PMI PMI-SP Online Practice Questions and Exam Preparation

PMI PMI-SP Online Questions & Answers

• Question 301:

  You are the project manager of the NNN Project. Stakeholders in the two-year project have requested to send status reports to them via email every week. You have agreed and are sending the reports on each Thursday. After six months of the project, the stakeholders are pleased with the project progress and they would like you to reduce the status reports to every two weeks. What process will examine the change to this project process and implement it in the project?

  A. Project change control process
  B. Perform integrated change control process
  C. Configuration management
  D. Communications management
  B. Perform integrated change control process

  ---

  Although this appears to be a simple change the project manager must still follow the rules of the project's change control system. Perform Integrated Change Control is the process of reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets in a project. Perform Integrated Change Control has to do with influencing the things that cause change, determining that the change is required or has happened, and managing the change. Answer option D is incorrect. Communications management is the execution of the communications management plan. Answer option A is incorrect. The project change control process not valid as it's the parent of the integrated change control process, which is more accurate for this question. Answer option C is incorrect. Configuration management is the documentation and control of the product's features and functions.

• Question 302:

  Kelly is the project manager of her organization. She is reviewing the project network diagram to confirm that the resource she has identified is available to complete the project assignments without conflicting with other activities in the project node. The availability of resources will help Kelly determine the final finish date for the project. What scheduling technique is Kelly using?

  A. Critical Chain method
  B. Resource utilization
  C. Critical Path method
  D. Resource leveling heuristics
  A. Critical Chain method

  ---

  The Critical Chain method examines the availability of project resources to determine when the resource may be utilized without conflicting with other activities. The Critical Chain method is a project management technique in which schedule network analysis is used for the purpose of modifying and determining a set of project schedules to account for more inadequate than estimated project financial resources. This method tends to keep the resources levelly loaded, but requires the resources to be flexible in their start times and to quickly switch between tasks and task chains to keep the whole project on schedule. In the Critical Chain method, projects are completed more rapidly and with better scheduling consistency. Answer option C is incorrect. The Critical Path method examines the duration of the critical path to determine the finish date for the project. It does not consider when project activities are available. Answer option B is incorrect. Resource utilization simply means that the resource is scheduled for work. Answer option D is incorrect. A resource leveling heuristic is a guideline, such as a maximum of 35 hours per week, per resource. It is a rule that usually signals the maximum amount of hours a resource may be utilized on the project.

• Question 303:

  You are the project manager of the GHY Project. This project is scheduled to last for one year and has a BAC of $4,500,000. You are currently 45 percent complete with this project, though you are supposed to be at your second milestone, which accounts for half of the project completion. There have been some errors in the project, which has caused you to spend $2,073,654. What is this project's planned value?

  A. $2,025,000
  B. There is not enough information to know
  C. $4,500,000
  D. $2,250,000
  D. $2,250,000

  ---

  The planned value is the worth of the project if it were on time. In this instance, the project should be 50 percent complete, so the planned value is half of the project budget - $2,250,000. Planned value (PV) is the authorized budget assigned to the schedule work to be accomplished for a schedule activity or work breakdown structure component. It serves as a baseline against which actual performance is measured. The theory of planned value is of vital importance to the project management team and it is important to keep careful track of this. The term planned value can also be in some situations referred to by the project management team and the project management team leader as the budgeted cost of work scheduled (BCWS). Answer option C is incorrect. This is the budget at completion. Answer option A is incorrect. This is the earned value for the project. Answer option B is incorrect. There is enough information to know.

• Question 304:

  Gary is the project manager of the NGH project for his organization. He and the project team have created the initial WBS. Before Gary and the project team begin creating the activity list, Gary wants the project team to help him create a unique numbering system for the deliverables identified in the WBS. What numbering system can Gary and the project team apply to the WBS to identify the components of the WBS?

