Question 1

Examine the figure given below: https://kxbjsyuhceggsyvxdkof.supabase.co/storage/v1/object/public/file-images/PMI-SP/page_5_img_1.jpg If Activity B takes eight days to complete instead of five days as schedule, how long can you now delay Activity H?

Accepted Answer

B

Explanation: Activity B is not on the critical path and it has a total of four days of float. If Activity B takes a total of eight days, it will consume three days of float. However, the total duration of the path ABEHJ may not exceed 26 days, as this is the total duration for the project. Although Activity H has a total of four days of float available, the consumption of three days of float on this path will reduce the total float for Activity H to just one day. If Activity H is delayed by more than one day, then the project will be late. Answer option D is incorrect. There is one day of float still available for Activity H. Answer options A and C are incorrect. These are not the valid answers, as there is just one day of float available for Activity H.

Question 2

Which of the following are the inputs to the Develop Project Charter process? Each correct answer represents a complete solution. Choose all that apply.

Accepted Answer

B, D, AND C

Explanation: The Develop Project Charter process documents the formal authorization of a project or a phase. It also documents initial requirements that satisfy the stakeholder's needs and expectations. It is used to validate the decisions made during the previous iteration of the Develop Project Charter process. The various inputs of this process are as follows: Project statement of work Business case Contract Enterprise environmental factors Organizational process assets The output of the Develop project Charter process is as follows : Project charter Answer option A is incorrect. Procurement document is the input of the Identify Stakeholders process.

Question 3

You are the project manager for your company. You are working with the activities defined in the figure below. https://kxbjsyuhceggsyvxdkof.supabase.co/storage/v1/object/public/file-images/PMI-SP/page_21_img_1.jpg What will happen to your project if Activity F takes five additional days to complete than what was expected?

Accepted Answer

B

Explanation: Activity F is on the critical path of ACFHK of 30 days. By adding five additional days to Activity F, the project will now take 35 days to complete. Answer options C, A, and D are incorrect. These are not the valid answers.

Question 4

You are the project manager of the GHT Project. Ben, one of your project team members, does not understand the idea of a milestone. Which of the following best describes what a milestone is?

Accepted Answer

A

Explanation: A milestone is simply a significant point or event in the project. It does not have to be assigned to a specific date, but is usually assigned to the completion of project phases. A milestone is the end of a stage that marks the completion of a work package or phase, typically mark d by a high level event such as completion, endorsement or signing of a deliverable, document or a high level review meeting. In addition to signaling the completion of a key deliverable, a milestone may also signify an important decision or the derivation of a critical piece of information, which outlines or affects the future of a project. In this sense, a milestone not only signifies distance traveled (key stages in a project) but also indicates direction of travel since key decisions made at milestones may alter the route through the project plan. To create a milestone, enter 0 (zero) in the Duration field. The task will automatically be classified as a milestone. Answer option C is incorrect. This is a project constraint. Answer option B is incorrect. A project goal is an objective for time, cost, scope, and other metrics. Answer option D is incorrect. All activities must be completed in order to complete the project work. Activities that are not completed are quality issues that prevent the project from completing the project scope.

Question 5

Harry works as a project manager for BlueWell Inc. He is determining the budget of the project.
According to the PMBOK, there are seven
inputs to this process. Which one of the following is NOT an input to the determine budget process?

Accepted Answer

B

Explanation: Reserve analysis is not an input to the determine budget process. It is a technique used for determining the budget. The inputs to the determine budget process are as follows: Activity cost estimates Basis of estimates Scope baseline Project schedule Resource calendars Contracts Organizational process assets

Question 6

Holly is the project manager for her organization. In her project, she has worked with the project
team to define when the project team will be utilized in the project, the duration of the project
activities, and the sequence in which the project work must be completed. During several phases of
her project, the project team will need to work more than fifty hours per week. The project team
members have agreed this is necessary and they're willing to do the work to complete the project.
Management, however, has not approved Holly's schedule based on the overtime the scheduling
will require. They have set a limit on the project schedule of 45 hours per week. What is this limit
technically called? Each correct answer represents a complete solution. Choose all that apply.

Accepted Answer

Explanation: Resource leveling is a rule of limiting the total number of hours a project team may work during a given time period in the project. If management restricts the project work to 45 per week, as in this example, Holly's schedule will likely increase because the project team can't complete as much work in one given time period. While this may be seen as a constraint, because it limits Holly's options, it's technically called a resource leveling heuristic. Answer option B is incorrect. It is an assumption that's believed to be true, but it hasn't been proven to be true. Answer option C is incorrect. Execution variance analysis describes the difference between what was planned and what was executed. A better term for this experience would simply be a scope variance, scope change, or defect.

