready to deploy.
C. They are estimating how long it will take to develop and test this release.
D. They are evaluating the relative size in story points of the stories for this release
They are evaluating the relative size in story points of the stories for this release
A project manager has received activity duration estimates from his team. Which of the following does he need an order to complete their develop schedule process?
A. Earned value analysis.
B. Schedule change control system
C. Trend analysis
D. Reserves
Reserves
As part of the Estimate Activity Duration process, —— are created to cover identified and unknown schedule risks. All the other items are parts of Control Schedule and occur after the Develop Schedule process.
Reserves
Our project manager is taking over a project from another project manager during project planning. If the new project manager wants to see what the previous project manager planned for managing changes to the schedule, it would be best to look at the:
A. Communications management plan
B. Update management plan
C. Staffing management plan
D. Schedule management plan
Schedule management plan
As part of a project managers due diligence, reviews the schedule, focussing on each activity as its start time approaches. He also monitors activities as they progress. He is currently looking at An activity that has an early start (ES] of day 3, a late start [LS] of the 13, an early finish “ES“ of day 9, and a late finish “LF“ of day 19. In all likelihood, this activity:
A. Is on the critical path
B. Has a lag
C. It’s progressing well
D. Is not on the critical path
It’s not on the critical path
The project is calculated to be completed four days after the desired completion date. You don’t have access to additional resources. The project is low risk, the benefit cost ratio is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what is the best thing to do:
A. Cut resources from an activity.
B. Make more activities concurrent
C. Move resources from the preferential dependencies to the external dependencies
D. Remove an activity from the project
Make more resources concurrent
On the two-year agile project you are managing, the teams velocity for the first eight sprints is 43, 24, 47, 35, 24, 34, 30, and 32. Should you be worried about these results?
A. No; this looks like fairly typical data for an agile teams velocity
B. No; velocity is just used to track effort, not to evaluate performance
C. Yes, because velocity has been unusually low for the last four sprints
D. Yes; the team needs to stabilize their velocity soon so they can start planning
No this looks like fairly typical data for an agile team’s velocity
A project manager for a small construction company has a project that was budgeted $430,000 over a six week period. According to the schedule, this project should have cost $60,000 to date. However, it has cost $90,000 to date. The project is also behind schedule, because the original estimates for not accurate. Who has the primary responsibility to solve this problem?
A. Project manager
B. Senior management
C. Project sponsor
D. Manager of the project management office
Project manager
The WBS, estimate for each work package, and the network diagram are completed. The next thing for the project manager to do is:
A. Sequence the activities
B. Validate that they have the correct scope
C. Create a preliminary schedule and get the teams approval
D. Complete risk management
Create a preliminary schedule and get the teams approval
You are the project manager for a new product development project that has four levels in the work breakdown structure. The natural diagram and duration estimates have been created, and a schedule has been developed and compressed. Which schedule management activity should you do next?
A. Control the schedule
B. Determine dependencies
C. Analogously estimate the schedule
D. Gain approval
Gain approval
Senior management is complaining that they are not able to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management?
A. Detail cost estimates
B. Project management plans
C. Bar charts
D. Milestone reports
Milestone reports
Rearranging resources so that a constant number of resources is used each month is called:
A. Crashing
B. Floating
C. Levelling
D. Fast tracking
Levelling
In managing your first agile project, you are trying to decide how to best keep the sponsor another key stakeholders updated about the teams progress. Do you want to use one or more of the agile tools that your team is already maintaining for their own use, rather than asking the team members to create any additional status reports or project documentation. Which agile tool should you use for this purpose?
A. The project roadmap and story maps
B. The task board with WIP limits
C. The velocity burn down matrix
D. The cumulative flow diagram
The cumulative flow diagram
This diagram shows your stakeholders the product features complete, in progress, and remaining as well as any changes in total scope. This makes it a powerful tool for tracking and forecasting the delivery of value there is no such thing as “velocity burn down matrix” and the other two options don’t track progress over time
Cumulative flow diagram
The team is helping the project manager estimate activities on their project. They are experienced and skilled, and many members have been with the company for some time. There are several activities they need to estimate that haven’t been previously done by the company. What is the best method of estimating these activities?
