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164 Cards in this Set

  • Front
  • Back
Define actictivies occurrs during ________ process group
Planning
Sequence activities occurs during _______ process group.
Planning
Estimate Activity Resources occurs during ________ Process group.
Planning
Estimate Acticity durations occurs during ________ process groups.
Planning
Develop schedule occurs during ________ process groups.
Planning
Control schedule occurs during _______ process group.
Monitoring and controlling
The management plan for scheduling is created as part of the _______________________ process in integration management.
Develop Project Management Plan
The ______ ________ plan includes:
1. The scheduling methodology and scheduling software to be used on the project

2. Establishment of a schedule baseline for measuring against during the monitoring and controlling process group

3. Identification of the performance measures that will be used on the project, to identify variances early

4. Planning for how schedule variances will be managed

5. Identification of schedule change control procedures.
schedule management
A schedule management plan requires that progress be measured ______ __ _______.
along the way
The schedule management plan will help the schedule estimating process faster by providing guidelines on ___________________.
how the estimates should be stated
________ ________ process involves taking the work packages created in the WBS and breaking them down further (decomposing) in order to reach the activity level, which is a level small enough to estimate, schedule, monitor, and manage.
Define Activities
When completed, the Define Activities, will result in an _____ _____ and details of the activities being complete.
Activities List
The PMBOK Guide states that in the Define Activities process, the WBS is decomposed into _______, and in the Sequence Activities process, those activities are sequenced into the __________ ___________.
activities
network diagram
Define Activities will result in the determination of ________ to be used ton the project.
milestones
___________ are significant events within the project schedule.
Milestones
In ___________________ or _____________ nodes (or boxes) are used to represent activities, and arrows show activity dependencies.
Precedence Diagramming Method (PDM) or Activity on Node (AON).
In Finish-to-Start (FS) an activity must __________ before the successor can start.
finish
In Start-tostart (SS) an activity must ________ before the successor can start.
start
In Finish-to-finish (FF) an activity must ________ before the successor can finish.
finish
In Start-to-finish an activity must _________ before the successor can finish (rarely used)
start
The most common of logical relationship between activities is _____________,
Finish-to-start
_________ _________ and ___________ ________ is a modification to the network diagram drawing method allowing loops between activities.
Graphich Evaluation and Review Technique (GERT)
__________ _________ is inherent in the nature of the work being done or required by the contract (you must design before you can construct).
Mandatory Dependency
_________ __________ is determined by the project team, can be changed if needed - important when analyzing how to shorten or resequence the project to decrease the project duration.
Discretionary Dependency (Preferred, Preferential, or Soft Logic) - Hard Logic
_______ _____ is based on needs or desires of a party outside the project (e.g. government or suppliers).
External Dependency
A _____ may be added to start an activity before the predecessor activity is completed.
lead
A ____ is inserted waiting time between activities, such as needing to wait three days after pouring concrete before constructing the frame for a house.
lag
_______ _____ can help you on a project as follows:

1. help justify your time estimate for the project

2. Aid in effective planning, organizing, and controlling the project

3. Show interdependencies of all activities.

4. Show workflow so the team will know what activities need to happen in a specific sequence.

5. Identify opportunities to compress the schedule in planning and throughout the life of the project.

6. Show project progress when used for controlling the schedule.
network diagram
Estimating should be based on a ___ to improve accuracy.
WBS
Estimating should be done by ____ whenever possible to improve accuracy.
the person doing the work
______ _______ from past projects is a key to improving estimates.
Hostorical Information
A _______ _______ should be kept and not changed except for approved project changes.
schedule baseline
The project schedule should be managed to the _________ ________ for the project.
schedule baseline
________ are approved in integrated change control.
Changes
Estimates are more accurate if __________ ____ work components are estimated.
smaller-size
Changes should be requested when ________ ________ occur.
schedule problems
A project manager should nevere just accept constraints from management, but should instead...
1. analyze the needs of the project

