PMI PMI-SP Online Practice Questions and Exam Preparation

PMI PMI-SP Online Questions & Answers

• Question 31:

  Andy works as the project manager for Bluewell Inc. He is developing the schedule for the project. There are eight tools and techniques that a project manager can use to develop the project schedule. Which of the following is a tool and technique for the Schedule Development process?

  A. Schedule compression
  B. Reserve analysis
  C. Variance analysis
  D. Expert judgment
  A. Schedule compression

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  Schedule compression is a tool used as part of the Schedule Development process. The tools and techniques for schedule development are as follows: Schedule network analysis Critical path method Critical chain method Resource leveling What-if scenario analysis Applying leads and lags Schedule compression Scheduling tool Answer options D, B, and C are incorrect. These are not tools and techniques for schedule development.

• Question 32:

  The figure given below demonstrates the communication model for a project. What role does the component E play in the communications model?

  

  A. Static
  B. Deterrent
  C. Noise
  D. Barrier
  C. Noise

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  Noise is anything that disrupts the communication method such as static on the telephone line, distracting conversations, or misunderstandings.

  Answer option A is incorrect. Static is an example of noise, but it is not part of the communication model. Answer option D is incorrect. A barrier to communication is when communication cannot happen under the present conditions.

  Answer option B is incorrect. A deterrent is not a valid part of the communication model.

• Question 33:

  You are the project manager for your organization. Your project will be utilizing a piece of equipment during its process of completion. There is some concern that your project's use of the equipment may conflict with another project. What document will help you determine when and how long you will use the shared equipment?

  A. Project schedule
  B. Project scope
  C. Project calendar
  D. Resource calendar
  D. Resource calendar

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  The resource calendar defines when and how long a resource will be utilized. Not all resources are human

  - facilities, equipment, and other things are resources that must be scheduled. A resource calendar is used to make sure that work resources (people and equipment) are scheduled only when they are available for work. They affect a specific

  resource or category of resources. By default, the working time settings in the resource calendar are the same as in the project calendar. However, a user can customize the resource calendar to show individual schedule information, such as

  vacations, leaves of absence, or equipment maintenance time.

  Answer option B is incorrect. The project scope would not address resource utilization. Answer option A is incorrect. The project schedule is not the best answer for this question. The project schedule is an in depth plan of the important

  project phases, activities, milestones, tasks, and the resources allocated to each task.

  Answer option C is incorrect. The project calendar documents when the project work will take place, not the utilization of resources.

• Question 34:

  Della works as a project manager for BlueWell Inc. She has asked her assistant Beth to provide activity duration estimate for an activity. Beth provides Della the following estimate chart:

  

  What will be the activity duration according to the PERT three-point analysis?

  A. 19
  B. 24
  C. 29
  D. 46
  C. 29

  ---

  A three-point estimate records the optimistic, most likely, and the pessimistic duration and then records an average for the predicted duration. Three-point estimate is a way to enhance the accuracy of activity duration estimates. This concept

  is originated with the Program Evaluation and Review Technique (PERT). PERT charts the following three estimates: Most likely (TM): The duration of activity based on realistic factors such as resources assigned, interruptions, etc. Optimistic

  (TO): The activity duration based on the best-case scenario Pessimistic (TP): The activity duration based on the worst-case scenario The expected (TE) activity duration is a weighted average of these three estimates: TE = (TO + 4TM + TP) /

  6 Duration estimates based on the above equations (sometimes simple average of the three estimates is also used) provide more accuracy.

  Here it is,

  TE = ( 24 + 28*4 + 36) / 6

  = 272/6

  = 29 (approx)

  Answer options B, D, and A are incorrect. These are not the valid answers for this question.

• Question 35:

  Examine the figure given below:

  

  If Activity B takes eight days to complete instead of five days as schedule, how long can you now delay Activity H?

  A. Three days
  B. One day
  C. Four days
  D. Zero days
  B. One day

  ---

  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 36:

  You are the project manager of the NHQ Project. Management has told you that resource leveling will be enforced on your project, but they still want you to complete the project by July 2. With the current resources you have and the resource

  leveling imposed, you would not be able to finish by the constraint.

  What document should you update to address this situation?