  A. Code of accounts
  B. Chart of accounts
  C. Component numbering
  D. Activity linkage sequencing
  A. Code of accounts

  ---

  The code of accounts is a hierarchical numbering system that uniquely identifies each deliverable of the WBS and segments the WBS by levels of numbering.

  Answer option C is incorrect. Component numbering is not a valid term for project management. Answer option B is incorrect. A chart of accounts is a financial tracking and assignment tool for common deliverables and activities an

  organization performs for its customers. Answer option D is incorrect. Activity linkage sequencing is not a valid project management term.

• Question 305:

  Mark is the project manager of the GHQ Project. He is happily reporting that his project has a schedule performance index of 2.12. Management, however, does not think this is good news. What is the most likely reason why management does not like an SPI of 2.12?

  A. It is not good news because a larger number means the schedule duration estimates were likely to be wrong to begin with.
  B. They likely do not understand the SPI formula.
  C. It is not good news, as the number should be closer to 100 than 0.
  D. It is good news, but Mark may have large cost variances to achieve this value.
  A. It is not good news because a larger number means the schedule duration estimates were likely to be wrong to begin with.

  ---

  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.

• Question 306:

  Jenny works as a Project Manager for Blue Well Inc. She is measuring the schedule efficiency of her project. The key values are provided in the table below:

  MeasurementsValues BCWP (or EV) 425 BCWS (or PV) 400 ACWP (or AC) 510 What is the schedule performance index (SPI) of the project at the current point of time?

  A. 1.082
  B. 0.88
  C. 1.0625
  D. 0.96
  C. 1.0625

  ---

  According to the question, you are required to calculate the schedule performance index (SPI) of the project. Schedule performance index (SPI) is the measure of schedule efficiency on a project. It is used in trend analysis to predict future performance. SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula: SPI = Earned Value (EV) / Planned Value (PV) If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target. Here, SPI is calculated as follows: SPI = EV / PV = 425/400 = 1.0625 As the SPI (1.0625) is greater than 1, it shows that the schedule performance is better than expected. What is BCWP (or EV)? Budgeted cost of work performed (BCWP) or Earned Value (EV) is the value of completed work. It is the budgeted amount for the work actually completed on the schedule activity during a given time period. What is BCWS (or PV)? Budgeted Cost of Work Scheduled (BCWS) or Planned Value (PV) is the authorized budget assigned to the scheduled work to be accomplished for a schedule activity or Work Breakdown Structure (WBS) component. What is ACWP (or AC)? Actual cost of work performed (ACWP) or Actual Cost (AC) is the total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity. It is the cost of the work to date, including direct and indirect costs. AC is money that has actually been expended to date.

• Question 307:

  Yolanda is the project manager for her organization. She is creating a performance report for her sponsor. Typically, the performance report includes all of the following factors except for which one?

  A. Current status of risk and issues
  B. Quality control activities
  C. Analysis of past performance
  D. Work to be completed next
  B. Quality control activities

  ---

  Quality control activities are not included in the performance report, but are documented in the quality management plan. A performance report is made by the project team detailing activities, milestones, problems, accomplishments, and

  identified issues. Performance reports are used to report some key information as follows: Current status Scheduled activities Significant accomplishment for the period Forecasts Issues

  Answer option C is incorrect. Analysis of past performance can be included in the performance report to make the report more elaborate.

  Answer option A is incorrect. Current status of risk and issues can be included in the performance report. Answer option D is incorrect. Work to be completed next can be included in the performance report.

• Question 308:

  Sam works as a project manager for BlueWell Inc. Which of the following processes will he use for selecting a scheduling method, scheduling tool, incorporating project specific data within that scheduling tool to develop a project specific schedule model, and generating project schedule?

