Rita-Schedule Management

35. Rearranging resources so that a constant number of resources is used each month is called: A. Crashing B. Floating C. Leveling D. Fast tracking

35. Answer C Explanation: The key to this question is the phrase "constant number of resources used each month." Only leveling has such an effect on the schedule.

1. A project manager is informed midway through project planning that she was given inaccurate data regarding new regulations affecting the required end date of her 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 effect. She confirms this by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using? A. Critical path method B. Flowchart C. Precedence diagramming D. Work breakdown structure

1. Answer A Explanation: There are only two choices related to scheduling: critical path method and precedence diagramming. Precedence diagramming is a diagramming technique that deals with the relationship between activities, not schedule flexibility. The project manager is analyzing the critical path.

10. The float of an activity is determined by: A. Performing a Monte Carlo analysis B. Determining the waiting time between activities C. Determining lag D. Determining the length of time the activity can be delayed without delaying the critical path

10. Answer D Explanation: The float of an activity is the length of time the activity can be delayed without delaying the critical path.

11. To help them determine the schedule baseline, the team has drafted a network diagram. "The project manager adds the time estimates for each activity to establish the critical path for the project. They discover the project has three critical paths. Which of the following best describes how this discovery will affect the project? A. It makes it easier to manage. B. It increases the project risk. C. It requires more people. D. It makes it more expensive.

11. Answer B Explanation: Although having three critical paths could require more people or cost more, the answer that is always true is that it increases project risk. Because you need to manage three critical paths, there is more risk that something could happen to delay the project.

12. 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 restaurants. 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 this 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? A. Perform a Monte Carlo analysis. B. Fast track the project. C. Perform resource optimization. D. Analyze the life cycle costs.

12. Answer C Explanation: Fast tracking affects both time and cost but may not help even out resource usage. Monte Carlo analysis and analysis of life cycle costs do not directly deal with resources. Resource optimization is the only choice that will definitely affect resources.

13. You have identified a diverse group of stakeholders, and you will need to report information in a variety of ways to meet their different communications needs. When will you use a milestone chart instead of a bar chart? A. Project planning B. Reporting to team members C. Reporting to management D. Risk analysis

13. Answer C Explanation: Both types of charts are used in project planning. Team members need to see details, so they need a bar chart rather than a milestone chart. Risk analysis could make use of both charts. A milestone chart is used instead of a bar chart for any situation where you want to report in a less detailed way. Since bar charts can intimidate people with their complexity-and often show loo much detail to be worthwhile on a management level - milestone charts are more effective for reporting to management.

14. The organization is committed to rolling out a new cell 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 trade show. The sponsor has promised to commit as many resources as necessary for you to complete the project within these constraints. Your project management plan results in a 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? A. First track the project. B. Level the resources. C. Crash the project. D. Perform Monte Carlo analysis.

14. Answer C Explanation: Leveling resources generally extends the schedule. Monte Carlo analysis does not directly address the constraints of this situation. To compress the schedule, you could either crash or fast track. However, the situation says that the network diagram cannot change. This eliminates fast tracking, which leaves crashing the project as the best answer.

15. Your team worked hard throughout project planning, thoroughly defining and estimating each activity required to complete the work. The resulting network diagram approached 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. Now, 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 project's 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.

15. Answer C Explanation: This is another question that asks about problem-solving. Neither telling your manager nor waiting to see the status next month will address the real problem. It would be inaccurate to report that the project cannot be finished earlier. Only meeting with the team to look for options for compressing the schedule (by crashing or fast tracking) relates to problem-solving.

16. 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 manager's 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 of crashing each activity B. Customer's opinion of which activities to crash C. Sponsor's opinion of which activities to crash and in what order D. Project life cycle phase in which the activity is due to occur

16. Answer A Explanation: You may or may not need your customer's or your sponsor's input, but you will definitely need to include an analysis of risk.

17. You are working collaboratively with the team to plan a project. You have obtained estimates from team members on the activities for which they each will be responsible. You are currently reaching agreement on the calendar dates for each activity. Which of the following processes are you working on? A. Sequence Activities B. Develop Schedule C. Defu1e Scope D. Develop Project Charter

17. Answer B Explanation: By the time this process is taking place, Develop Project Charter, Define Scope, and Sequence Activities would be completed. The projects defined in the question is Develop Schedule.