Question 7

Joe is the project manager of the HJN Project. Joe's project is a renovation of an office building.
There must be 30 hours between the painting activity and the carpet activity in the project schedule
to eliminate the risk of wet paint getting on the carpet. What is the best approach Joe can do to
alleviate this issue?

Accepted Answer

D

Explanation: By adding lag time to the carpet activity, Joe can move the start time of the carpet activity by 30 hours. A lag time is a delay between the predecessor and the successor tasks. Sometimes it may be needed to schedule a delay between the predecessor and the successor tasks. For example, if two coats of paint are required to paint a car, then the final coat should be applied only when the first coat dries. This delay is known as the lag time. The lag time is entered as a positive value. The lag time can be entered as a duration or as a percentage of the predecessor's task duration. It is entered on the Predecessor tab in the Task Information dialog box. Answer option A is incorrect. A lead time is the time that overlaps between the predecessor and the successor tasks. The successor task can start before the predecessor task finishes. Answer option C is incorrect. Dummy activities are not the preferred method of project scheduling. Answer option B is incorrect. Changing the relationship of the activity to finish-to-finish would not prevent the activities from overlapping.

Question 8

The Define Activities process is the first process in the project time management knowledge are
a. The Define Activities process creates just three outputs as a result of decomposition, rolling wave
planning, templates, and expert judgment. Which one of the following is not an output of the Define
Activities process?

Accepted Answer

D

Explanation: Project document updates are not an output of the Define Activities process. Project document updates are the outputs for estimate activity resources. Project document updates include the following: Activity list Activity attributes Resource calendars Answer option A is incorrect. The activity list is an output of the define activities process. Answer option C is incorrect. The activity attributes is an output of the define activities process. Answer option B is incorrect. The milestone list is an output of the define activities process.

Question 9

You are the project manager for your organization. You are meeting with your customers to discuss
the project performance. In this meeting, you will have eight project customers, the project sponsor,
and ten members of your project team. What type of communication method are you using in this
instance?

Accepted Answer

A

Explanation: Any meetings, phone calls with multiple participants, or conferences are examples of the interactive communications. Answer option B is incorrect. Active communication is not a PMBOK term for project management. Answer option D is incorrect. A push technique describes a distribution from the project manager out to the message recipients, such as email. Answer option C is incorrect. A pull technique describes a distribution method where the recipients of the message pull the message from a source, such as a Web server.

Question 10

You work as a project manager for BlueWell Inc. Which of the following tools/techniques will you
use to demonstrate how a process behaves over time, and when a process is subject to special cause
variation, resulting in an out-of-control condition?

Accepted Answer

D

Explanation: You should use the control charts to demonstrate how a process behaves over time, and when a process is subject to special cause variation, resulting in an out-of-control condition. Control charts are graphical representations of different processes. These charts contain the maximum and minimum values allowed. Control charts are used to determine whether or not a process is stable or has predictable performance. A process is considered out of control when a data point exceeds a control limit or if seven consecutive points are above or below the mean. Answer option B is incorrect. The Ishikawa diagram (or fishbone diagram or also cause-and-effect diagram) are diagrams, that shows the causes of a certain event. A common use of the Ishikawa diagram is to identify potential factors causing an overall effect. It helps identify causal factors and contributing causes. https://kxbjsyuhceggsyvxdkof.supabase.co/storage/v1/object/public/file-images/PMI-SP/page_209_img_1.jpg It is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton. It is considered as a basic tool of quality management. Answer option A is incorrect. A Pareto chart is a special type of bar chart where the values being plotted are arranged in descending order. The graph is accompanied by a line graph, which shows the cumulative totals of each category, left to right. The chart is named after Vilfredo Pareto, and its use in quality assurance was popularized by Joseph M. Juran and Kaoru Ishikawa. Answer option C is incorrect. A scatter chart is a type of display using Cartesian coordinates to display values for two variables for a set of data. The data is displayed as a collection of points, each having the value of one variable determining the position on the horizontal axis and the value of the other variable determining the position on the vertical axis. A scatter diagram shows the pattern of relationship between two variables. This tool allows the quality team to study and identify the possible relationship between changes observed in two variables. Dependent variables versus independent variables are plotted. The closer the points are to a diagonal line, the more closely they are related.

Question 11

Vicky is the project sponsor of Robert's project. She has requested several changes for the project
scope and these changes have, of course, been approved. Robert needs to incorporate the project
scope changes into the activity list. Where else should Robert reflect these project changes?

