Chapter 6 PMBOK 5th edition - Practice Test #4

What term describes a necessary delay before a successor activity can begin? A Schedule overrun B Lag C Poor team morale D Cost overrun

A lag (Choice B) is the amount of me whereby a successor activity will be delayed with respect to a predecessor activity. PMBOK® 6.3.2.3, pg 159

A __________ allows an acceleration of the successor activity. A Lead B Lag C Fast track D Crash

A lead (Choice A) is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. PMBOK® 6.3.2.3, pg 158

A Gantt chart is also called: A A hammock activity. B A milestone chart. C A project plan. D A bar chart.

Bar charts (Choice D), also known as Gantt charts, represent schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates. PMBOK® 6.6.3.2, pg 182

If a successor cannot start until the predecessor finishes, the dependency between the activities is __________ . A Finish-to-Finish B Start-to-Finish C Finish-to-Start D Start-to-Start

A logical relationship in which a successor activity cannot start until a predecessor activity has finished is known as a Finish-to-Start relationship (Choice C). PMBOK® 6.3.2.1, pg 156

Stanley's construction project was scheduled to complete a new office park facility in the spring. Unfortunately, foul weather made it impossible to start construction on time and the project seems to be delayed by at least six weeks. The team has not been able to make up the lost time and it's time for Stanley to update the board of directors on the new target completion date. To prepare for the meeting, Stanley changes the schedule to reflect the delay and project the new completion date. What kind of change has Stanley made? A A variance. B A project schedule update. C A requested change. D An approved request.

A project schedule update (Choice B) will be generated from the updated schedule data to reflect the schedule changes and manage the project. PMBOK® 6.7.3.5, pg 191

Project team members are uncertain about how long it will really take to complete an activity. Deb, who is an optimist, believes it might take 5 days. Dean, the pessimist, thinks it could take up to 10 days. What is the BEST way to express this activity's duration? A 7 days B At least 5 days, but not more than 10 days C About 6 days D A thirty-five percent probability of about 2 days

Activity duration estimates are quantitative estimates of the likely number of time periods that will be required to complete an activity. Because the task has yet to occur, the exact duration is unknown. It is then best to provide the estimate with the highest probability range of expected durations and shown in Choice B. PMBOK® 6.5.3.1, pg 172

An approved change request is: A. Any change in project personnel. B. Any change in project authorization. C. A request that has been previously processed through the Perform Integrated Change Control process. D. Any modification resulting from an actual data point demonstrating an early or late finish date.

An approved change request is a change request that has been processed for review and disposition (approval) through the Perform Integrated Change Control process (Choice C). PMBOK® 6.7.3.3, pg 191

Estimating the type and quantities of resources required to perform each schedule activity defines: A Analogous estimating. B Three-point estimating. C The Estimate Activity Durations process. D The Estimate Activity Resources process.

Analogous estimating (Choice A) and three-point estimating (Choice B) are techniques. The process of Estimate Activity Durations (Choice C) is about determining the number of work periods needed to complete activities with estimated resources. Estimate Activity Resources (Choice D) is the process of estimating the type and quantities of resources (material, people, equipment, or supplies) required to perform each activity. PMBOK® 6, pg 143

Using the actual duration of a previous, similar schedule activity as the basis for estimating the duration of a future schedule activity is: A Three-point estimates. B Parametric estimating. C Analogous estimating. D Expert judgment.