18. A project manager is 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? A. Cut product scope. B. Meet with management, and tell them the required date cannot be met. C. Work overtime. D. Determine options for schedule compression, and present management with the recommended option.

18. Answer D Explanation: This question tests whether you know how to solve problems. Cutting product scope negatively affects the customer, and is therefore not best. A project manager's job is to determine options for meeting any end date; therefore, simply telling management the required date cannot be met is not correct. Working overtime is expensive and unnecessary when there are many other choices that could be considered first. Determining options for schedule compression would have the least negative effect on the project.

19. During project planning, you estimate the time needed for each activity and then total the estimates to create the project estimate. You commit to completing the project by this date. What is wrong with this 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 network 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 customer's required completion date.

19. Answer B Explanation: Time estimates for the activities should be created by the team and should not be added together to create the project estimate. Some activities may take place concurrently; these would be identified in the network diagram.

2. A design engineer is helping to ensure that the dependencies within her area of expertise are properly defined on the project. The design of several deliverables must be complete before manufacturing can begin. This is an example of what type of dependency? A. Discretionary dependency B. External dependency C. Mandatory dependency D. Scope dependency

2. Answer C Explanation: No mention is made that the dependency comes from a source outside the project, so this is not an external dependency. Scope dependency is not a defined term. The key words in the question are "must be complete." Since the dependency is required, it could not be discretionary and therefore must be mandatory. The question defines a mandatory dependency.

20. You are a project manager on a $ 5,000,000 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 diagramming method B. Arrow diagramming method C. Critical path method D. Operational diagramming method

20. Answer A Explanation: The question implies a finish-to-finish relationship between activities. The arrow diagramming method is not a commonly used diagramming method, and it does not support that type of relationship. Critical path is not a diagramming method, and operational diagramming method is a made-up term. The precedence diagramming method is most appropriate in this case.

21. You are a project manager on a US $5,000.000 software development project. While working with your project team to develop a network diagram, your data architects suggest that quality could be improved if the data model is approved by senior management before moving on to other design elements. They support this 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

21. Answer B Explanation: A heuristic is a general rule that can be used consistently. This situation is a unique occurrence in which a preferred method is being suggested. Dependencies are often described with two terms, either mandatory or discretionary, and either internal or external. The input in this scenario is discretionary, as it is a suggestion, rather than a required method of doing the work. Since the input comes from a source outside the organization, it is considered external.

22. Based on the following, if you needed to shorten the duration of the project, which activity would you try to shorten? Activity Preceding Activity Duration in Weeks Start None 0 A Start 1 B Start 2 C Start 6 D A 10 E B,C 1 F C 2 G D 3 H E 9 I F 1 End G,H,I 0 A. Activity B B. Activity D C. Activity H D. Activity C

22. Answer D Explanation: This is an example of a two-stage question you may find on the exam. First you need to draw the network diagram and find the critical path, and then make a decision. The network diagram would be: Paths Duration in Weeks Start, A, D, G, End 14 Start, B, E, H, End 12 Start, C, E, H, End 16 Start, C, F, I, End 9

23. You have a project with the following activities Activity A takes 40 hours and can start after the project starts. Activity B takes 25 hours and should happen after the project starts. Activity C must happen after activity A and takes 35 hours. Activity D must happen after activities B and C and takes 30 hours. Activity E must take place after activity C and takes 10 hours. Activity F takes place after Activity E and takes 22 hours. Activity F and D are the last activities of the project. Which of the following is true if activity B actually takes 37 hours? A. The critical path is 67 hours. B. The critical path changes to Start, B, D, End. C. The critical path is Start, A, C, E, F, End. D. The critical path increases by l 2 hours.

