3770 Ch.13

A tool used to monitor past project schedule performance and current performance, and to estimate future schedule trends is a simple line chart known as a A. Project control chart. B. Gantt chart. C. PERT chart. D. Network diagram. E. Milestone chart.

A

Jessica just received the following information on her project: PV = 200, EV = 300, AC = 250, BAC = 1500, EAC = 1208. In terms of cost at completion. A. The project will currently finish under budget. B. The project will currently finish over budget. C. The project will currently finish on budget. D. The project will currently finish behind schedule. E. There is insufficient information to draw conclusions.

A

Jim receives the following information on his project: PV = 1000, EV = 1200, AC = 800, BAC = 2000, EAC = 1333. How is the project doing in terms of schedule? A. More work has been done than planned B. Less work has been done than planned C. The same amount of work has been done than planned D. The project has cost less than planned E. There is not enough information to draw a conclusion

A

The cost variance for a project is calculated by A. EV - AC. B. AC - SV. C. PV - EV. D. CV - EV. E. EV - PV.

A

The earned value system starts with the time-phased costs that provide the project baseline, which is called the A. Planned budgeted value of work scheduled. B. Planned budgeted value of work completed. C. Earned value of work scheduled. D. Scheduled value of work scheduled. E. Scheduled value of work completed.

A

The final step in the project control process for measuring and evaluating project performance is to A. Take appropriate action. B. Prepare a report to top management. C. Follow up on corrective action. D. Measure progress and performance. E. Review spending with team members.

A

The first step in the project control process for measuring and evaluating project performance is to A. Set a baseline plan. B. Determine the project objectives. C. Determine the project deliverables. D. Analyze the project budget. E. Review the project priority matrix.

A

Which of the following is NOT true regarding scope creep? A. It commonly occurs late in projects B. It is frequently unnoticed until time delays or cost overruns are observed C. It wears down team motivation and cohesiveness D. Project suppliers resent frequent changes E. Scope changes can represent significant opportunity

A

Baseline project budgets are derived from A. The organization's overall budget. B. Time-phasing the work packages. C. Top management directions. D. The total direct, direct project overhead and G&A overhead costs. E. The earned value system.

B

Sally receives the following information on her project: PV = 100, AC = 75, EV = 100. How well is the project doing in terms of budget? A. Right on budget B. 25 under budget C. 25 over budget D. 50 under budget E. 50 over budget

B

Which of the following methods will measure the scheduling efficiency of the work accomplished to date? A. SV/CV B. EV/PV C. EV/AC D. AC/SV E. AC/CV

B

A project manager notices that $1,000 worth of work that was scheduled to be completed at this time has not been accomplished. They know this by looking at the A. EV. B. TCPI. C. SV. D. PCIB. E. EAC.

C

A project monitoring system involves all of the following EXCEPT A. Determining what data to collect. B. Determining how, when, and who will collect the data. C. Adjusting the data. D. Analysis of the data. E. Reporting current progress.

C

In monitoring project time (schedule) performance, actual performance should be compared to A. Budgets for the current year. B. Top management's targets. C. Project network schedule derived from the WBS/OBS. D. Progress on similar past projects. E. Previous status reports.

C

The third step in the project control process for measuring and evaluating project performance is to A. Review the baseline plan with top management. B. Analyze inputs to the control system. C. Compare the plan against actual performance. D. Measure both progress and performance. E. Review spending with team members.

C

The value that tells you the planned value of work that has actually been completed is the A. SV. B. PV. C. EV. D. AC. E. CV.

C

Which of the following methods will measure the cost efficiency of the work accomplished to date? A. SV/CV B. EV/PV C. EV/AC D. AC/SV E. AC/CV

C

A CPI or SPI value less than one indicates that the project is A. Under cost or behind schedule. B. Over cost or ahead of schedule. C. Under cost or ahead of schedule. D. Over cost or behind schedule. E. On cost or on schedule.

D

A ___________ Gantt chart is a simple and effective way to depict progress on a project. A. Baseline B. Control C. Variance D. Tracking E. Simple

D

Nancy tells her supervisor that as of right now, $1.05 worth of work has been accomplished for each $1 worth of scheduled work. Nancy got this information from viewing the A. SV. B. TCPI. C. CPI. D. SPI. E. PCIB.

D

Of the following costs, which are NOT included in baseline? A. Suppliers B. Equipment C. Labor D. Budget reserves E. Contractors

D

The earned value of a project is the A. Project cost to date adjusted for project scope changes. B. Total project cost to date. C. Cost incurred minus the planned cost. D. Percent of the original budget that has been earned by actual work. E. The planned time-phased baseline of the value of work scheduled.

D

The second step in the project control process for measuring and evaluating project performance is to A. Review the baseline plan with top management. B. Analyze inputs to control system. C. Compare plan against actual. D. Measure progress and performance. E. Review spending with team members.

D

Which of the following are required to assess the current status of a project using the earned-value cost/schedule system? A. BAC, EAC, and ETC B. VAC, EAC, and BAC C. CV, SV, and BAC D. PV, EV, and AC E. TCPI, EV, and PV

D

Which of the following methods of variance analysis is the best indicator of how far off the budget a project will be at completion? A. BAC B. EAC C. ETC D. VAC E. TCPI

D

Which performance index is the most potentially misleading? A. CPI B. EV C. CV D. SV E. EAC

D

A project manager learns that the project is only earning $.90 of planned work for each dollar spent by looking at the A. EV. B. BAC. C. SV. D. SPI. E. CPI.

E

The indicator that tells you the amount each remaining dollar must earn in order for the project to stay within budget is the A. PCIC. B. VAC. C. CPI. D. SPI. E. TCPI.

E

The schedule variance for a project is calculated by: A. EV - AC B. AC - SV C. PV - EV D. CV - EV E. EV - PV

E

When someone familiar with each task estimates what percent of the task has been completed or how much of the task remains, they are creating a method for assigning costs to the baseline called the A. 0/100 percent rule. B. Task complete rule. C. Degree complete rule. D. Work complete rule. E. Percent complete rule.

E