Analogous estimating (Choice C) uses parameters such as duration, budget, size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measure for a future project. PMBOK® 6.5.2.2, pgs 169-170

A major delay on any activity not on the critical path may have little effect on the overall project schedule, while a much shorter delay on a critical or near-critical activity may require immediate action. What should you use to help you decide if a schedule variation requires corrective action? A A corrective action B Performance reviews and during the Control Schedule process C Schedule network analysis during the Develop Schedule process D Alternative analysis

Corrective actions ( Choice A) is an organizational process asset that may be updated as an output of Control Schedule (PMBOK® 6.7.3.6, pg 192). Schedule network analysis (Choice C) is used with the Develop Schedule process (PMBOK® 6.6.2.1, pg 176). Alternative analysis (Choice D) is a tool used with the Estimate Activity Resources process (PMBOK® 6.4.2.2, pg 164). Performance reviews (Choice B) measure, compare, and analyze schedule performance such as actual start and finish dates. From performance measurements, you can determine if a corrective action is required. PMBOK® 6.7.2.1, pg 188

Examples of performance measurements that are used during the Control Schedule process include: A SPI and SV B CPI and CV C SPI and CV D CPI and SV

Cost performance index (CPI) (Choices B and D) is a measure of cost efficiency on a project. Cost variance (CV) (Choices B and C) is a measure of cost performance on a project. The schedule performance index (SPI) is a measure of schedule efficiency on a project. Schedule variance (SV) is a measure of schedule performance on a project. Therefore, SPI and SV (Choice A) are measures that determine how the project schedule is performing, which is part of what the Schedule Control process is concerned with. PMBOK® 6.7.2.1, pg 189 (EVM section)

You have been called in to rescue a project that has fallen behind. Missing the completion date is not an option. You have looked over all the documentation and find that the current project manager assigned has done an outstanding job documenting everything. His problem lies in the duration estimates for some key activities. After your analysis, you inform management that you can get this project back on schedule, but they will need to approve some overtime and the hiring of 6 additional resources. You have just performed an example of: A Risk management. B Schedule crashing. C Disaster recovery. D What-if scenario analysis.

Crashing (Choice B) is a schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery. PMBOK® 6.6.2.7, pg 181

An example of a schedule compression technique that assigns additional resources to activities and does not involve changing the scope of the project is: A Removing a deliverable from the schedule. B Re-estimating. C Fast tracking. D Crashing.

Crashing (Choice D) is a technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activitys duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost. PMBOK® 6.6.2.7 pg 181

The critical path activities for a project have __________ float. A 1 day of B 3 days of C 0 D -1 day of

Critical paths have either a zero or negative total float, and scheduled activities on a critical path are called critical activities. A critical path is normally characterized by zero total float on the critical path, so Choice C is the BEST answer. PMBOK® 6.6.2.2, pg 177

Inputs to Estimate Activity Resources include: A Resource availability, bottom-up estimating and activity list. B Activity list, activity attributes, resource calendars and risk register. C Activity resource requirements, activity list and activity attributes. D Resource breakdown structure, activity resource requirements and activity list.

Bottom-up estimating (Choice A) is a tool and technique of Estimate Activity Resources, not an input. Activity resource requirements (Choice C) and resource breakdown structure (Choice D) are outputs of Estimate Activity Resources. Choice B is the correct answer. PMBOK® 6.4.1, pgs 162-163

Audrey has been charged with breaking down the activities in the WBS into smaller components that can be estimated. Her mentor has suggested that she contact a more experienced project manager for some advice on some of the activities. What technique does this describe? A WBS B Expert judgment C Decomposition D Dependency determination

By calling for a more experienced project manager, this describes expert judgment which is a tool and technique for Define Activities. Project team members or other experts who are experienced and skilled in developing detailed scope statements, the WBS, and project schedules, can provide expertise in defining activities. PMBOK® 6.2.2.3, pg 152

Which path is the critical path for this project? (Click the View Figure button to see the diagram.) A A-B-C-D B E-G-H-J C E-G-I-J D F-G-H-J

Choice A is the correct answer. The critical path of the project is the path with the longest duration. Path A-B-C-D has a duration of 18 days, E-G-H-J is 17 days, E-G-I-J is 16 days, F-G-H-J is 10 days, and F-G-I-J is 9 days. The critical path is A-B-C-D. PMBOK® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177