A. Analogous estimating
B. Three point estimating
C. Monte Carlo analysis
D. Parametric estimating
Three point estimating
This type of estimating can be used when you have done similar work previously. It uses top-down estimating techniques. It’s a form of expert judgement
Analogous estimating
It is a schedule development technique
Monte Carlo analysis
This type of estimating includes the use of history and productivity rates for the work
Parametric estimating
This type of estimating is used because it allows you to estimate in a range: optimistic, pessimistic and most likely
Three point estimating
During project executing, a large number of changes are made to the project. Several of the change requests have come from the customer, significantly changing the functionality of the originally requested product. Six project team members have been reassigned by management to a higher priority project, and they have been replaced. As project work has progressed, many of the identified risks have occurred and have been successfully mitigated. However, three contingency plans have been adjusted and will be implemented if identified risks recur during the remainder of the project. The project manager should:
A. Wait until all changes are known, and then print out a new schedule
B. Make sure the project charter is still valid
C. Change the schedule baseline.
D. Talk to management before any changes are made
Make sure the project charter still valid
Midway into project execution, one of your senior project team members is leaving the company. Due to a delay in filling the position, you have decided to assign the affected tasks to two less experienced employees. Which factor would most strongly affect the duration of their assigned tasks?
Law of diminishing returns Student syndrome Number of resources Parkinson's law
In the Estimate Activity Duration process, a change to the assigned resource will usually affect the duration, but this is not a simple “straight-line” or linear relationship. Sometimes, the intrinsic nature of the work (such as physical constraints) will take a predetermined amount of time to complete. Other factors for consideration include the law of diminishing returns (for a single increased investment such as resources or overtime), the number of resources (accounting for experience and risks associated with crashing), advances in technology (such as automation and more efficient materials and processes), and motivation of staff (considering student syndrome and Parkinson’s law). The number of resources affects the duration of the newly assigned tasks since the project manager is accounting for both the availability of resources and their level of experience. Adding more resources typically increases risk, due to knowledge transfer, learning curve, and additional coordination required to manage work. Therefore, of the choices provided, number of resources is likely the factor that would most strongly affect the duration of the assigned tasks.
You work with your team to sequence activities on the project you are leading. You are looking for the factors, constraints, and potential dependencies among project activities that can influence the way activities are sequenced, as well as help you understand the relationship between activities and the need for leads and lags. Where could you find this information?
Project schedule
Work breakdown structure
Basis of estimates
Assumption log
The scenario states that you are performing the Sequence Activities process. The assumption log, an input to this process, contains information that can influence the way activities are sequenced, as well as the relationship between activities, and the need for leads and lags. This information may result in the identification of new project risks that may impact the project schedule. Assumptions that affect activity sequencing may be specified in several places: the project charter, the WBS dictionary, the activity list, etc. The assumption log is used to centralize this information into one project document and capture all assumptions and constraints throughout the project lifecycle, making the assumption log the best answer to the question asked. The incorrect answer choices represent project artifacts that are not among the inputs to the Sequence Activities process described in the scenario.
Which of the following is accurate regarding the Estimate Activity Resources process?
It produces project resource calendars as the output. This process is coordinated independent of the Estimate Cost process. It determines dependencies that may require a lead or lag to define the relationship. It involves determining what and how many resources to use.
The estimate activity resources process determines what and how many resources will be used. This process is closely coordinated with the estimate costs process. Activity leads and lags are not determined during this process.
The following table is an activity list that includes the duration and predecessor for a series of project activities. What is the duration of the critical path?
