PMI PMI-SP Online Practice Questions and Exam Preparation

PMI PMI-SP Online Questions & Answers

• Question 81:

  You are the project manager of the SWC project. You have created the stakeholder register. In the stakeholder register of your project, you will have all of the following information except for which one?

  A. Stakeholder classification
  B. Project management team's classification
  C. Assessment information
  D. Identification information
  B. Project management team's classification

  ---

  The stakeholder register does not contain the project management team's classification information. The stakeholder register is a project management document that contains a list of the stakeholders associated with the project. It assesses how they are involved in the project and identifies what role they play in the organization. The information in this document can be very perceptive and is meant for limited exchange only. It also contains relevant information about the stakeholders, such as their requirements, expectations, and influence on the project. Answer options D, C, and A are incorrect. These are the parts of the stakeholder register.

• Question 82:

  Della works as a Project Manager for BlueWell Inc. A number of projects are running under her guidance. You, being a team leader of a project, provide Della the performance indexes of your project. The schedule variance (SV) of your project is zero. What does this figure depict?

  A. Project is right on target.
  B. Project is ahead of the schedule.
  C. Project is behind the schedule.
  D. Costs are higher than planned.
  A. Project is right on target.

  ---

  According to the question, the schedule variance (SV) of the project is zero. A value of 0 indicates that the project is right on target. 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 C is incorrect. The negative SV means that project is behind the schedule. Answer option D is incorrect. This result can be drawn by looking at the cost variance (CV) of the project. Answer option B is incorrect. The positive SV depicts that the project is ahead of the planned schedule.

• Question 83:

  Fred is the project manager of the NHA project. This project has a BAC of $2,456,900 and is sixty percent complete. Fred has crashed the project, which has driven the project costs to date to $1,525,140, but his project is five percent more complete than what was planned. What is the schedule variance for this project that Fred needs to report to the management?

  A. $176,675
  B. $122,845
  C. -$85,000
  D. -$51,000
  B. $122,845

  ---

  There is positive variance of $122,845 on Fred's project. Variances can be either positive or negative. 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 C is incorrect. This is the project's variance at completion. Answer option D is incorrect. This is the cost variance for the project. Answer option A is incorrect. This is not a valid answer for the project.

• Question 84:

  Diane is the project manager of the HGF Project. A risk that has been identified and analyzed in the project planning processes is now coming into fruition. What individual should respond to the risk with the preplanned risk response?

  A. Diane
  B. Project sponsor
  C. Risk owner
  D. Subject matter expert
  C. Risk owner

  ---

  The risk owner is the individual on the project team that is closest to the risk event. The risk owner can be an individual or an organization responsible for implementing risk responses or contingency plan. The risk owner should be

  empowered with the ability to respond to the risk as it was planned. Answer option A is incorrect. Diane is the project manager and likely won't be the risk owner as well. Answer option B is incorrect. The project sponsor authorizes the project

  but does not participate in the execution of the project.

  Answer option D is incorrect. While a subject matter expert may be the risk owner on some occasions, he won't be the risk owner on every occasion.

• Question 85:

  Which of the following techniques is used in businesses to determine the effect different costs or investments have on profit and other financial indicators?

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

  ---

  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 A is incorrect. The schedule analysis is the review of the schedule, but does not examine other possibilities for completing the project work. Answer option D is incorrect. The root cause analysis helps to determine the reasons why the project is running late. Answer option B is incorrect. The resource leveling causes the project's duration to increase. It is a technique that resolves resource conflicts by delaying tasks within their slack allowances. The resource leveling is the process in which project teams come across problems when developing their project schedules.

• Question 86:

  Samuel works as a project manager in Bluewell Inc. He is performing constructability analysis in one of the initial planning phases. Which of these does constructability take into account during analysis? Each correct answer represents a complete solution. Choose three.