Ann's team is documenting activity attributes for each schedule activity. What attributes should be included? A Activity ID, WBS ID, activity name, activity codes, activity description, predecessor and successor activities, logical relationships, and leads and lags B Assumptions, cost estimates, responsibility assignment, and justification C Activity description, planned value, and estimate at completion D WBS code, resource requirements, and constraints

Choice D contains some activity attributes, but Choice C is more inclusive and therefore the BEST answer: During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions. PMBOK® 6.2.3.2, pg 153

You have been informed by a key stakeholder that you must present your activity duration estimates at the next status meeting. He informs you that the director of the cost center funding your project is looking for the highest degree of accuracy you can provide with the information you have available today. Which is the BEST method of estimating to use? A Parametric estimating B Bottom-up estimating C Analogous estimating D Three-point estimating

Choices A and C would not give the level of accuracy required. Bottom-up estimating (Choice B) is not listed as a tool and technique for Estimate Activity Durations; it is a tool and technique for Estimate Cost, but the question is asking for activity duration estimates. PERT, or three-point estimating (Choice D) improves the accuracy of activity duration estimates by considering estimation uncertainty and risk. PMBOK® 6.5.2, pgs 169-171

The BEST way to present the project schedule to senior management is to display a __________. A Work breakdown structure B Bar chart C Schedule network diagram D Schedule baseline

Choices A and C would not show the actual schedule. Choice D, schedule baseline (plan), is not the equivalent of the schedule (actual) except at the beginning of project execution. Bar charts (Choice B) are relatively easy to read and are frequently used for management presentations. PMBOK® 6.6.3.2, pg 182

The process of identifying and documenting relationships among the project activities is best known as: A The milestone list. B Estimating activity durations. C Sequence Activities. D Network diagramming.

Choices A and D are not processes. Sequence Activities (Choice C) is the process of identifying and documenting relationships among the project activities and is the correct answer. PMBOK® 6.2, pg 153

Control Schedule is concerned with all of the following EXCEPT: A Managing actual changes as they occur. B Determining the current status of the project schedule. C Influencing the factors that create schedule changes. D Organizational process assets that can influence the activity durations estimates.

Choices A, B and C are all a concern of Control Schedule (PMBOK® 6.7, pg 186). Choice D is the correct answer because it does not apply. Organizational process assets are an input to the Estimate Activity Durations process; plus, it just doesn't make sense that an OPA could influence activity duration estimates. PMBOK® 6.5, pg 166

All of the following are processes involved in Project Time Management EXCEPT: A Define Activities. B Control Schedule. C Create WBS. D Estimate Activity Durations.

Choices A, B and D are all involved with Project Time Management (PMBOK® 6, pg 143). Create WBS is a process within Project Scope Management. PMBOK® 5.4, pg 125

Which of the following project documents would NOT likely be updated in the Develop Schedule process? A Risk register B Project calendar C Project scope statement D Activity resource requirements

Choices A, B and D are all project documents that would be updated in the Develop Schedule process (PMBOK® 6.6.3.6, pg 185). The project scope statement (Choice C) is not considered a project document and is therefore the correct answer. PMBOK® 4.2.3.1, pg 78

Li is under contract to manage the Control Schedule process for a road resurfacing project. It will be a very long project, and will involve 35 subcontractors who will provide materials and resources. Which of the following is most likely NOT part of Li's responsibility to the project? A Schedule management plan updates B Team performance assessments C Change requests D Risk register update

Choices A, C and D are all outputs of the Control Schedule process. Team performance assessments (Choice B) is an output of the Develop Project Team process. Choice B is the correct answer. PMBOK® 6.7.3, pgs 190-191

You and your project management team are conducting a two-day workshop to generate and finalize the project schedule. Which of the following pieces of information will NOT help you develop the project schedule? A Project scope statement B Schedule baseline C Activity list D Resource calendars

Choices A, C and D are inputs, and inputs are what you need to develop the project schedule. Schedule baseline (Choice B) is an output of the Develop Schedule process, and therefore the correct answer. PMBOK® 6, pg 143

All of the following are inputs to the Estimate Activity Resources process EXCEPT: A Resource breakdown structure. B Activity attributes. C Organizational process assets. D Activity list.