23. Answer C Explanation: Did you notice how difficult this question was to read? Such wording is intentional - to prepare you for interpreting questions on the real exam. Looking at this situation, you see there are three paths through the network, as shown in the following table. If the duration of activity B changes from 25 to 37, the activity will take 12 hours longer. As the activity is only on the third path, it will only change the duration of that path from 55 to 55+12, or 67 hours. Since the duration of the critical path is l07 hours, the delay with activity H will have no impact on the project timeline or the current critical path. Paths Duration in Hours Start, A, C, E, F, End 107 Start, A, C, D, End 105 Start, B, D, End 55

24. A project manager has received activity duration estimates from his team. Which of the following does he need in order to complete the Develop Schedule process? A. Limed value analysis B. Schedule change control system C. Trend analysis D. Reserves

24. Answer D Explanation: The Develop Schedule process includes all work and uses all inputs needed to come up with a finalized, realistic schedule. As part of the Estimate Activity Durations process, reserves 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.

25. A 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

25. Answer D Explanation: The schedule management plan is the most correct answer. It includes plans for how schedule changes will be managed.

26. A project manager is using weighted average duration estimates to perform schedule network analysis. Which type of mathematical analysis is being used? A. Critical path method B. Beta distribution C. Monte Carlo D. Resource leveling

26. Answer B Explanation: Beta distribution uses weighted averages to compute activity durations.

27. The WBS, estimates 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 team's approval. D. Complete risk management.

27. Answer C Explanation: Sequencing the activities is the same thing as creating a network diagram, so that has already been done. The Validate Scope process is done during project monitoring and controlling, not during project planning. Since a schedule is an input to risk management, risk management comes after the creation of a preliminary schedule, and so that is not the next thing to do. Creating the preliminary schedule is next.

28. A new product development project has four levels in the work breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What should be done next? A. Create an activity list. B. Begin the work breakdown structure. C. Finalize the schedule. D. Compress the schedule.

28. Answer D Explanation: The question is really asking, "What is done after the Estimate Activity Durations process?" The work breakdown structure and activity list are done before Estimate Activity Durations. The schedule is not finalized until after schedule compression. Therefore, compressing the schedule is done next.

29. You are the project manager for a new product development project that has four levels in the work breakdown structure. The network 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.

29. Answer D Explanation: Notice how this question and the previous one seem similar. This is intended to prepare you for similar questions on the exam. Determining dependencies and analogously estimating the schedule should have already been completed. The situation described is within the Develop Schedule process of schedule management. Control Schedule is the next schedule management process after Develop Schedule, but the Develop Schedule process is not yet finished. Final approval of the schedule by the stakeholders is needed before one has a project schedule.

3. Your sponsor and stakeholders have made it dear 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 diagrams: A. Logical relationships B. Critical paths C. Resource trade-offs D. Progress or status

3. Answer D Explanation: The bar chart is designed to show a relationship to time. This is best used when demonstrating progress; or status as a factor of time.

30. A team member from research and development tells you that her work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the average labor hours (from past, similar projects) to develop a prototype. This is an example of which of the following? A. Parametric estimating B. Three-point estimating C. Analogous estimating D. Monte Carlo analysis

30. Answer A Explanation: Monte Carlo analysis is a modeling, or simulation, technique. Three-point estimating uses three time estimates per activity. One could use data from past projects to come up with the estimate (analogous estimating), but the best answer is parametric estimating because history is being used to calculate an estimate.

31. As part of a project manager's due diligence, he reviews the schedule, for using 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 day l 3, an early finish (EF) 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. Is progressing well D. Is not on the critical path

31. Answer D Explanation: There is no information presented about lag or progress. The activity described has float because there is a difference between the early start and late start. An activity that has float is probably not on the critical path.

32. The project is calculated to be completed four days after the desired completion date. You do not 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.

32. Answer B Explanation: Cutting resources from an activity would not save time, nor would moving resources from the preferential dependencies to the external dependencies. Removing an activity from the project is a possibility, but because the dependencies preferential and the risk is low, the best choice is to make more activities concurrent, as this would have less impact on the project.

33. A project manager for a small construction company has a project that was budgeted for $130,000 over a six-week period. According to the schedule, the 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 were 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

33. Answer A Explanation: Did you get lost looking at all the numbers presented in this questions? Notice that there are no calculations required, simply an understanding of what the problem is. This question describes schedule management, which is a responsibility of the project manager.