2. Comu up with his or her own estimates.

3. Reconcile any differences to produce realistic objectives
A project manager my periodically recalculte the estimate to complete (ETC) for the project in order to make sure...
there is adequate time and funds available for the project.
Plans should be revised during completion of the work as necessary with ________ ______.
approved changes
______ is not an acceptable project management tool.
Padding
The project manager must meet any agreed upon...
estimates
Estimates must be reviewed when they are revised when they are received to see if they are _____ and to check for ______ and ________.
reasonable
padding
risk
Estimates must be kept __________ through life of the project by reestimating and revieweing them periodically.
realistic
Estimates can be decreased by ____ or ___ the risks.
reducing
eliminating
The _______ ______ has a professional responsibility to provide estimates that are as accurate as feasible and to maintain the integrity of those estimates throughout the life of the project.
Project Manager
An unrealistic schedule is the ______ _______ fault, because he or she should be performing such activities in planning and while the project is underway to keep the project on track.
Project Manager
The project manager is responsible for ________ and ____ options on how to change the project to meet management's time and cost requirements or negotiating a change to the end date or budget.
analyzing
providing
You should welcome management providing an end date or total cost limt because...
it gives you an opportunity to reconcile what management wants BEFORE commiting resources, wasting company time and money on projects that will not be successful and damaging your reputation.
The need for a pad should be addressed through the ________ _______ _______, and the uncertainties should be turned into identifiable opportunities and threats.
risk management process
________ should not remain hidden; instead, they need to be identified and addressed openly with the project manager.
Uncertainties
When estimating use a ____ ______ ______ , the estimator submits one estimate per activity.
One-Point Estimate
The One-Point Estimate may be maded based on...
1. expert judgement

2. looking at historical info

3. guessing
One-point estimate per activity has the following negative effects on the project:...
1. force people into padding estimates

2. hides important information about risks and uncertainties from project manager, which is needed to better plan and control the project

3. it creates a schedule that no one believes in, thus loing buy-in the the project management process

4. make the person who provided the estimate look untruthful and untrustworthy

5. It has t he estimators working against the project manager to prtoect themsleves, rather than with the PM to hel pall parties.
The role of the project manager in estimating is:...
1. Provide the team with enough information to properly estimate each activity

2. Let those doing the estimating know how refined their estimates must be.

3. Complete a sanity check of the estimates.

4. Prevent padding.

5. Formulate a reserve

6. Make sure assumptions made during estimating are recorded for later review.
One-point estimates should only be used for projects that...
do not require a detailed, highly probably schedule.
If one-point estimating is used, it is critical the project manager provide the estimator with ______________________.
as much information as possible, including the WBS, WBS dictionary, and activity list, or estimate will likely be unreliable.
__________ estimating uses judgement and historical information to predict the future.
Analogous
________ estimating calculates projected time frames for an activity based on historical records from previous project and information . The result is an activity estimate based on measures like time per line of code, time per linear meter, or time per installation.
Parametric
________ _______ tracks two variables to see if they are related and creates a mathematical formula to use in future parametric estimating.
Regression Analysis
A ___ means a rule of thumb.
heuristic
With the __ _____ estimate technique estimators determine an expected range for each activity, and suing thyree times (or cost) estimates can provide an improved perspective of the overal project estimate.
Three-Point
Pessimistic+4(Most Likely)+ Optimistic/6 = what?
Expected Activity Duration (EAD)
Pessimistic-Optimistic/6 = what?
Activity Standard Deviation
Pessimistic-Optimistic/6 squared = what?
Activity Variance
You caluclate the ________ using Expected Activity Duration using
EAD+/-ASD.
Start of the range is ...
Expected Activity Duration - Standard Deviation
End of the range is...
Expected Activity Duration + Standard Deviation
It is required project management to have a ________ to accomodate the risks that remain in the project after the completion of risk management activities.
reserve
________ reserves are for the risks remaining after the Plan Risk Response process
Contingency
The ______ reserves are any extra amount of funds set aside to cover any unforseen risks.
management
The difference between a time estimate and a schedule is that the schedule is ________- based
calendar
It is important to connect ________ to risk management, as _________ will help determine risks, and complete the risk management process will reduce the range of time and cost estimates and mke them more accurate.
estimates, estimates
What do you need before you can develop a schedule for your project?
1. An understanding of the work required on the project, including the project assumptions, milestones, and constraints (Project Scope Statement

2. Defined Activities (Activity List)

3. The order of how the work will be done (Network Diagram)

4. An estimate of the duration of each activity (Activity Duration Estimates)

5. An estimate of the resources needed (Activity Resource Requirements)

6. An understanding of the availability of resources (Resource Calendars)

7. A compnay calendar identifying what are working and nonworking days
What do you need to creat a schedule that you will be able to stake your reputation on meeting. What do you nned to do in order to take the estimating data and creat such a finalized schedule?
1. Work with stakeholder's priorities