Choices B, C and D are all inputs. Resource breakdown structure (Choice A) is the correct answer because it is not an input. It is an output of the Estimate Activity Resources process. PMBOK® 6.4.1, pgs 162-163

Scott, one of your team members, needs to know when other team members will be in the office so he can schedule a meeting. What project document might help him? A Resource calendar B Resource breakdown structure (RBS) C Responsibility matrix D Organization chart

Choices B, C and D do not help Scott determine WHEN his resources will be available. A resource calendar (Choice A) is a calendar that identifies the working days and shifts on which each specific resource is available. PMBOK® Glossary, pg 558

Examples of organizational process assets updates resulting from the Control Schedule process include: A Lessons learned, causes of variance and the reasoning behind the corrective actions chosen. B Proposals for follow-up projects. C Revenue achieved from the sale of the project's product. D New organization charts illustrating the available resources for the project.

Organizational process assets updates include causes of variances, corrective action chosen and the reasons, and other types of lessons learned from project schedule control (Choice B). PMBOK® 6.7.3.6, pg 192

The four types of dependencies, finish-to-start, finish-to-finish, start-to-start, and start-to-finish, are used with the __________ technique. A Logical relationships B Calendaring C Precedence Diagramming Method (PDM) D Workflow Diagramming Method (WDM)

PDM includes the four types of dependencies or logical relationships listed in the question. PMBOK® 6.3.2.1, pg 156

John is the project manager for a software project. He and his team are determining the activity duration estimates for the project. John has requested that each team member determine the estimates by multiplying the quantity of work to be performed by the historical productivity rate of the individual department. John has asked his team to generate the estimates using what technique? A Expert judgment B Analogous estimating C Three-point estimating D Parametric estimating

Parametric estimating (Choice D) is an estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters such as cost, budget and duration. PMBOK® 6.5.2.3, pg 170

If the duration for Task H is increased to 7 days, then how many days longer will the project take compared to what it would have been if Task H remained the same? (Click the View Figure button to see the diagram.) A 3 days B 4 days C 1 day D 10 days

Path A-B-C-D has a duration of 18 days, E-G-H-J is 17 days, E-G-I-J is 16 days, F-G-H-J is 10 days, and F-G-I-J is 9 days. The critical path of the project is the path with the longest duration. The path with the longest duration is A-B-C-D. If Task H is increased to 7 days from 5 days, then path E-G-H-J now has a duration of 19 days, and path F-G-H-J now has a duration of 12 days. The critical path of the project has changed from path A-B-C-D (18 days) to path E-G-H-J (19 days). Therefore, the duration of the project has increased by 1 day (18 days to 19 days). PMBOK® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177

__________ includes information such as actual start and finish dates, and the remaining durations for unfinished schedule activities. A Parametric estimating B Analyzing variance C Planning milestones D Performance reviews

Performance reviews (Choice D) measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. PMBOK® 6.7.2.1, pg 188

All of the following are NOT inputs to the Control Schedule process EXCEPT: A Work performance data B Performance reviews C Scheduling tool. D Modeling techniques.

Performance reviews, scheduling tool, and modeling techniques (Choices B, C and D) are all tools and techniques used with the Control Schedule process. Work performance data is an input to Control Schedule. PMBOK® 6.7, pg 185

One tool that can be used to determine if the project schedule has changed is: A A cause and effect diagram. B A Pareto chart. C Project management software. D RAM.

Project management software (Choice C) for scheduling provides the ability to track planned dates versus actual dates, and to report variances to and progress made against the schedule baseline, and to forecast the effects of changes to the project schedule model. PMBOK® 6.7.2.2, pg 189

Project management software for scheduling provides the ability to track planned dates versus actual dates, and to __________. A Manage the overall project. B Determine the project schedule. C Allow the project manager to report on cost overrun. D Report variances to and progress made against the schedule baseline.