Activity A - Duration 2 - Predecessor - Start
Activity B - Duration 4 - Predecessor - A, E
Activity C - Duration 6 - Predecessor - A
Activity D - Duration 3 - Predecessor - B, C
Activity E - Duration 7 - Predecessor - Start
Activity F - Duration 2 - Predecessor - E
End - Duration (-) - Predecessor - D, F
Using the critical path method may require drawing a project schedule network diagram, or listing all the possible the sequences of paths with the given activities, then adding up the duration, and knowing which path constitutes the critical path.
Given the activity list shown, you can see that:
Start serves as predecessor for both A and E, creating a divergence into two paths.
Activity A serves as predecessor for both B and C, creating another divergence.
Activity E serves as a predecessor for both B and F, creating another divergence.
The project schedule network diagram is as follows.
Path - Start A C D End - Durations 2+6+3 = 11
Path - Start A B D End - Durations 2+4+3 = 9
Path - Start E B D End - Durations 7+4+3 = 14
Path - Start E F End - Durations 7+2 = 9
The resulting list of paths with their aggregated duration is below. The critical path is Start-E-B-D-End, and the duration of the critical path with the data given is 14.
A project with both Schedule Performance Index (SPI) and Cost Performance Index (CPI) of 0.80. The project is currently:
Ahead of schedule and under budget Behind schedule and under budget Behind schedule and over budget Ahead of schedule and over budget
SPI: 0.8<1 means project is behind schedule, CPI: 0.8<1 means project cost is over budget
During a work breakdown structure meeting, you have decomposed the deliverables into work packages and created your WBS dictionary. However, you now want to decompose the work packages to assist you in estimating, executing, and controlling the project. These decomposed work packages are:
Control Accounts Milestones Work packages can't be decomposed into smaller units Activities
Activities represent the effort needed to complete a work package and are an output of the define activities process. During this process, the work packages are further decomposed into project activities.
In a pharmaceutical project, human trials are to start soon. The CEO is thrilled about the success of the trials up to this point. She announces that the size of the patient pool for the trials should double from the one originally planned and results tracked in the new system launching this week. What should the project manager do first?
Adjust the scope baseline to reflect the increased trial size Communicate the change of direction with the stakeholders Ramp up production to match the demand of the CEO Consider what might be included in a change request
The scenario implies the project manager is concerned with the Control Schedule process on a project managed using agile approaches. Such projects leverage the prioritization of the work on the product backlog to influence and control the project’s schedule and iterations. Due to the iterative nature of agile managed projects, the schedule is controlled in some manner during iteration planning - which occurs between iterations. In the scenario, the prototype work and the other project tasks may all worked on concurrently and with equal importance. Reprioritizing the items on the product backlog allows the project manager and the project team to control the work scheduled for the upcoming iteration. So if the prototype work is of more focus in the near team schedule, the backlog should be prioritized accordingly.
While developing your project schedule, you have asked everyone to provide a list of planned vacations over the next three months, and you have applied this information to the tasks that each person is responsible for. What also needs updating?
Resource Calendars Lags Schedule Variances Leads
Resource calendars indicate when resources can work on the project. This project document must be updated to reflect the working and nonworking time of the project resources.
Tim is the project manager for a shopping mall construction project which is in its fourth month of execution. According to the project contract, Tim can only issue project invoices when the project is 25%, 50%, 75% and 100% complete in terms of the approved project schedule. Recently the 25% milestone has been reached and Tim is ready to issue his first invoice. According to the contract, the project must be completed in 12 months. What is the project’s SPI?
0. 33 1. 33 0. 25 0. 75
Since the 25% schedule milestone has been achieved, the project’s earned schedule (ES) is 25%. Further the project is in its third month of execution so the actual time is 33.33% (i.e. 4 months / 12 months). SPI = ES/AT = 25% / 33.33% = 0.75.