2. Look for alternatives to complete the work

3. Look for impacts on other projects

4. Meet with managers to negotiate for resource availability

5. Compress the schedule by crashing, fast tracking, and reestimating

6. Adjust all the components of the PM Plan

7. Simulate the project using Monte Carlo analysis

8. Level resources

9. Give the team a chance to approve the final schedule

10. Conduct meetings and conversations to gain stakeholder and management formal approval
The _____ _______ Method includes determining the longest path in the network diagram (the critical path), the earliest and latest an activity can start, and the earliest and latest it can be completed.
Critical Path
The ______ _____ is the longest duration path through a network diagram and determines the Shortest time to complete the project.
Critical Path
How does the critical path help the project manager?
1. Helps prove how long the project will take

2. Helps the PM determine where best to focus his or her PM efforts

3. Helps determine if an issue needs immediate attention

4. Provides a vehicle to compress the schedule during project planning and whenever there are changes

5. Provides a vehicle to determine which activities have float and can therefore be delayed without delaying the project.
The _____ ________ path is close in duration to the critical path.
Near-Critical
_______ _____ is the amount of t ime an acrtivity can be delayed without delaying the project end date or an intermediary mielstone. This is the key type of float, buth there are others. Please like "float' and "slack" mean the same thing
Total float (slack)
_____ ______ is the amount of time an activity can be delayed without delaying the early start date of it's successor(s).
Free float (slack)
_______ _____ is the amount of time a project can be delayed without delaying the externally imposed project completion date required by the customer or management, or previously committed to by the PM.
Project Float
Activities on the critical path almost always have _ float.
0
Float is an _____ and is extremly useful for a project manager to understand.
asset
Float also helps team members juggle multiple projects by telling them ...
how much time flexibility they have for each activity they are working on.
Float is computed using either the equation of _________ - _________ = Float. of the equation ______ - ________ = Float.
Late Start - Early Start
Late Finish - Late Start
A backward pass computes the ______ and ______ for each activity.
late finish and late start
The backward path uses the the duration of the __________ as the early finish of the last activity or activities in the network.
early finish
To compute the early start and early finish in _______ ______, you have to take into account all the paths that lead into that activity.
early start and early finish.
The early are found by calculating from the begining of the project to the end of the project, following the _________.
dependencies in the network diagram.
_______ _________ involves doing critical path activities in parallel that were originally planned in series.
Fast Tracking
________ involves making cost and schedule trade-offs to determine how to compress the schedule the most for the least incremental cost while maintaining project scope.
Crashing
If you have negative project float, would your first choice be to tell the customer the date could not be met and to ask for more time?
No; the first choice would be to analyze what could be done about the negative float by compressing the schedule.
Your project working ________ limits the possibility of resources responding to emergencies for any other project they are working on, thereby putting other projects at risk.
overtime
Overtime is not _____.
free
Eliminate risks in the _____ _____ process and everyone wins.
risk management process
General impacts to Fast Track are____________ and _________.
adds risk
May add management time for the project manager
General impacts of Crashing are__________ and _______.
always adds cost
may add management time for the project manager
General impacts of reducing scope are ____________ and ________.
could possible save cost and time
may negatively impact customer satisfaction
General impacts of cut quality are __________, ___________ and ______________.
- could possibly save cost and resources
- may increase risk
- requires good metrics
For questions about changes to the network diagram, make sure you look for ______ to new critical paths caused by the changess to the network diagram or to activity duration.
shifts
The _________ _______ Analyssis simulation can tell you:

1. The probability of completing the project on any specific day.

2. The probability of completing the project for any specific amount of cost.

3. The probability of any activity actually being on t he critical path.

4. The overall project risk.
Monte Carlo
Monte Carlo analysis can also help with '_____________" places in the network diagram where multiple paths converge into one or more activities, thus adding risk to the project.
path convergence
_______ __________ is used to produce a resource-limited schedule.
Resource Leveling
_________ ________ Method is another way to develop a bought-into, approved, realistic, and formal schedule. It is said to go beyond the other methods because it takes into account, directly, both activity and resource dependencies.
Critical Chain
In the the Critical Chain Method, a ________ ______ is created. The schedule is then developed by assigning each activity to occur as late as possible to still meet the end date. ________ ______ are added, at critical milestones.
- network diagram
- Resource dependencies
IN Critical Chain Method the _____, spread throughout the project will provide cushions for delays in the schedule activities.
resources
In Critical Chain Method you manage ________ so that you meet each individual milestone date and thus the project milestone completion date as well.
buffers
The project schedule is the result of schedule _______ _____ and the previous planning progresses, the schedule will be iterated based on _________ ______ and other parts of project planning until an acceptable and realistic schedule can be agreed upon.
- network analysis
- risk management
Iterated and realistic schedule is called the ____ _______ and becomes part of the project management plan.
schedule baseline
_______ _______ only show major events and are good tools for reporting to management and the customer.
Mileston Charts
________ _____ are week planning tools, but they are effective tools for progress reporting, but are not project management plans.
Bar Charts also called Gannt Charts
In Bar Charts (Gannt Charts) there are no lines between activities to _________, nor are assigned resources shown.
show interdependencies
Bar charts do not help organize the project effectively as a ______ and _______ _______ do.
- WBS
- network diagram
_____ ______ are completed after the WBS and network diagram in the project management process.
Bar Charts (also known as Gantt Charts)
Under what circumstances would you use a network diagram instead of a bar chart?
To show interedependencies between activities
Under what circumstances would you use a milestone chart instead of a bar chart?
To report to senior management
Under what circumstances would use a a bar chart instead of a network diagram?
- To track progress
- To report to the team
The ______ ___ is the schedule used to manage the project and the schedule that the project team's performance is measured against.
schedule baseline
The process of creating a final schedule could cause changes to project documents, including...
1. activity resource requirements

2. activity attributes.

3. risk register.
Control mean ______.
measure
______ _______ also means looking for the things that are causing changes and influencing them to change.
Schedule control
If the project can no longer meet the agreed upon completion date, the project manager might recommend the ____________ of the project before any more company time is wasted.
termination
_____ resources to distribute work more evenly among the resources.
Level
Measure _______ against the planned schedule, and determine if those variances warrant attention.
variances
Adjust future parts ofthe project to deal with delays, rather than...
asking for a time extension
Conduct _________ ________ by formally analyzing how the project is doing.
performance reviews
It is standard practice to ____________ the entire remaining part of the project at least once over the life of the project to make sure you still meet the end date, budger, and other project objectives and to adjust the project if you cannot.
reestimate
To control the schedule, a project manager is reanalyzing the project to predict project duration. She does sthis by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using?
Critical Path Method
A dependency requiring that designs be completed before manufacturing can start is an example of a _______.
Mandatory dependency
Which of the following are Generally illustrated Better by bar charts than network diagrams?

a. Logical relationships

b. Critical paths

c. Resource trade=offs

d. Progress status
d. progress status as the bar chart is desined to show a relationship of time.
If the optimistic estimate for an activity is 12 days, and the pessimistic estimate is 18 days, what is the standard deviation of the project?

a. 1

b. 1.3

c. 6

d. 3
Activity Standard Deviation Formula is P-O/6.
P (18) - O (12) = 6/6 =1
correct answer is a. 1
A heuristic is BEST described as a __________.
Rule of thumb
Lag means
waiting time.
Which of the following is the BEST project management tool to use to determine the longest time the project will take?

a. WBS

b. Network diagram

c. Bar chart

d. Project charter
Network diagram as it thakes the work packages from the WBS and adds dependencies. The dependencies allow us t o look at various paths through the diagream.
Which of the following is CORRECT?

a. The critical path helps prove how long the project will take.

b. There can be only one critical path

c. The network diagram will change evertime the end date changes

d. A project can never have negative float.
a. The critical path helps prove how long the project will take.
What is the duration of a milestone?
There is no duration
Which of the following BEST describes the relationship between standard deviation and risk?

a. Nothing

b. SD tells you if the estimate is correct

c. SD tells you how unsure the estimate is

d. SD tells you of the estimate includes a pad
c. SD tells you how unsure the estimate is
The float on an activity is determined by:

a. performing Monte Carlo Analysis

b. determining the wait time between activities

c.determining lag

d. determining the amount of time the activity can be delayed before it delays the critical path.
d. determining the amount of time the activity can be delayed before it delays the critical path.
A project has three critical paths. Which of the following BEST describes how this affects the project.