Project management software for scheduling provides the ability to track planned dates versus actual dates, to report variances to and progress made against the schedule baseline (Choice D), and to forecast the effects of changes to the project schedule model. PMBOK® 6.7.2.2, pg 189

You are the project manager for this project. (Click the View Figure button to see the diagram.) Your stakeholders ask you to see what options are possible to reduce the duration of the project by 2 days. After conducting an analysis, your BEST recommendation would be to: A Add more resources to Task E. B Remove Task G. C Begin Task J after Task G is completed. D Begin Task C after Task A is completed.

Reducing the duration of a non-critical path will not reduce the duration of the project; therefore, Choices A, B and C cannot be correct answers. In this scenario, your BEST recommendation to your stakeholders is Choice D, even though it reduces the duration by only one day. The stakeholders asked for OPTIONS to reduce duration by 2 days, and you'll have to tell them the best you can do is one day. PMBOK® 6.3.2 pgs 156-158 and 6.6.2.2, pgs 176-177

A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS, while work far in the future is planned for WBS components that are at a relatively high level of the WBS, is called: A Rolling wave planning. B Magnified planning. C Long-term planning. D Detailed planning.

Rolling wave planning is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS. PMBOK® 6.2.2.2, pg 152

You are the director of the project management office (PMO) in your organization. This month, you received a report providing the schedule variance (SV) values of all of the ongoing projects. Which of the following values should cause you the GREATEST concern? A $4,000 B $0 C ($4,000) D 0.4

Schedule variance (SV) is the difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. A negative number means that earned value is less than the planned value. This means that the work that was scheduled to be completed at this point in time (PV) is greater than the amount that was budgeted for the work that has actually been completed at this point in time (EV). As a director, Choice C has you concerned, because the earned value for that project is $4,000 less than the planned value. PMBOK® 6.1.3.1, pg 149 and 7.4.2.1, pgs 218-219

Angie's project has a current SPI measurement of 0.52. Her team has several good ideas for corrective actions that have a very good probability of bringing the project back on track. Her stakeholders like the proposed changes based on all of the analysis results that her team presented. What is the NEXT thing that Angie's project team should do? A Submit an approved corrective action into the Perform Integrated Change Control process B Submit a request to change the schedule baseline through the Perform Integrated Change Control process C Submit an invoice to the buyer D Implement the changes

Schedule variance analysis, along with review of progress reports, results of performance measures, and modifications to the project schedule can result in change requests to the schedule baseline and/or to other components of the project management plan. Change requests (Choice B) are processed for review and disposition through the Perform Integrated Change Control process. PMBOK® 6.7.3.3, pg 191

A Monte Carlo analysis is an example of a __________. A Simulation technique B Cause and effect analysis C Critical path method D Critical chain analysis

Simulation involves calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from the three-point estimates to account for uncertainty. The most common simulation technique is Monte Carlo analysis, in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project. PMBOK® 6.6.2.5, pg 180

All of the following are tools and techniques used with the Control Schedule process EXCEPT: A Variance analysis. B Project management software. C Statistical sampling. D Resource leveling.

Statistical sampling (Choice C) is the only outlier as a technique used with the Control Quality process, rather than with the Control Schedule process, and is therefore the correct answer. PMBOK® 6.7.2, pgs 188-190

One of your fellow project managers won a trip around the world. You agreed to move her project forward while she was gone. Her notes direct you to start assembling the team for a Define Activities session. In an email to the team, you describe the meeting as: A Identifying the specific actions to be performed to produce the project deliverables. B Identifying all of the deliverables required to complete the project. C Identifying and documenting dependencies among schedule activities. D Estimating the number of work periods that will be needed to complete the individual schedule activities.