If a project has a To Cost Performance Index (TCPI) of 0.90, this means that:
90% of the work planned to date has been completed The project can spend money at a rate 10% lower than planned to meet the project budget 90% of the budget planned to date has been spent The project can spend money at a rate 11% higher than planned and still meet the project budget
The To Complete Performance Index (TCPI) is the efficiency needed to finish the project on budget. If it is smaller than 1, that means that we have more money left on the budget than the remaining Planned Value (PV) to achieve. Therefore, in theory, we can spend more money yet can still finish the project on budget. (However, in reality, it is generally preferred to finish the project under budget. A TCPI smaller than 1 is a good sign that the project is going healthy.)
Jane is worried about her project because many of her tasks are moving slowly, and two critical tasks may slip. She conducts a thorough resource analysis and finds out that there are five people who will be free next week. She would like to assign those people to finish her tasks early and prevent the project completion date from slipping. This is an example of:
Fast tracking Crashing Management reserves Resource Leveling
Adding more resources to scheduled tasks in order to compress the task durations is called crashing.
In a project, Activity A has a duration of four days and begins on the morning of Monday the fourth. The successor Activity, B, has a Finishto-Start (FS) relationship with A. The Finish-to-Start relationship has two days of lag, and Activity B has a duration of three days. If Saturday and Sunday are non-working days, which of the following statements is true?
Activity B will be completed by the end of the day on Thursday, the 14th Total elapsed days (completing both activities) is seven days Activity B will be completed by the end of the day on Tuesday, the 12th Activity B will be completed by the end of the day on Friday, the 15th.
Activity a has a duration of 4 days and completes by end of the day on thursday, 7th. There is a 2-day lag, and since saturday and sunday are non-working, activity b can begin only on tuesday, 12th. Activity b has a duration of 3 days and completes by end of the day on thursday, 14th.
To define the logical relationship among dependencies accurately, a project manager is determining which ones require a lead or a lag. Which of the following correctly describes leads or lags?
A lag allows acceleration of the successor activity. A lag directs a delay in the predecessor activity. A lead allows a successor activity to be delayed. A lead allows an acceleration of the successor activity.
To define the logical relationship among dependencies accurately, the project management team determines which ones require a lead or a lag. A lead allows an acceleration of the successor activity.
Analogous Estimating is an estimation technique that uses the values of parameters such as scope, cost, budget, and duration from a previous similar activity as the basis of activity. It is frequently used for estimation when there is a limited amount of information about the project. This is a form of:
Precision Estimation Gross value estimation Function point estimation Fixed point estimation
Analogous estimating is a gross value estimating technique. It is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.
While developing the project schedule, you find that the completion of a successor activity depends on the completion of its predecessor activity. What is this dependency called?
Finish-to-Finish Start-to-Finish Finish-to-Start Start-to-Start
In a finish-to-finish dependency, the completion of the successor activity depends upon the completion of its predecessor activity.
Which process is MOST responsible for managing changes to the schedule components of the Project Management Plan?
Develop Project Management Plan Develop Schedule Create WBS Control Schedule
The control schedule is the process of managing the changes to the schedule baseline to achieve the project management plan.
You are the project manager for the construction of a new thin-crust pizza vending machine. You take all the information gathered in the project management plan to date and begin to develop a project schedule. When you reach the activity labeled as 6.5.3, you are unsure if a refrigeration specialist is needed for the installation of the cooling mechanism for the pizza dough. What project document would you reference in order to get information on the resources required for installing the cooling mechanism? Select one Mark question Resource calendar Resource management plan Procurement management plan Activity attributes
Activity attributes is a project document containing the resource requirements for a particular activity. The activity attributes for activity 6.5.3 would indicate what credentials, if any, are required to install the cooling mechanism. The resource requirements project document would also be a good answer, but since resource requirements are not provided as a choice, activity attributes is the best answer to the question asked.