a. it makes it easier to manage

b. it increases the project risk

c. it requires more people

d. it makes it more expensive
b. it increases the project risk, because you need to manage 3 critical paths, there is more risk that something could happen to delay the project
If project time and cost are not as important as the number of resources used eath month, which of the following is the BEST thing to do?

a. Performa a Monte Carlo Analysis

b. Fast track the project

c. Perform resource leveling

d. Analyze the life-cycle costs
c. Perform resource leveling
When would a milestone chart be used instead of a bar chart?

a. Project planning

b. Reporting to team members

c. Reporting to management

d. Risk analysis
c. Reporting to management; A milestone chart is used instead of bar chart for any situation where you want to report in less detailed way. Bar charts can scare people with their complexity and often show too much detail to be worthwhile on a management level. Milestone charts are more effective for reporting to management.
Your project manager plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the BEST thing to do?

a. Fast track the project

b. Level the resources

c. Crash the project

d. Monte Carlo Analysis
c. Crash the project. To compress the schedule, you could either fast track or crash. However, the situation says that the network diagram cannot change. This eliminates the fast track option leaveing crashing.
Which of the following is the BEST thing to do to tryto complete a project two days earlier?

a. tell senior management that the project's critical path does not allow the project to be finished earlier.

b. tell your boss


d. work hard and see what the project status is next month.
c. meet with the team and look for options for crashing or fast tracking the critical path..
In an attempt to complete the project faster, the project manager looks at the cost associated with crashing each activity. The BEST approach to crashing would also include looking at the:
Risk impact of crashing each activity
Which of the following processes includes asking team members about the time estimates for their activities and reaching agreement on the calendar date for each activity?

a. Sequence Activities

b. Develop Schedule

c. Define Scope

d. Develop Project Charter
b. Develop schedule. By the time this process is taking place Sequence Activities, Define Scope, and Develop Project Charter would be completed.
A project manager is in the middle of the executing process of a very large construction project when he discovers that the time needed to complete the project is longer than the time available. What is the BEST thing to do?

a. Cut the product scope

b. Meet with management and tell them that the required date can not be met.

c. Work overtime

d. Determine options for schedule compression and present management with this recommended option?
d. Determine options for schedule compression and present management with this recommended option? This option has least negative impact on the project.
During the project planning, you estimate the time needed for each activity and then add the estimates to create the project estimate. You commit to completing the project by this date. What is wrong with this scenerio?

a. The team did not create the estimate, and estimating takes too long using that method.

b. The team did not create the estimate, and a network diagram is not used.

c. The estimate is too long and should be created by management.

d. The project estimate should be the same as the customer's required completion date.
b. The team did not create the estimate, and a network diagram is not used.
You are a project manager on a $5M software development project. While working with your project team to develop a network diagram, you notice a series of activities that can be worked in parallel but must finish in specific sequence. What type of activity sequencing method is required for these activitie?

a. Precedence diagramming method

b. Arrow diagramming method.

c. Critical path method.

d. Operational diagramming methd.
a. Precedence diagramming method. The question implies a finish-to-finish relationship between the activities. Only choice B supports this type of relationship.
You are a project manager on a $5M software development project. While working with your project team to develop a network diagram, your data architects suggest that quality could be improved if the data model is approved by senior management before moving on to other design elements. They support this suggestion with an article from a leading software development journal. Which of the following BEST describes what this type of input is called.
Discretionary dependency as it comes from within, but is not mandatory.
You have a project with the following activities:

Activity A takes 40 hours and can start after the project starts.

Activity B takes 25 hours and should happen after the project starts.

Activity C must happen after activity A and takes 35 hours.

Activity D takes must happen after activities B and C and takes 30 hours.

Activity E must take place after activity C and takes 10 hours.