The Define Activities process is the process of identifying the specific actions to be performed to produce the project deliverables. Choice B is a definition for the Define Scope process. PMBOK® 6, pg 141

Jeanna's project report reflects an SPI of 0.68. She and her team are recommending a corrective action and are preparing to present it to senior management. Jeanna was surprised when her boss told her to make sure that the Monte Carlo analysis of the remaining schedule for the project is included in the presentation. What is likely missing from the presentation? A An analysis that shows the probability of the remaining deliverables meeting the relevant standards B An analysis that shows the project will not vary from the original cost baseline C The Gantt chart D An analysis of the probability of when the project will be completed

The SPI value of 0.68 indicates that Jeanna's project is currently progressing at only 68% of what was planned. Even though Jeanna may have determined the root cause of the variation and how to recover from it, she also needs to present how the corrective action will impact the project completion date. A Monte Carlo simulation (Choice D) is a process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole. PMBOK® Glossary, pg 547

What does the acronym PERT stand for? A Program Evaluation and Review Technique B Project Evaluation and Review Technique C Project Estimation and Review Technique D Program Estimation and Review Technique

The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the Program Evaluation and Review Technique (PERT) (Choice A), and its practical application in PMBOK® is as the three-point estimates tool. PMBOK® 6.5.2.4, pg 170

A comprehensive list including all schedule activities that are planned to be performed on the project is: A A to-do list. B A checklist. C A detailed list. D An activity list.

The activity list is a comprehensive list including all schedule activities required on the project. PMBOK® 6.2.3.1, pg 152

How long will this project take to complete? (Click the View Figure button to see the diagram.) A 17 days B 18 days C 16 days D 9 days

The critical path of the project is the path with the longest duration. Path A-B-C-D has a duration of 18 days, E-G-I-J is 17 days, E-G-I-J is 16 days, and F-G-H-J is 12 days. The critical path is A-B-C-D. Therefore, the project will take 18 days to complete. PMBOK® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177

The four types of dependencies used to define the sequence among activities are: A Mandatory dependencies, dummy dependencies, and external dependencies. B Mandatory dependencies, external dependencies, discretionary dependencies and internal dependencies. C Mandatory dependencies, discretionary dependencies, non-critical dependencies, and critical dependencies. D Mandatory dependencies, external dependencies, internal dependencies and dummy dependencies.

The four types of dependencies used to define the sequence among activities are mandatory dependencies, discretionary dependencies, external dependencies, and internal dependencies. PMBOK® 6.3.2.2, pgs 157-158

The most recent version of the __________ is an input to the Control Schedule process. A Project schedule B Scope baseline C Project documents D Gantt chart

The most recent version of the project schedule (Choice A) with notations to indicate updates, completed activities, and started activities as of the indicated data date is an input to Control Schedule. PMBOK® 6.7.1.2, pg 187

The project manager of a project is contacted by her seller and is told that a plant fire has destroyed the component inventory needed to manufacture the molded assemblies for her mobile rollout project. The NEXT step the project manager should take is to: A Cancel the contract with the seller and find a new one. B Inform her management of the issue and complain about the work not being done on time. C Meet with her project team to inform them of the issue, and then ask the team to develop a new target schedule and a change request for the work that must be done from this point forward. D Ask the stakeholders what the next step should be.

The next step the project manager should take is to inform her team of the issue and ask the team to re-plan the project with the new work that must be done from this point forward. A best scenario would also be to include the seller as part of the team. It may be possible that the seller has a workaround, or would be willing to sub-contract the work at no or little extra cost or time expense to you. Once a revised schedule is developed, the project manager should inform her management and the stakeholders of the issue along with the revised plans. PMBOK® 6.7.3.4, pg 191

What type of sequencing technique uses boxes to represent activities? A Flowchart diagram method B Data flow diagramming C Activity-On-Node technique D Work breakdown structure

The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. Activity-on-node (Choice C) is one method of representing a precedence diagram. PMBOK® 6.3.2.1, pg 156

The schedule baseline __________ the project management plan. A Is a component of B Encompasses C Is the same as D Has nothing to do with

The project management plan contains the schedule management plan and the schedule baseline. PMBOK® 6.7.1.1, pg 187

It is important to save the original schedule baseline and schedule model before creating the new schedule baseline to: A Prevent loss of historical data for the project schedule. B Ensure that the project progresses according to the original schedule baseline. C Prevent any changes to the project. D Ensure that the project progresses according to the new schedule baseline.