  A. Project activity resource requirements
  B. Project schedule management plan
  C. Project scope
  D. Project charter
  A. Project activity resource requirements

  ---

  The activity resource requirements will need to be addressed because the imposed constraint will cause a need for more resource to complete the activities by July 2. What is resource leveling heuristics? Resource leveling heuristics is a prioritization method that allocates inadequate resources to critical path activities first. It is a schedule network analysis technique useful to a schedule that has already been analyzed by the critical path method. It is used when shared or critical essential resources are only available at certain times, in limited quantities, or to keep resource usage at a constant level. It is a technique that resolves resource conflicts by delaying tasks within their slack allowances. Resource leveling is the process in which project teams come across problems when developing their project schedules. If a company has multiple projects running simultaneously that require the same resources, then problems can arise. It can often cause the critical path method to change. Answer option C is incorrect. The project scope does not need to be addressed as there has not been a request to reduce or increase the project scope. Answer option B is incorrect. The project charter will not change. In fact, the charter will rarely, if ever, change once has been approved and signed. Answer option D is incorrect. The schedule management plan would not be the biggest concern in this instance. The plan defines how the schedule will be created, executed, monitored and controlled.

• Question 37:

  Which of the group creativity techniques enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or prioritization?

  A. Idea/mind mapping
  B. Delphi technique
  C. Nominal group technique
  D. Affinity diagram
  C. Nominal group technique

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  The various group creativity techniques are as follows: Brainstorming: It is a technique used to generate and collect multiple ideas related to the project and product requirements. Nominal group technique: It is a technique used to enhance brainstorming with a voting process used to rank the most useful ideas for further brainstorming or prioritization. Delphi technique: It is a techniques used to identify potential risk. In this technique, the responses are gathered via a questionnaire from different experts and their inputs are organized according to their contents. Idea/mind mapping: It is a technique used to map the ideas generated by brainstorming to reflect the commonality and differences in understanding and generating new ideas. Affinity diagram: It is a technique used to allow a large number of ideas to be sorted into groups for review and analysis.

• Question 38:

  Fill in the blank with the appropriate word. ____ management sets the boundaries for the project and is the foundation on which the other project elements are built.

  Scope

  Project scope is the effort that must be required to gather a client's plan, goals for space, purpose, properties, impact, and stage of eminence. Scope management sets the boundaries for the project and is the foundation on which the other project elements are built. Scope management helps to organize the work responsibilities and their requirements for successful completion. Managing the project scope is primarily concerned with defining and controlling what is and what is not included in the project.

• Question 39:

  You are the project manager of the NHGQ project for your company. You must create and distribute performance reports every week to your key project stakeholders. What communication technique do you normally use to distribute reports?

  A. Push technique
  B. Many-to-many
  C. One-to-one
  D. Pull technique
  A. Push technique

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  Performance reports are distributed through the push technique. This means that the project manager distributes the reports regularly through a mechanism, such as email. Answer option C is incorrect. One- to-one technique describes a conversation between two people. Answer option B is incorrect. Many-to- many technique describes a conversation between many people. Answer option D is incorrect. A pull technique describes the recipients of the report "pulling" the information, such as from a Website.

• Question 40:

  You work as a project manager for Honeywell Inc. You have been distributing performance information, including status reports, progress measurement, and forecasts to various stakeholders. A trainee of this company wants to know what are the inputs for generating performance reports. Which of the following are the necessary inputs? Each correct answer represents a part of the solution. Choose two.

  A. Variance analysis
  B. WPM
  C. WPI
  D. Change request
  B. WPM
  C. WPI

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  According to the scenario, you can use the following inputs in order to generate performance reports: WPI: Work performance information is the data gathered on the status of the project schedule activities that are performed to accomplish the project work. This data is collected as part of the Direct and Manage Project Execution processes. WPI includes the following: Deliverables status Schedule Progress Costs incurred WPM: Work performance measurements are created from the work performance information. WPMs are an output of Control schedule, Control cost, and Control scope processes, which are monitoring and controlling processes. WPMs consist of planned versus actual performance indicators with respect to scope, schedule, and cost. They are documented and communicated to the stakeholders and are used to make project activity metrics, such as the following: Planned vs. Actual Technical performance and Scope performance Planned vs. Actual Schedule performance Planned vs. Actual Cost performance Answer option A is incorrect. Variance analysis is an after-look at what caused a difference between the baseline and the actual performance. It is one of the tools and techniques used for report performance. Answer option D is incorrect. Change requests are requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets or revise schedules. These requests for a change can be direct or indirect, externally or internally initiated, and legally or contractually imposed or optional. A Project Manager needs to ensure that only formally documented requested changes are processed and only approved change requests are implemented.