PMI-SP PMI Scheduling Professional Exam Practice Test

Answer : A

Cost and schedule performance indexes should be as close to 1 as possible. A larger value, such as 2.12, means that the schedule duration estimates were likely bloated or incorrect to begin with. Answer option B is incorrect. This is not the best choice for this question. Answer option C is incorrect. The number should not be close to 100; it should be close to 1. Answer option D is incorrect. While Mark may have crashed the schedule and driven up costs to achieve the SPI value, a more likely reason is that the time estimates were bloated.

Answer : D

The path of ABDHJ will take 21 days to complete and cannot exceed 27 days or else the project will

be late. If Activity B takes four additional

days and Activity D takes two additional days, this adds (4+2= 6) six days to the path, bringing the

path's duration to exactly (21+6 = 27)

twenty seven days. There is no available float left for Activity E or H.

Float or total float (TF) is the total amount of time that a schedule activity may be delayed from its

early start date without delaying the

project finish date, or violating a schedule constraint. It is calculated by using the critical path

method technique and determining the

difference between the early finish dates and late finish dates.

Answer options A, C, and B are incorrect. There is no float available because the path's duration has

increased to 27 days.

Answer : B

The only tool and technique for controlling the schedule is a corrective action. You

should always report problems to management, the project

customers, or key stakeholders as defined in the Communications Management Plan, but you should

also always present a solution to the

problem.

A corrective action is a change implemented to address a weakness identified in a management

system. Normally corrective actions are

implemented in response to a customer complaint, abnormal levels of internal nonconformity,

nonconformities identified during an internal

audit or adverse or unstable trends in product and process monitoring such as would be identified

by SPC. It is method of identifying and

eliminating the causes of a problem, thus preventing their reappearance. Examples of a corrective

action are :

Improvements to maintenance schedules

Improvements to material handling or storage

Answer option C is incorrect. Trimming the project scope, which is a change request, is not a tool

and technique for control the scheduling. It

is, however, an output of the control schedule process and is sometimes a valid decision if the

project is slipping on schedule performance.

Answer option A is incorrect. Work performance measurements are not a tool and technique for

controlling the project schedule.

Answer option D is incorrect. The causes of the variance can help you determine the best action to

take, but it is not a tool and technique for

schedule control.

Answer : D

The estimate to complete wants to know how much more money the project will need

to complete its objectives.

The estimate to complete (ETC) is the expected cost needed to complete all the remaining work for a

scheduled activity, a group of activities,

or the project. ETC helps project managers predict what the final cost of the project will be upon

completion. The formula for the ETC is EAC-

AC. The EAC is BAC/CPI.

Answer option A is incorrect. This is the estimate at completion based on the current project

performance.

Answer option C is incorrect. This is the current schedule variance.

Answer option B is incorrect. 1.02 is the to-complete performance index based on the BAC.

Answer : D

The only statement that is true is that the critical path shows the project's earliest date

for completion.

A critical path is the sequence of project activities, which add up to the longest overall duration. This

determines the shortest time possible to

complete the project. Any delay of an activity on the critical path directly impacts the planned

project completion date (i.e. there is no float on

the critical path). A project can have several, parallel, near critical paths. An additional parallel path

through the network with the total

durations shorter than the critical path is called a sub-critical or non-critical path.

These results allow managers to prioritize activities for the effective management of project

completion, and to shorten the planned critical

path of a project by pruning critical path activities, by 'fast tracking' (i.e., performing more activities

in parallel), and/or by 'crashing the critical

path' (i.e., shortening the durations of critical path activities by adding resources).

Answer option C is incorrect. There can be more than one critical path, as two paths in the project

network diagram can both take the same

amount of time and be longer than any other paths in the project.

Answer option A is incorrect. The critical path can be, and often is, crashed with extra resources in

an attempt to recover the project schedule.

Answer option B is incorrect. The critical path is the longest path to project completion.

Answer : A

Of all the choices, only fast tracking is an option that would not increase project costs. Fast tracking

allows phases of the project to overlap,

but it does increase project risks.

Fast tracking is a technique for compressing project schedule. In fast tracking, phases are overlapped

that would normally be done in

sequence. It is shortening the project schedule without reducing the project scope.

Answer option B is incorrect. Crashing adds labor to the project and increases project costs.

Answer option C is incorrect. Effort-driven activity analysis examines activities whose duration may

be reduced by adding labor. This approach,

however, increases project costs, as it is a form of project crashing.

Answer option D is incorrect. Rewards and recognitions are good incentives for the project team, but

simply offering the reward does not

decrease the duration of the project.

Answer : A

Management is asking Sam to use the judgmental methods to predict how the project

will finish on time and cost.

The judgmental forecasting method incorporates intuitive judgments, opinions and subjective

probability estimates. Some examples of

judgmental forecasting are as follows:

Composite forecasts

Surveys

Delphi method

Scenario building

Technology forecasting

Forecast by analogy

Answer option B is incorrect. Time series methods of forecasting use earned value management,

moving average, extrapolation, linear

prediction, trend estimation, and growth curve.

Answer option D is incorrect. The earned value management method is actually a part of the time

series forecasting method.

Answer option C is incorrect. The causal/econometric methods use linear and non-linear regression,

autoregressive moving average, and

econometrics.