The reason to save the original schedule baseline and schedule model before creating the new schedule baseline is to protect the integrity of the baseline and the historical data of past performance. PMBOK® 4.5.3.3, pg 100

A hierarchical structure of the identified resources by resource category and resource type is: A Resource availability. B Activity resource requirements. C Resource breakdown structure. D Resource calendar.

The resource breakdown structure (RBS) is a hierarchical structure of the identified resources by category and type. PMBOK® 6.4.3.2, pg 165

The schedule management plan is __________ the project management plan. A A subsidiary plan of B A plan encompassing C A separate plan from D Equal to

The schedule management plan is a subsidiary plan of, and integrated with, the project management plan. PMBOK® 6, pg 142

As the project manager for your project, you have been asked to provide senior management with a progress report of your project that includes metrics. Your project's current SPI value is 1.05. The BEST way to explain this value in the report is to add the following sentence: A The team is doing a great job by progressing ahead of schedule. B The team is doing a great job by progressing behind schedule. C Unfortunately, the team is progressing ahead of schedule. D Unfortunately, the team is progressing behind schedule.

The schedule performance index (SPI) is the ratio of earned value (EV) to planned value (PV) and equals EV/PV. An SPI equal to or greater than 1.0 indicates a favorable condition. PMBOK® 6.7.2.1, pg 189 and 7.4.2.1, pg 219

Decomposition is a technique used during Define Activities. It subdivides the project work packages into smaller, more manageable components called schedule __________.

The technique of decomposition, as it is applied to defining activities, involves subdividing the project work packages into smaller, more manageable components called activities. PMBOK®, 6.2.2.1, pg 151

Approved change requests that have been previously passed through the __________ are used to update the schedule baseline or other elements of the project management plan. A Management chain B Perform Quality Assurance process C Control Schedule process D Perform Integrated Change Control process

This question is about how project documents (including the schedule baseline or other elements of the project management plan) are updated. Change requests are an output of the Control Schedule process, and are processed for review and disposition through the Perform Integrated Change Control process. PMBOK® 6.7.3.3, pg 191

Using the weighted duration average of an activity based on the worst-case scenario, best-case scenario and most likely estimates means using: A Three-point estimates. B Parametric estimating. C Bottom-up estimating. D Analogous estimating.

Three-point estimate (Choice A) is a technique that uses three duration (or cost) estimates to represent the optimistic, most likely and pessimistic scenarios. This is also called PERT (Program Evaluation and Review Technique). PERT analysis calculates an expected activity duration using a weighted average of the 3 estimates. PMBOK® 6.5.2.4, pgs 170-171; Glossary, pg 553

The process of measuring, comparing, and analyzing schedule performance is conducted through __________. A Variance analysis B Performance reviews C A scheduling tool D Resource leveling

Variance analysis (Choice A) is a tool and technique used to reveal the magnitude of variation from schedule baseline, while performance reviews (Choice B) measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. PMBOK® 6.7.2.1, pg 188

Comparing target schedule dates with the actual or forecasted start and finish dates is an example of: A Using project management software. B Calculating a cost performance index (CPI) value. C Progress reporting. D Conducting a variance analysis.

