PMI PMI-SP Online Practice Questions and Exam Preparation

PMI PMI-SP Online Questions & Answers

• Question 271:

  There are seven inputs to the estimate activity durations process. Which one of the following is NOT an input to this process?

  A. Scope baseline
  B. Activity attributes
  C. Activity list
  D. Activity resource requirements
  A. Scope baseline

  ---

  The scope baseline is not an input to the estimate activity durations process. The project's scope statement is an input, but according to the PMBOK, the scope baseline is not. The seven inputs to this process are: activity list, activity attributes, activity resource requirements, resource calendars, project scope statement, enterprise environmental factors, and organizational process assets. Answer options C, B, and D are incorrect. These all are an input to the estimate activity durations process.

• Question 272:

  All of the following statements about the critical path are false except for which one?

  A. The critical path cannot be crashed.
  B. The critical path is the shortest path in the project network diagram.
  C. The critical path is always one path with the longest duration.
  D. The critical path shows the project's earliest date for completion.
  D. The critical path shows the project's earliest date for completion.

  ---

  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.

• Question 273:

  You are the project manager for your organization. You have been recording the actual results of activity duration for your project. Many of the results are late and this is causing your project to be late on reaching its milestones. What tool and technique can you use as a part of controlling the schedule to help you review various scenarios to bring the schedule into alignment with the plan?

  A. What-if scenario analysis
  B. Root cause analysis
  C. Schedule analysis
  D. Resource leveling
  A. What-if scenario analysis

  ---

  Of all the choices, the what-if scenario analysis allows you to determine the best approach to bring the schedule back into alignment with the project plan. 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 WIS

  A. 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 D is incorrect. Resource leveling can cause your project's duration to increase. Answer option C is incorrect. Schedule analysis is the review of the schedule, but does not examine other possibilities for completing the project

  work.

  Answer option B is incorrect. Root cause analysis could help you determine the reasons why the project is running late, but it is not the best choice for this question as it is not a control schedule process tool and technique.

• Question 274:

  You work as a project manager for BlueWell Inc. You and your project team is undergoing the decision making process for the project. You want to involve key participants to gain acceptance and commitment to make the solution work. Which of the following phases of the decision- making model defines this process of work?

  A. Ideas to action
  B. Problem definition
  C. Problem solution generation
  D. Solution action planning
  D. Solution action planning

  ---

  The various phases of the decision making process are as follows: Problem definition: This phase explores, clarifies and defines the problem. Problem solution generation: This phase draws out the new idea generating process by brainstorming multiple solutions and rejecting premature decisions. Ideas to action: This phase defines the evaluation criteria, rate pros and cons of alternatives and helps in selecting the best solution. Solution action planning: This phase involves key participants to gain acceptance and commitment to make the solution work. Solution evaluation planning: This phase performs the post implementation analysis, evaluations and lessons learned. Evaluation of the outcome and process: This phase evaluates how well the problem was solved or project goals were achieved.

• Question 275:

  Fill in the blank with an appropriate phrase.

  The __________ includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item.

  procurement SOW

  The procurement SOW consists of a description of some collateral services required, such as performance reporting or post- project operational support for the procured item. The procurement SOW is revised and refined as required when it moves through the procurement process until incorporated into a signed contract award.

• Question 276:

  You are the project manager for your company. You are currently working with your project team to begin sequencing the activity list. You will need organizational process assets and four other documents as inputs to this process. Which of the following is NOT one of the four documents you will need for activity sequencing?

  A. Project scope statement
  B. Milestone list
  C. Project schedule network diagrams
  D. Activity list
  C. Project schedule network diagrams

  ---

  The project schedule network diagram is an output of the sequence activity process, not an input. This process uses five inputs: the activity list, the activity attributes, milestone list, the project scope statement, and the organizational process assets. The project schedule network diagram is an output of the sequence activity process. It represents a schematic display of the project's schedule activities and the logical relationship among them. This diagram can be produced manually or by using the project management software. It consists of complete project details, or one or more summary activities. Answer options D, B and A are incorrect. These are inputs to the process.