Activity F takes place after activity E and takes 22 hours. Activities F and D are the last activities on the project. Which of the following is TRUE if activity B actually takes 37 hours?

a. The critical path is 67 hours.

b. The critical path changes to B, D, end

c. The critical path Start is A, C, E, F, End

d. The critical path increases by 12 hours
c. The critical path Start is A, C, E, F, End because there is no change to project completion date.
The project manager has received activity duration estimates from his team. Which of the following does he need in order to complete the Develop Schedule process?

a. Change requests

b. Schedule change control system

c. Recommended corrective actions

D Reserves
D Reserves is the most correct answer as one would need time reserves in order to complete a schedule.
A project manager is taking over a project from another project manager during the planning process group. if the new project manager wants to see whatthe previous project manager planned for managing changes to the schedule, it would be BEST to look at the:

a. Communications Mgt Plan

b. Update Mgt Plan

c. Staffing Mgt Plan

d. Schedule Mgt Plan
d. Schedule Mgt Plan. The schedule management plan is the repository for plans for schedule changes.
A project manager is using weighted average duration estimates to perform schedule network analysis. Which type of mathematical analysis is being used?

a. Critical path method

b. PERT

c. Monte Carlo

d. Resource leveling
b. PERT uses weighted average to compute activity durations
The WBS, estimates for each work package, and the network diagram are completed. Which of the following would be the NEXT thing for the project manager to do?

a. Sequence the activities

b. Verify that they have the correct scope

c. Create a preliminary schedule and get team's approval

d. Complete risk management
c. Create a preliminary schedule and get team's approval
A new product development project has four levels in the work breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What should be done next?

a. Create an activity list

b. Begin the work breakdown structure

c. Finalize the schedule.
d. Compress the schedule. This question is really asking "What is done after ?" Choices A & B are done before Estimate Activity Durations.
You are a project manager for a new product development project that has four levels in the work break down structure. A network diagram has been created, the duration estimates have been compressed, and a schedule has been developed. What time management activity should you do NEXT?

a. Begin control schdule

b. Estimate Activity resources

c. Analogously estimate the schedule

d. Gain approval
d. Gain approval. Choices B & C should already been completed. The situation described is within the Develop Schedule process of time management. Choice A is the next time management process after Develop Schedule, but the develop schedule process is not finished. Final approval of the schedule by the stakeholders is needed before one has a project schedule.
A team member from research and development tells you that her work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the labor hours per installation from past projects to predict the future. This is an example of which of the following?

a. Parametric estimating

b. three-poing estimating

c. Analogous estimating

d. Monte Carlo anlaysis
a. Parametric estimating because an estimate such as hours per installation is a chief characteristic of parametric estimates.
An activity has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. The activity:

a. is on the critical path

b. has lag

c. is progressing well

d. is not on the critical path
d. is not on the critical path/

The activity described has float because there is a difference between early start and late start. An activity that has float is probably not on the critical path. There is no info provided presented about lag (choice b) or progress (choice C), so choice D is the best.
The project is calculated to be completed four days after the desired completion date. You do not have access to additional resources. The project is low risk, the benefit cost ratio (BCR) is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what would be the BEST thing to do?

a. Cut resources from an activity


c. Move resources from the preferential dependencies to the the external dependencies

d. Remove an activity from the project.
b. Make more activities concurrent. Cutting resources from an activity would not save time, nor would moving resources in the way described. Removing an activity from the project is a possibility, but since the dependencies are preferential and the risk is low, the best choice would be to make more activities concurrent as this would have less impact on the project.
A project managber for a small construction company has a project that was budgeted for $130K over a six-week period. According to her schedule, the project should have cost $60K to date. However, it has cost $90K to date. The project is also behind schedule, because the original estiamtes were not accurate. Who has the PRIMARY responsibility to solve this problem?
Project manager
Senior management is complaining that they are not able to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management?

a. Detailed cost estimates

b. Project Mgt Plans

c. Bar charts

d. Milestone reports
d. Milestone reports because they provide the right level of detail for upper management.
Rearranging resources so that a constant number of resources is used each month is called:

a. Crashing

b. Floating

c. Leveling

d. Fast tracking
c. Leveling
Which of the following is a benefit of an analogous project estimate?

a. The estimate will be closer to what the work will actually require.

b. It is based on a detailed understanding of what the work requires.

c. It gives the project team an understanding of management's expectations

d. It helps the project manager determine if the the project will meet the scheudle
c. It gives the project team an understanding of management's expectations. It is a benefit to know management's expectations of how much the project will cost so that any differences between the analogous estimate and the detailed bottom-up estimates can be reconciled in the planning process.
During project executing, a large number or changes are made to the project. The project manager should:

a. wait until all changes are known and print out a schedule

b. make approved changes as needed, but retain the schedule baseline

c. Make only the changes approved by management

d. Talk to management before any changes are made
b. make approved changes as needed, but retain the schedule baseline.