PMI PMI-SP Online Practice Questions and Exam Preparation

PMI PMI-SP Online Questions & Answers

• Question 281:

  You are the project manager for your organization. You are working with your project team to create the schedule baseline for your project. You will also be creating the schedule data for this project. The schedule data typically includes all of the following except for which one?

  A. Risk activities
  B. Schedule activities
  C. Activity attributes
  D. Schedule milestones
  A. Risk activities

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  Risk activities are not part of the schedule data. Risk is documented in the risk register, and monitored and controlled throughout the project. In some instances, risk may be part of the activity attributes. The schedule data includes the schedule milestones, schedule activities, activity attributes, and the assumptions and constraints. The schedule data includes the schedule activities, schedule milestones, activity attributes, and documentation of all known assumptions and constraints. The sum of additional data varies by application area. The schedule data commonly supplied as supporting details includes: Resource requirement by time period, frequently in the category of histogram Alternative schedules, such as best case or worst case, or resource leveled, with or without imposed dates Scheduling of contingency reserves Answer option D is incorrect. Schedule milestones are part of the schedule data. a Answer option B is incorrect. Schedule activities are part of the schedule data. Answer option C is incorrect. Activity attributes are part of the schedule data.

• Question 282:

  Fill in the blank with an appropriate phrase. The _______contains the schedule components and the rules for relating and using the components to represent the process for completing a project.

  Scheduling tool

  A scheduling tool consists of the schedule components and the rules for connecting and using the components to characterize the process for completing a project. It is used to gather the schedule model and provide the means of adjusting various parameters and components that are typical in a modeling process.

• Question 283:

  Harry works as a project manager for the NHQ project. His project has a budget of $2,208,456 and is scheduled to last for three years. His project is currently forty percent complete though it should be forty- five percent complete. In order to reach this point of the project, he has spent $725,000. Management needs a performance report regarding the NHQ project. Management is concerned that this project will be over budget upon completion. What is the estimate at completion for this project that Harry will need to report to management?

  A. $1,312,504
  B. $787,504
  C. $1,812,498
  D. $725,000
  C. $1,812,498

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  The estimate at completion can be calculated by dividing the budget at completion by the cost performance index. Here, CPI =EV/AC = (0.40*2,208,456)/725000 = 1.21846 EAC = BAC/CPI = 2,208,456/1.21846 = 1,812,498 What is Estimate at Completion (EAC)? Estimate at Completion (EAC) is a field that displays the final cost of the project including the actual costs and the forecast of remaining costs based on the cost performance index (CPI) so far. The formula used to calculate this estimate is as follows: ACWP+ (BAC-BCWP)/CPI

• Question 284:

  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?

  A. Contract
  B. Reserve analysis
  C. Scope baseline
  D. Project schedule
  B. Reserve analysis

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  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 285:

  Mark is the project manager of the NHQ Project. Mark wants to create a salience model as part of his communications planning and scheduling. What does a salience model do for a project?

  A. Describes classes of stakeholders based on their power, urgency, and legitimacy.
  B. Classifies stakeholders based on their influence and impact.
  C. Describes classes of stakeholders based on their power and influence.
  D. Groups stakeholders based on their power and interest.
  A. Describes classes of stakeholders based on their power, urgency, and legitimacy.

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  A salience model uses three values to classify stakeholders: power, urgency, and legitimacy in the project. The salience model is a technique for categorizing stakeholders according to their importance. The various difficulties faced by the project managers are as follows: How to choose the right stakeholders? How to prioritize competing claims of the stakeholders communication needs? Stakeholder salience is determined by the evaluation of their power, legitimacy and urgency in the organization. Power is defined as the ability of the stakeholder to impose their will. Urgency is the need for immediate action. Legitimacy shows the stakeholders participation is appropriate or not. . The model allows the project manager to decide the relative salience of a particular stakeholder. Answer option D is incorrect. This is a description of a power/ interest grid. Answer option B is incorrect. This is a description of an influence/impact grid over the project. Answer option C is incorrect. This is a description of a power/impact over the project.

• Question 286:

  You are the project manager for your organization. Your current project has a schedule variance of - $37,500 and a schedule performance index of 0.94. What do these values mean in regard to project performance?

  A. Your project is likely to be late and over budget.
  B. Your project is performing well.
  C. Your project has a planned value of $600,000.
  D. Your project is six percent off schedule and has a considerable schedule variance.
  D. Your project is six percent off schedule and has a considerable schedule variance.