34. 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 in formation to senior management? A. Detailed cost estimates B. Project management plans C. Bar charts D. Milestone reports

34. Answer D Explanation: Detailed cost estimates have nothing to do with the situation described. Project management plans include more detail than is necessary for the situation described, and may distract from the conversation if used in this situation. Bar chart are most effective for reporting to the team. The best answer is milestone reports, which present the right level of detail for upper management.

36. 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 have not 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

36. Answer B Explanation: Analogous estimating can be used when you have done similar work previously. Monte Carlo analysis is a schedule development technique. Parametric estimating includes the use of history and productivity rates for the work, which would not be available if you had not done the activity before. Three-point estimating is the best method to use in this case because it allows you to estimate in a range-optimistic, pessimistic, and most likely.

37. 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.

37. Answer B Explanation: Waiting until all changes are known and then printing out a new schedule is a common error many project managers make. Instead, the project manager should be controlling the project throughout its completion. The in the question does not provide a reason to believe the schedule baseline must be changed. A project manager must be in control of the project, rather than consulting with management before making any changes. Whenever a large number of changes occur on a project, it is wise to confirm that the business case, as stated in the project charter, is still valid.

4. A heuristic is best described as a; A. Control tool B. Scheduling method C. Planning tool D. Generally accepted rule

4. Answer D Explanation: A heuristic is a generally accepted rule. Examples are cost per line of code and cost per square foot of floor space.

5. Lag means: A. The amount of time an activity can be delayed without delaying the project finish date B. The amount of time an activity can be delayed without delaying the early start date of its successor C. Waiting time D. The product of a forward and backward pass

5. Answer C Explanation: Total float and free float are the time an activity can be delayed without impacting the entire project or the next activity. A forward or backward pass refers to a network analysis technique, not waiting time. Waiting time is the correct definition of lag.

6. A project manager is new to the company but has l0 years of project management experience. She is given 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 baselined. She needs to report on the longest time the project will take. Which of the following is the best project management tool to use to determine this? A. Work breakdown structure B. Network diagram C. Bar chart D. Project charter

6. Answer B Explanation: The bar chart may show an end date, but it is not used to determine dates. The project charter also may include a required end date but not a logical determination of how long the project will take. The network diagram shows dependencies between activities on the project activity list. The dependencies allow us to look at the various paths through the diagram to determine the longest duration (critical) path. The network diagram is the best answer.

7. Which of the follow mg is correct? A. The critical path helps prove how long the project will take. B. There can be only one critical path. C. The network diagram will change every time the end date changes. D. A project can never have negative float.

7. Answer A Explanation: This question tests your knowledge about a number of topics. There can often be more than one critical path, but you might adjust the plan in order to decrease risk and have only one critical path. The network diagram may or may not change when the end date changes, depending on the amount of schedule reserve and the reason for the change to the schedule. You can have negative float if you are behind schedule. The critical path helps prove how long the project will take. This is the only correct statement of the choices given.

8. A new project manager is walking you through the schedule she has created for her project. She asks you about the duration of a particular milestone, so she knows how to properly schedule it. What will you tell her about a milestone's duration? A. It is shorter than the duration of the longest activity. B. It is shorter than the activity it represents. C. It has no duration. D. It is the same length as the activity it represents.

8. Answer C Explanation: A milestone represents the completion of a series of activities or work packages. Milestones represent significant events within the project schedule. They are not work activities, and they have no duration.

9. "Which of the following best describes the relationship between standard deviation and risk? A. There is no relationship. B. Standard deviation tells you if the estimate is accurate. C. Standard deviation tells you how uncertain the estimate is. D. Standard deviation tells you if the estimate includes a pad.

9. Answer C Explanation: An estimate can have a wide range and still be accurate if the item estimated includes identified risks. There is no such thing as a pad in proper project inflated, but it is a calculated reserve to account for risks, not arbitrary padding. The standard deviation tells you the amount of uncertainty or risk involved in the estimate for the activity.