A project manager had originally planned to use both of the company's industrial 3D printers simultaneously for a project but has just learned that one of them will be unavailable. The project manager adjusts the schedule so that the components are created sequentially using the one remaining 3D printer. Unfortunately, this action affects the critical path and delays the planned finish date of the project. What tool or technique has the project manager used in this situation? Select one Mark question Crashing Fast tracking Resource smoothing Resource leveling
Resource leveling is a resource optimization technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for the resources with the available supply. Resource leveling can often cause the original critical path to change which is what happened in the scenario described. Adjusting the schedule to accommodate the loss of one of the 3D printers is an example of resource leveling. Therefore, of the choices provided, it can be reasonably assumed that the project manager performed resource leveling.
You have a schedule activity that can be delayed without delaying the early start date of any subsequent activities. This is an example of:
Free Float Lag Float Lead Float Total Float
The question given is the definition of free float.
You are working on a software development project in which specialized resources are required to perform some tasks. You estimate these resources are necessary during the project’s executing phase. However, your estimation fails to account for these resources are available for only limited hours in the executing phase. What should you do to make schedule changes to deal with the limited availability?
Select one Mark question
Update the schedule baseline
Perform an impact analysis
Update the project schedule
Communicate to customers and update the baseline
A project manager must be responsible and must communicate truthful information to customers. However, a project manager must perform an impact analysis before getting approval from the customer and making changes. Thus, the correct choice here is to perform an impact analysis. The schedule and schedule baseline should be updated after analyzing the impact and getting customer approval. [pmi code of ethics and professional responsibility] [project schedule management]
You are managing a heavy equipment manufacturing project that involves many mechanical, electrical, and IT staff. Your team prepared a schedule network diagram using duration estimates with dependencies and constraints. Your team also calculated the critical path for the project using late and early values. Today, your project office has indicated to you that some of the resources you had planned for the project will be unavailable. To deal with this, you explore the possibility of modifying the schedule to account for limited resources. What is your best possible step in such a situation?
Select one Mark question
Apply leads and lags to develop a viable schedule
Recalculate critical path after applying the resource constraints
Use crashing or fast tracking to level resources across the project
Perform Resource Leveling to account for limited resources
The critical path method is used to prepare a schedule network diagram. A network diagram is prepared initially, and the critical path is then calculated. Availability of resources is entered, and a resourcelimited schedule is prepared. Hence, recalculating the critical path using the critical path method after applying the resource constraints is the next best step.
Activity attributes extend the description of the activity by identifying various components associated with the activity. Typically, how many attributes are associated with each activity?
Select one Mark question
They should be between five and ten.
The number of attributes depends on the activity duration.
They should be fewer than five.
The number of attributes varies by application area.
Activity attributes can vary by application area. Components for each activity change over time. Initially they may include activity id, WBS id, and activity name. Later, they may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads, lags, resource requirements, imposed dates, constraints, and assumptions.
Which of the following is an output of the Define Activities process? Select one Mark question Project schedule activity diagrams Resource calendar Milestone list Activity duration estimates
A milestone list is a valid output of the define activities process.
While planning the schedule for your project, you frequently refer to the project calendar. The project calendar is:
Select one Mark question
A calendar that establishes the dates on which project deliverables go to the customer.
A calendar containing the days on which various meetings are scheduled with the project team.
A calendar containing the list of days on which the project team members will be on leave or take an “off.”
A calendar of working days or shifts that establishes those dates on which schedule activities are worked.
A project calendar is a calendar of working days or shifts that establishes those dates on which schedule activities are worked. It also establishes non-working days that determine dates on which schedule activities are idle, such as holidays, weekends and non-shift hours.
The project management team expects that during the course of the project there could be delays in component delivery due to strikes, changes to the permitting processes, or extensions of specific engineering durations. What analysis could be helpful in preparing contingency and response plans to mitigate these issues? Select one Mark question Schedule compression Variance analysis Contingency analysis What-If scenario analysis
What-if scenario analysis is used to assess the feasibility of the project schedule under adverse conditions. This is an analysis of the question “what if the situation represented by scenario ‘x’ happens?” it is used in preparing contingency and response plans to mitigate the impact of adverse conditions.
