PMI PMI-SP Online Practice Questions and Exam Preparation

PMI PMI-SP Online Questions & Answers

• Question 311:

  John works as a project manager of the NHQ Project. He has created the project network diagram as shown in the figure:

  

  Based on the project network diagram, how much float is available for Activity H if Activity B is delayed by four days and Activity E is delayed by two days?

  A. Zero
  B. One
  C. Four
  D. Five
  A. Zero

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  The path of ABEHJ will take 22 days to complete and cannot exceed 28 days or else the project will be late. If Activity B takes four additional days and Activity E takes two additional days, this adds (4+2=

  6) six days to the path, bringing the path's duration to exactly (22+6 = 28) days. There is no available float left for Activity D 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 B, C, and D are incorrect. There is no float available because the path's duration has increased to 28 days.

• Question 312:

  You have a project to install 45,900 emergency exit signs throughout a university campus. You have a crew of 45 project team members to install the signs and they are making good progress on the installation but it looks like they'll miss the promised end date. Your project requires all of the signs to be installed one week before classes are scheduled to begin. You elect to crash the project in an effort to shorten the installation duration activity. What does it mean to crash the project?

  A. Increase the working hours.
  B. Level the project schedule.
  C. Add more workers.
  D. Reduce the project scope.
  C. Add more workers.

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  Crashing adds more workers to the project team. Crashing allows the project to complete faster because there are more people helping with the project work.

  Answer option D is incorrect. Reducing the project scope is called descoping or project scope changes. Answer option A is incorrect. Crashing does not consider the working hours. Answer option B is incorrect. Resource leveling actually

  increases the project duration.

• Question 313:

  A project team installs 2,500 light fixtures in a new office building, and each light fixture takes one hour to install. The project manager can predict that it will take 2,500 hours to complete the work. However, which of the following statements most accurately describes this parametric estimate assumption?

  A. As workers complete the installation, efficiency will increase and durations will decrease.
  B. As workers complete the installation, errors and risks will increase the actual completion.
  C. As workers complete the installation, effort will diminish and efficiency will decrease.
  D. As workers complete the installation, labor will diminish so duration will increase.
  A. As workers complete the installation, efficiency will increase and durations will decrease.

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  When project team workers complete repetitive tasks, efficiency through learning will diminish the overall duration of the project tasks. A parametric estimate is an estimate that uses a parameter to predict the costs of the project, such as cost

  per network drop or cost per software license. Parametric estimating technique utilizes the statistical relationship that exists between a series of historical data and a particular delineated list of other variables.

  Answer options B, D, and C are incorrect. These are not the valid statements.

• Question 314:

  Jeff is the project manager of the GHY Project for his organization. He has created the project network diagram as shown in the figure:

  

  Management is reviewing the network diagram, and they are concerned about the latest date that Activity I can finish. What is the latest day Activity I can finish without affecting the project end date?

  A. Day 20
  B. Day 22
  C. Day 17
  D. Day 19
  B. Day 22

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  Activity I must finish by Day 22, so that Activity J can start by Day 23. If Activity I finishes later than Day 22, the project will be late.

  Answer option D is incorrect. Day 19 is the earliest Activity I can finish. Answer option A is incorrect. Day 20 is the latest Activity I can start. Answer option C is incorrect. Day 17 is the earliest Activity I can start.

• Question 315:

  You are the project manager for your organization. You have recently noted some risks associated with some of the activities in your project. These risks can have schedule and costs impacts on your project and you need to address the risks through qualitative and quantitative analysis to confirm the depth of possible impact. Where should you document the risk information concerning the activities in your project schedule?

  A. Risk management plan
  B. Schedule management plan
  C. Risk register
  D. Activity attributes
  C. Risk register

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  The project risks are documented in the risk register - including the probability and impact information. The risk register is an output of the Identify Risks process. Risk register is a document that contains the results of the qualitative risk

  analysis, quantitative risk analysis, and risk response planning. Description, category, cause, probability of occurring, impact on objectives, proposed responses, owner, and the current status of all identified risks are put in the risk register.

  Answer option A is incorrect. The risk management plan addresses that how risks will be identified, monitored, and controlled. Answer option D is incorrect. The activity attributes information is needed, but risks are not part of the activity

  attributes.