Accepted Answer

B

Explanation: All scope changes should also be updated in the project scope baseline. The scope baseline is the project scope statement, work breakdown structure (WBS), and the WBS dictionary. Answer option D is incorrect. If the changes affect cost then the cost baseline would also be updated. The question did not indicate that therbe would a change in the project cost. Answer option C is incorrect. Quality control does not change. It always reflects the demands of the project scope. Answer option A is incorrect. The project final report evaluates the success and failures of the project scope.

Question 12

You have been hired as a contract project manager for Tech Perfect Inc. The project has already been
started. Sufficient details of the project have already been structured. You are working with your
team for cost estimation of the project. Which of the following estimating techniques will you use
for the highest degree of accuracy?

Accepted Answer

D

Explanation: According to the question, you have to use the estimating technique that has a higher degree of accuracy. The most accurate estimating technique is bottom-up estimating. What is bottom-up estimating? Bottom-up is a cost estimating technique that involves estimating the cost of individual work packages or schedule activities with the lowest level of detail. The detailed cost is rolled up (or summarized) to higher levels for total project estimates. This summarized data is very useful for reporting and tracking purposes. Bottom-up estimating provides a higher degree of accuracy, provided the estimates at the work package level are accurate. Answer options C, A, and B are incorrect. Parametric modeling and analogous estimating techniques use top-down estimation model. These are less accurate than the bottom-up estimation. What is analogous estimating? Analogous is an estimating technique that uses the values of parameter, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimation of the same parameter for a future activity. It is a top-down estimating technique and is a form of expert judgment. It provides a lower degree of accuracy than other estimating techniques. This technique is primarily used when there is a limited amount of detailed information about the project or program. What is parametric modeling? Parametric modeling is an estimating technique that uses parameters, or project characteristics, to forecast project costs. It involves a top-down approach and is similar but more accurate than analogous estimating. It uses historical data and other variables to calculate an estimate for activity parameters, such as scope, cost, budget, and duration.

Question 13

Joseph works as the project manager of the NHQ Project. He has created the project network diagram as shown in the figure: https://kxbjsyuhceggsyvxdkof.supabase.co/storage/v1/object/public/file-images/PMI-SP/page_157_img_1.jpg Based on the network diagram, find out which path is the critical path for this project?

Accepted Answer

D

Explanation: The critical path is the path with the longest duration to complete the project. It has no float and shows the earliest completion date and the latest completion date for the project. In this example, path ACFIJ takes 27 days and is the critical path. ACFIJ= A(4)+C(8)+F(4)+I(7)+J(4)= 27 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 A is incorrect. ABEHJ takes only 22 days to complete. ABEHJ= A(4)+B(5)+E(2)+H(7)+J(4)= 22 Answer option C is incorrect. ABDHJ takes 21 days to complete. ABDHJ= A(4)+B(5)+D(1)+H(7)+J(4)= 21 Answer option B is incorrect. ABDIJ takes 21 days to complete. ABDIJ= A(4)+B(5)+D(1)+I(7)+J(4)= 21

Question 14

Which of the following techniques is used in businesses to determine the effect different costs or investments have on profit and other financial indicators?

Accepted Answer

C

Explanation: What-if scenario analysis explains the analysis of the question "What if the situation represented by scenario 'X' happens?". This What-If Scenario Analysis shortly named as WISA. A schedule network analysis is performed using the schedule to compute the different scenarios, such as extending specific engineering durations, or delaying a major component delivery. Businesses use what-if scenarios to determine the effect different costs or investments have on profit and other financial indicators. Answer option A is incorrect. The schedule analysis is the review of the schedule, but does not examine other possibilities for completing the project work. Answer option D is incorrect. The root cause analysis helps to determine the reasons why the project is running late. Answer option B is incorrect. The resource leveling causes the project's duration to increase. It is a technique that resolves resource conflicts by delaying tasks within their slack allowances. The resource leveling is the process in which project teams come across problems when developing their project schedules.

Question 15

Gary is the project manager of the GHY project. He has elected to use a previous, but similar, project
to guide him and the project team through the estimate activity duration process. The previous
project schedule could best described as which one of the following?

Accepted Answer

A

Explanation: This is an example of an organizational process asset. The previous project is the historical information that the current project can use. This could also be, with a bit more information, an example of an analogous estimate. Organizational process assets are forms, templates, and other support pieces that the project managers can use to help manage their projects. It is usually something that has been created before the project begins and often, but not always, comes from historical information. Answer option D is incorrect. This is not a valid term for this question. Answer option B is incorrect. The lessons learned documentation is a separate document that Gary might reference for his current project, but this is not a valid choice. Answer option C is incorrect. While organizational process assets are inputs to this process, this choice is not the best selection for the question.

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