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  A schedule variance is found by subtracting the planned value from the earned value. A -$37,500 schedule variance is considerable for most projects, but combined with a schedule that is six percent off schedule is more serious. The size of the project, however, and the defined project budget, needs to be determined to evaluate how serious the variance is. Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target. Answer option B is incorrect. This project is not performing well based on the given information. Answer option A is incorrect. This project is likely to be late, but we do not know how costs are performing in this question. Answer option C is incorrect. There is not enough information to determine how well the project is performing from this answer.

• Question 287:

  Your organization wants to start a new project. The study shows that the new project will save organization approximately $200,000 per year. Now it is required to move forward with the project. Which of the following documents will define the project justification?

  A. Feasibility study
  B. Project charter
  C. Work breakdown structure
  D. Project scope
  B. Project charter

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  The project charter defines the business needs, the project justification, the current requirements, and the new warehouse your organization wants to create. The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. According to PMBOK Guide, the project charter should address the following information: Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations Business needs, high-level project description, or product requirements that the project is undertaken to address Project purpose or justification Assigned Project Manager and authority level Summary milestone schedule Stakeholder influences Functional organizations and their participation Organizational, environmental and external assumptions Organizational, environmental and external constraints Business case justifying the project, including return on investment Summary budget If required, it also authorizes the next project phase, and updates the charter. The project manager should always be assigned prior to the start of planning, and preferably while the project charter is being developed. Answer option C is incorrect. The decomposition of the project scope results in the project's Work Breakdown Structure (WBS). The work packages of the WBS will help the project manager and team create accurate time and cost estimates. Answer option A is incorrect. The feasibility study is usually created before the project scope, though not always. This document defines the likelihood of the project being able to reach its objectives. Answer option D is incorrect. The project scope defines all that the project should complete.

• Question 288:

  Nancy is the project manager of the JJJ Project. This project has recently been approved by the project customer as complete so Nancy must now finalize the administrative closure. Nancy needs to create the final project report to report the successes and failures in the project. Who should Nancy deliver this final project report to if she is participating in a projectized structure?

  A. Functional Management
  B. Project sponsor
  C. Whomever the communications management plan directs her to
  D. Project customer
  C. Whomever the communications management plan directs her to

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  The communications management plan will define who will receive what information. Answer option B is incorrect. The project sponsor may be a recipient but the project communications management plan is the best selection.

  Answer option A is incorrect. Functional management is not the best choice in a projectized structure. Answer option D is incorrect. The project customer may receive a copy of the report, but the project communications management plan

  should direct the communications.

• Question 289:

  You work as a project manager for BlueWell Inc. Which of the following techniques will you use to determine whether particular work can best be accomplished by the project team or must be purchased from the outside sources?

  A. Contract Types
  B. Expert Judgment
  C. Procurement Negotiations
  D. Make-or-Buy Analysis
  D. Make-or-Buy Analysis

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  A make-or-buy analysis is used to verify whether a particular work can best be accomplished by the project team or must be purchased from outside sources. The budget constraints can influence the make- or-buy decisions. A make-or-buy

  analysis must consider all related costs; both direct and indirect support costs.

  Answer option B is incorrect. 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. Answer option A is incorrect. The type of contract to be used and the specific contract terms and conditions fix the degree of risk being assumed by the buyer and seller. Answer option C is incorrect.

  Negotiations clarify the structure, requirements and other terms of the purchase so that the mutual agreement can be reached prior to signing the contracts.

• Question 290:

  You are the project manager of a research project. Because much of the project work will be based on what is discovered in each stage of the project work, you are directing the project time to focus on creating time estimates for the most imminent research work and broad estimates for the project work that is coming later in the project. What type of planning are you using in this project?

  A. Milestone planning
  B. Rolling wave planning
  C. Phase gates
  D. Decomposition
  B. Rolling wave planning

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  This is an example of rolling wave planning. Rolling wave planning focuses on the most imminent work in detail and creates estimates for the whole project and later work in broad estimates. Rolling wave planning is a form of progressive elaboration. Rolling wave planning is a technique for performing progressive elaboration planning where the work to be accomplished in the near future is planned in detail at a low level of the work breakdown structure. The work to be performed within another one or two reporting periods in the near future is planned in detail as work is being completed during the current period. Answer option D is incorrect. Decomposition describes the breakdown of the project scope into work packages, and then the work packages are broken down into project activities. Answer option C is incorrect. Phase gates describe the review process associated with the end of project phases. Answer option A is incorrect. Milestone planning defines the project milestones, not the activities required to reach the milestones.