• Question 277:

  You are the project manager of the BHG Project. You are creating a network diagram as shown in the figure: Mary, a project team member, reports that an identified risk is likely to happen in the project that will affect the completion date of Activity D . She reports that the risk event will likely cause the duration of the activity to increase by six days. If this happens what is the earliest the project can complete?

  

  A. 32 days
  B. 29 days
  C. 27 days
  D. 26 days
  D. 26 days

  ---

  If Activity D increases by six days, the duration of the project will not change. There is 11 days of float available for Activity D so it may delay by six days without affecting the project end date. What is float? 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, B, and C are incorrect. These are not valid answers for the question.

• Question 278:

  Ben is the project manager of the NHF Project for his organization. Some delays early in the project have caused the project schedule to slip by nearly 15 percent. Management would like Ben to find a method to recoup the schedule slippage and to get the project back on track. Management is risk- adverse with this project. Which of the following methods should Ben avoid to recoup the project time?

  A. Crashing
  B. Fast tracking
  C. Critical chain methodology
  D. Adding lead time
  B. Fast tracking

  ---

  Of all the choices, Ben should avoid fast tracking, as it allows complete phases of the project to overlap, and this increases project risks. Management wants to avoid risks, so fast tracking would not be helpful. 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 A is incorrect. Crashing adds people and costs but is relatively safe in regard to risks. Answer option C is incorrect. Critical chain is not a schedule compression technique and would not necessarily help the project get back on

  schedule.

  Answer option D is incorrect. Lead time, similar to fast tracking, can increase project risks; however, fast tracking is more risky than lead time. Lead time allows individual activities to overlap, while fast tracking allows entire project phases to

  overlap.

• Question 279:

  You work as a project manager for BlueWell Inc. You are creating the activity list for the project. The activity list is based on the work packages defined in the project's WBS. Activities provide a basis for all of the following information except for which one?

  A. Scope baseline
  B. Executing
  C. Scheduling
  D. Estimates
  A. Scope baseline

  ---

  The project's scope baseline is not derived or provided by the project's activity list. The scope baseline is made of the project's WBS, WBS Dictionary, and the Project Scope Statement. The activity list provides for estimating, scheduling, executing, and monitoring and controlling the project work. The scope baseline is an element of the project management plan. The contents of the scope baseline include the following: Project scope statement: It includes the product scope description and the project deliverables, and defines the product user acceptance criteria. WBS: It defines each deliverable and the decomposition of the deliverables into work packages. WBS dictionary: It contains the detailed description of work and technical documentation for each WBS element. Answer option D is incorrect. Estimates do provide a basis for creating time and cost estimates. Answer option B is incorrect. Activities are executed in the project. Answer option C is incorrect. Activities are scheduled as part of project planning.

• Question 280:

  You are the project manager of the NHQ project. This project deals with a new technology that your company has never used before. You have petitioned the management to hire a consultant to help you and the project team to create the WBS, the activity list, and complete the duration estimates. The management is concerned about the costs of the consultant, but agrees to your request because of the nature of this new work. The consultant can best be described as what type of resource for this project?

  A. Direct expense
  B. External requirement
  C. Temporary resource
  D. Expert judgment
  D. Expert judgment

  ---

  The consultant is an example of expert judgment, as he is helping you and the project team to create the project elements. Expert judgment is a technique based on a set of criteria that has been acquired in a specific knowledge area or product area. It is obtained when the project manager or project team requires specialized knowledge that they do not possess. Expert judgment involves people most familiar with the work of creating estimates. Preferably, the project team member who will be doing the task should complete the estimates. Expert judgment is applied when performing administrative closure activities, and experts should ensure the project or phase closure is performed to the appropriate standards. Answer option A is incorrect. The consultant may be considered a direct expense because the fees can only be assigned to your project work, but this is not the best choice for the question. Answer option B is incorrect. An external requirement is not a valid choice for this question. Answer option C is incorrect. A temporary resource is not a valid project management term.