  Answer option B is incorrect. The schedule management plan addresses how the schedule will be created, executed, and controlled.

• Question 316:

  John works as a Project Manager for Blue Well Inc. He is measuring cost efficiency of his project. The key values are provided in the table below:

  

  What is the cost performance index (CPI) of the project at the current point of time?

  A. 0.96
  B. 1.082
  C. 0.833
  D. 1.0625
  C. 0.833

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  According to the question, you are required to calculate the cost performance index (CPI) of the project. Cost performance index (CPI) is used to calculate performance efficiencies. It is used in trend analysis to predict future performance. CPI is the ratio of earned value to actual cost. The CPI is calculated based on the following formula: CPI = Earned Value (EV) / Actual Cost (AC) If the CPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The CPI value of 1 indicates that the project is right on target. Here, CPI is as follows: CPI = EV / AV = 425/510 = 0.833 As the CPI (0.833) is less than 1, it shows that the schedule performance is below expectation. 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 317:

  Which of the following individuals has a management role in a core business area, such as research and development, design, manufacturing, provisioning, testing, or maintenance?

  A. Functional manager
  B. Operations manager
  C. Project manager
  D. Seller
  B. Operations manager

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  The role of operations manager is to perform various management roles in a core business area, such as research and development, design, manufacturing, provisioning, testing, or maintenance. The operations manager directly deals with constructing and maintaining the saleable products or services of the enterprise. Answer option C is incorrect. A project manager is an expert in the field of project management. He is responsible for the entire project from inception to completion. The project manager leads the team and helps negotiate the multiple relationships within any project whether with clients, team members, firm principals or any variety of partners and functions as the hub of a project. Answer option A is incorrect. The role of a functional manager is to perform various management roles within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement. He is assigned his own permanent staff to carry out the ongoing work. He should have a clear directive to manage all tasks within his functional area of responsibility. Answer option D is incorrect. Seller is also known as a vendor, supplier or contractor. They are external company's elements that enter into a contractual agreement to provide components or services necessary for the project.

• Question 318:

  You are the project manager of the GUH project. You are using the critical chain scheduling method as your approach to project scheduling. What two items can you compare in the critical chain method to determine if corrective action is appropriate?

  A. Amount of buffer remaining to the amount of resources available
  B. Amount of buffer remaining to the amount of buffer used
  C. Availability of project resources and project buffer
  D. Amount of buffer needed to the amount of buffer remaining
  D. Amount of buffer needed to the amount of buffer remaining

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  The difference between the buffer needed and the buffer remaining can determine whether corrective action is appropriate. Answer option C is incorrect. This is not an accurate description of how the critical chain determines the need for corrective action. Answer option B is incorrect. This is not an accurate description of how the critical chain determines the need for corrective action. Answer option A is incorrect. This is not an accurate description of how the critical chain determines the need for corrective action.

• Question 319:

  What formula would you use if your project had a BAC of $450,000, you have spent $191,000, and you are 40 percent complete though you are supposed to be 55 percent done and management wants to know your project's schedule performance index?

  A. ($450,000 - $180,000) / ($450,000 - $191,000)
  B. $450,000 - $477,500
  C. $180,000 / $247,500
  D. $180,000 - $247,500
  C. $180,000 / $247,500

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  The schedule performance index can be found by dividing the earned value by the planned value. In this instance, it is $180,000 / $247,500 for a value of .73. 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. Answer option D is incorrect. This is the schedule variance formula of EV-PV. Answer option A is incorrect. This is the TCPI formula of 1.04. Answer option B is incorrect. This is the VAC formula with a result of -$27,500.

• Question 320:

  What is the term assigned to graphic in the figure given below?

  

  A. Communications bull's eye
  B. Performance goals
  C. Earned value management goals
  D. Project exception report
  A. Communications bull's eye

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  The graphic shown in the figure is a communications bull's eye. The project manager must keep the project within the boundaries defined by the bull's eye or he will need to generate a performance report. This is an example of management by exception because the project manager only communicates with management when there is an exception, or variance, within the project. Answer options C, B, and D are incorrect. These are not valid terms for the communications bull's eye.