  A. Quality inspections and compliance
  B. Location, logistics, and resource availability analysis
  C. Labor productivity studies from previous similar projects in the area
  D. The average price of general labor in the area
  B. Location, logistics, and resource availability analysis
  C. Labor productivity studies from previous similar projects in the area
  D. The average price of general labor in the area

  ---

  Constructability analysis takes into account the location, logistics, resource availability analysis, the average price of general labor in the area, and labor productivity studies from previous similar projects in the area. 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. Answer option A is incorrect. This comes under the quality assurance phase.

• Question 87:

  Ben is the project manager for his organization. His project has 26 stakeholders this week and will have five additional stakeholders next week. How many more communication channels will Ben's project have next week?

  A. 140
  B. 10
  C. 325
  D. 5
  A. 140

  ---

  Ben's project will have 140 more communication channels because of the five additional stakeholders. To solve the question, you will need to find the current stakeholder communication channels first, which is (26*25)/2= 325, and then find the difference of the number of channels for the five additional stakeholders. You can use the formula of N(N-1), where N is the number of stakeholders. In this example, the formula would read: Total number of communication channels that Ben will have next = ((31*30)/2)-((26*25)/2 =140 Answer option D is incorrect. Five is the number of additional stakeholders. Answer option B is incorrect. 10 is the number of communication channels among just five stakeholders. Answer option C is incorrect. 325 is the number of current communication channels.

• Question 88:

  Joe is the project manager of the HJN Project. Joe's project is a renovation of an office building. There must be 30 hours between the painting activity and the carpet activity in the project schedule to eliminate the risk of wet paint getting on the carpet. What is the best approach Joe can do to alleviate this issue?

  A. Add lead time to the painting activity.
  B. Change the relationship of the carpet activity and the painting activity to finish-to-finish.
  C. Create a dummy activity between the painting activity and the carpet activity for the duration of the drying process.
  D. Add lag time to the carpet activity.
  D. Add lag time to the carpet activity.

  ---

  By adding lag time to the carpet activity, Joe can move the start time of the carpet activity by 30 hours. A lag time is a delay between the predecessor and the successor tasks. Sometimes it may be needed to schedule a delay between the predecessor and the successor tasks. For example, if two coats of paint are required to paint a car, then the final coat should be applied only when the first coat dries. This delay is known as the lag time. The lag time is entered as a positive value. The lag time can be entered as a duration or as a percentage of the predecessor's task duration. It is entered on the Predecessor tab in the Task Information dialog box. Answer option A is incorrect. A lead time is the time that overlaps between the predecessor and the successor tasks. The successor task can start before the predecessor task finishes. Answer option C is incorrect. Dummy activities are not the preferred method of project scheduling. Answer option B is incorrect. Changing the relationship of the activity to finish-to-finish would not prevent the activities from overlapping.

• Question 89:

  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 schedule variance?

  A. -$48,654
  B. 13 percent
  C. -$225,000
  D. 0.98
  C. -$225,000

  ---

  he schedule variance can be found by subtracting the planned value form the earned value. In this instance, it is $2,025,000 minus $2,250,000. SV = 2,025,000 - 2,250,000 = -225,000 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 A is incorrect. This is the cost variance for the project. Answer option B is incorrect. 13 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.

• Question 90:

  Gary is the project manager of the GHY project. He has elected to use a previous, but similar, project to guide him and the project team through the estimate activity duration process. The previous project schedule could best described as which one of the following?

  A. Organizational process asset
  B. Lessons learned documentation
  C. Process input
  D. Predecessor project
  A. Organizational process asset

  ---

  This is an example of an organizational process asset. The previous project is the historical information that the current project can use. This could also be, with a bit more information, an example of an analogous estimate. Organizational process assets are forms, templates, and other support pieces that the project managers can use to help manage their projects. It is usually something that has been created before the project begins and often, but not always, comes from historical information. Answer option D is incorrect. This is not a valid term for this question. Answer option B is incorrect. The lessons learned documentation is a separate document that Gary might reference for his current project, but this is not a valid choice. Answer option C is incorrect. While organizational process assets are inputs to this process, this choice is not the best selection for the question.