  A. Constructability Analysis process
  B. Schedule Maintenance process
  C. Schedule Development process
  D. Perform Integrated Change Control process
  C. Schedule Development process

  ---

  The schedule development process is used for selecting a scheduling method, scheduling tool, incorporating project specific data within that scheduling tool to develop a project specific schedule model, and generating project schedule. Schedule development is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. Inserting the activities, durations, and resources into the scheduling tool generates a schedule with planned dates for completing the project activities. The goal of the schedule development is to form the processes such that the stakeholders can use it in the creation of the project. Schedule development consists of two main sections: ArticlesItemsReportsHelp 1.Input and Data: The starting point for any schedule is the input of information developed during the planning process. Define schedule scope Breakdown structure relationships Schedule specification Feedback from stakeholders Cost estimate model 2.Creating Schedule: This process provides basic knowledge in an outline structure for a study of the means, methods, and tools necessary for the project schedule development process. Types of schedules Activities Durations Relationships Constraints and calendars Cost and resource loading Schedule quality analysis and compliance review Schedule basis documentation Answer option B is incorrect. Schedules maintenance is a method to account progress and to forecast trends, progress, and completion. Schedules are used to manage successful execution of projects. A schedule models the plan using resources and execution strategy to gather the project objectives. Periodic updates are undertaken to determine the actual progress achieved. Information obtained in the updating process, along with trend analysis and forecast of future progress, is reported to stakeholders. These progress updates include schedule maintenance to account for nominal changes to the execution plan. Depending upon the nature of change, the schedule and assumptions upon which the schedule was based significantly change. The schedule must be re-examined and updated, as necessary, to develop a new baseline for measuring further progress. Schedule maintenance consists of the following elements: Baseline Schedule Tracking Schedule Progress Cost and Resource Management Schedule Change Management Acceleration Schedule Maintenance Feedback Answer option D is incorrect. Perform Integrated Change Control is the process of reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets in a project. Perform Integrated Change Control has to do with influencing the things that cause change, determining that the change is required or has happened, and managing the change. Answer option A is incorrect. Constructability analysis is a process that starts in the initial planning phases and persists all over the entire planning cycle and into the implementation phase of the project. Constructability analysis during the planning process examines the methods and cost of installed equipment and materials, technology, site conditions, resources, and related infrastructure. The benefit of constructability analysis is to reduce both the time and cost of a project. Constructability analysis is repeatedly performed throughout the life-cycle of a project in order to optimize cost, plan, and schedule while mitigating risk. It is a very important process that needs to be performed early in planning to allow alternatives to be considered and integrated into the design.

• Question 309:

  You are the project manager of the NHQ Project. Management has set a conformance to the project schedule for your project at 0.95. What does this term mean?

  A. It means the largest schedule variance you can have is five percent.
  B. It is the earned value divided by the planned value for your project.
  C. It is the expectation of management to be 95 on schedule at 95 percent of the project.
  D. It means you will need to earn at least 95 cents per dollar invested in the project.
  A. It means the largest schedule variance you can have is five percent.

  ---

  Conformance to schedule is a required adherence for the project's schedule. In this instance, the project manager must not allow the schedule to slip more than five percent. Answer option B is incorrect. This is the description of the schedule performance index. Answer option D is incorrect. This is the description of the cost performance index. Answer option C is incorrect. This is not a valid statement about the project performance.

• Question 310:

  You are the project manager of the GHY Project. This project is scheduled to last for one year and has a BAC of $4,500,000. You are currently 45 percent complete with this project, though you are up posed to be at your second milestone which accounts for half of the project completion. There have been some errors in the project which has caused you to spend $2,073,654. What is this project's schedule variance?

  A. 10 percent
  B. -$48,654
  C. -$225,000
  D. 0.98
  C. -$225,000

  ---

  The schedule variance can be found by subtracting the planned value from the earned value. In this instance, it is $2,025,000 minus $2,250,000. 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 is the cost variance for the project. Answer option A is incorrect. 10 percent is not a valid answer. Answer option D is incorrect. This is not a valid variance for this question; variances are typically negative numbers.