Variance analysis (Choice D) can be performed by comparing planned activity start or finish dates against actual start or finish dates to identify variances between the schedule baseline (target schedule dates) and actual project performance. Further analysis can be performed to determine the cause and degree of variance relative to the schedule baseline and any corrective or preventative actions needed. PMBOK® 6.7.2.1, pg 189 (EVM section)

Variance analysis means: A Identifying positive and negative deviations from the planned scope, cost or schedule. B Determining resource requirements. C Detecting variations of the planned project approach. D Detecting late deviations from the target schedule dates.

Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. PMBOK® Glossary, pg 566

You have been asked to help facilitate a network diagramming session for another member of your PMO. Which of the following items would be most helpful to take to this meeting? A Resource requirements B Activity estimates C Project scope statement D Activity duration estimates

You are in the Sequence Activities process. Choices A, B and D are created by subsequent processes. The project scope statement (Choice C) is an input to the Sequence Activities process and is the correct answer. PMBOK® 6.3.1.5, pg 155

Jim's team has completed the WBS and WBS dictionary and the stakeholders have approved the results. Now they are meeting to break down the work packages into schedule activities. What technique should they use for this work? A Parametric estimating B Stakeholder analysis C Variance analysis D Decomposition

Decomposition involves subdividing the project work packages into smaller, more manageable components called activities. PMBOK® 6.2.2.2, pg 152

Jane has been tasked with identifying and documenting the logical relationships among schedule activities. Which technique would she NOT use? A Precedence Diagramming Method B Schedule network templates C Reserve analysis D Applying leads and lags

Defining logical relationships is done during the Sequence Activities process. Choices A, B (organizational process asset) and D are all associated with sequencing activities. Therefore, Reserve analysis (Choice D) is the correct answer because it is a tool and technique of Estimate Activity Durations, not part of sequencing activities. PMBOK® 6.3, pg 153

Determining the current status of the project schedule is important for: A Reporting project progress to senior management. B Controlling the schedule. C Updating the project management software. D Establishing the schedule baseline.

Determining the current status of the project schedule is one of the concerns of the Schedule Control process. PMBOK® 6.7, pg 186

Influencing the factors that create schedule changes while monitoring the status of the project is part of: A Managing the project team. B Controlling the project team. C Controlling the schedule. D Verifying the scope.

During monitoring and controlling the project, the Control Schedule process (Choice C) is concerned with influencing the factors that create schedule changes. PMBOK® 6.7, pg 186

A schedule compression technique in which phases or activities normally performed in sequence are instead performed in parallel is an example of: A Resource leveling. B Fast tracking. C Crashing. D Critical chaining.

Fast tracking is a schedule compression technique in which phases or activities normally performed in sequence are performed in parallel. PMBOK® 6.6.2.7, pg 181

Lisa is the project manager for a new clothing line project. She has just learned that the workers at the sewing company her company usually contracts with have just gone on strike. She knows that, as a result, the only available sewing resources with another sewing company are extremely limited. Thankfully, Lisa and her manager have just decided to purchase a new project management software tool that will enable Lisa to manage her project with the latest technology. Lisa and her team should: A Hire a consultant. B Increase the duration of the project by 15% to account for the limited resources. C Consider using the critical chain method of schedule network analysis. D Fast track the project.

Hiring a consultant will add cost to the project and may not provide a feasible solution. Increasing the duration of the project may not necessarily address the issue with the limited sewing resources at the time of their strike, because it is unknown how long the strike will last and how many workers will be affected. Fast tracking the project will not address the problem. Lisa and her team should consider using the critical chain method for schedule network analysis, since it modifies the project schedule to account for limited resources. PMBOK® 6.6.2.3, pg 178

Approved change requests that impact the project schedule will cause the approved project schedule to be revised, reapproved and reissued, which then becomes: A A cause for a delay in the schedule. B A variance to the project schedule baseline. C The new project schedule baseline. D Requested changes.

If approved change requests have an effect upon the project schedule, then the approved project schedule is revised and reissued to reflect the approved changes. The updated project schedule becomes the new schedule baseline (Choice C) for future changes and is a component of the project management plan. PMBOK® 6.7.1.1, pg 187