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25 Cards in this Set
- Front
- Back
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You are the project manager of the JHG Project. This project has 32 stakeholders and will require implementation activities in North and South America. You have been requested to provide a duration estimate for the project. Of the following, which will offer the best level of detail in your estimate?
A. The resource calendar B. An order of magnitude C. A requirements document D. A stakeholder analysis |
A. The resource calendar is the best choice for this scenario because it is the only activity duration estimating input listed.
B is incorrect because the order of magnitude provides little information for accurate estimating. C, while tempting, is incorrect because the requirements document lists the high-level deliverable, while the WBS provides more detail. D is incorrect because stakeholder analysis does not provide enough information to predict accurately when the project will end. |
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Michael is the project manager of the 78GH Project. This project requires several members of the project team to complete a certification class for another project the week of November 2. This class causes some of the project activities on Michael’s activities to be delayed from his target schedule. This is an example of which of the following?
A. Hard logic B. External dependencies C. Soft logic D. Conflict of interest |
B. Before the work can begin, the certification class must be completed.
A is incorrect; hard logic is the mandatory sequencing of particular events. C is incorrect because there is no preferential (soft) logic. D is incorrect because it does not apply to this scenario. |
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You are managing an interior decorating project. The walls are scheduled to be painted immediately after the primer. You have allowed 36 hours between the primer activity and the painting activity to ensure that the primer has cured. This is an example of which one of the following?
A. Lead B. Lag C. Soft logic D. Finish-to-start relationship |
B. The time between the activities is lag time. The painting activity must wait 36 hours before it can begin.
A, lead time, is when the activities are brought closer together or even overlap. C, soft logic, describes when activities are scheduled based on preferences, guidelines, or external conditions. D is incorrect because, although this does describe a finish-to-start relationship, lag is a better choice because of the added waiting time. |
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You are the project manager of the DFK Project and you’re reviewing your project network diagram. You are considering changing the relationship of some of the project activities in an effort to reduce the duration of the project work. Consider your project’s network diagram (as shown in the following illustration).
Given the diagram, what is the relationship between tasks F and G? A. FS B. SS C. FF D. SF
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A. G is slated to start immediately after F, so this is a finish-to-start relationship. In other words, F must finish so G may start.
B, C, and D are all incorrect relationships. |
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You are the project manager for the LLL Project. Steven, a project team member, is confused about network diagrams. Specifically, he wants to know what the critical path is in a network diagram. Your answer is which one of the following?
A. The critical path is the network that hosts the activities most critical to the project’s success. B. The critical path is the path with the longest duration. C. The critical path is always one path that cannot be delayed, or the entire project will be delayed. D. The critical path is the path from start to completion with no deviation from the project plan. |
B. The critical path is always the path with the longest duration.
A is incorrect because the critical path hosts the activities, not a network. C is a distracter and is incorrect because there can be more than one critical path in a network diagram. D is incorrect because it does not adequately describe the critical path. |
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You are the project manager of the HQQ Project and you’re working with your customer stakeholder. The stakeholder has asked that you find a method to reduce the overall project duration for her organization. She has promised a bonus to your company of $10,000 per day that you finish ahead of schedule. Which duration compression technique could you utilize on activities that are effort-driven?
A. Crashing B. Fast tracking C. Effort-driven activities cannot be compressed D. Resource smoothing |
A. Crashing allows you to add more labor to effort-driven activities. By adding more labor, or effort, you are reducing the duration of the activity.
B is incorrect because fast tracking allows you to overlap phases in your project and isn’t the best choice for the question. C is incorrect because effort-driven activities are ideal activities to be reduced through additional labor. D is incorrect because resource smoothing refers to the leveling of resources on noncritical path activities. This approach doesn’t reduce the duration of activities. |
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You are creating a schedule duration estimate for the activities in the PDR Project. You’re working with your project and comparing the results of a past similar project to predict the time of the current project. What estimating approach are you using?
A. Organizational process assets B. Parametric C. Analogous D. PERT |
C. This is an example of an analogous estimate. You can remember this estimate approach by identifying the “analogy” between the two similar projects.
A is incorrect because although the previous project data is part of organizational process assets, the assets are not an estimating approach. B is incorrect because parametric estimates use a parameter, such as five hours per unit. D is also incorrect because PERT uses an average of the optimistic, most likely, and pessimistic time estimates for each activity. |
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You are the project manager for your organization and you’re working with several vendors that complete different parts of your project. In this project your project management office has directed you to use subnets for the portions of the project where vendors will be managing their own work. Where is a project manager most likely to experience a subnet?
A. WBS B. Kill points C. GERT charts D. A network template |
D. Subnets are often included in network templates to summarize common activities in a project.
A, B, and C are incorrect because they do not use subnets. |
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You are the project manager for the POL Project. This project will use a three-point estimate to calculate the estimates for activity duration. For Activity D, you have the following information: P = 9, O = 4, M = 5. What is the result of this estimate?
A. 18 weeks B. 6 weeks C. 33.33 days D. 3 weeks |
B. The formula is (P + M + O)/3. In this instance, the outcome is 6 weeks.
A, C, and D are incorrect calculations, so they are incorrect. |
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You are the project manager for the YKL Project. This project will affect several lines of business at completion. You have elected to schedule each milestone in the project to end so the work does not affect current business cycles. This is an example of which one of the following?
A. Constraint B. Expert judgment C. WBS scheduling D. Soft logic |
D. Soft logic allows the project manager to make decisions based on conditions outside of the project, best practices, or guidelines.
A is incorrect because this is not an example of constraints, since the project manager is not required to use soft logic. B and C are incorrect; they do not describe the scenario fully. |
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You are the project manager for the MNB Project. You and your project team are about to enter into the activity duration estimating process. Which of the following will not be helpful in your meeting?
A. Constraints B. Assumptions C. The project charter D. Identified risks |
C. The project charter is not an input to the activity duration estimating process.
A, B, and D are incorrect choices for this question because they are inputs to activity duration estimating. |
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You are the project manager for a new training program at your customer’s site. This program will require each of the customer’s employees to attend a half-day class and complete an assessment exam. You will be completing the training at the customer’s facility and will need a trainer for the duration of the training, which is six months. This is an example of which of the following?
A. Resource requirements B. Assumption C. Cost constraint D. A human resource issue |
A. The trainer resource is required for the project for six months.
B, C, and D are incorrect because they do not describe the resource requirement of the trainer on the project. |
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You are the project manager for a construction company. Your firm has been contracted to complete the drilling of a well for a new cabin in Arkansas. The specification of the well is documented, but your company has little experience in well drilling in Arkansas. The stakeholder is concerned that your time estimates are not accurate, since the soil and rock in Arkansas are quite different from the soil in your home state. Which one of the following can you use to ensure your project estimates are accurate?
A. An order of magnitude B. A commercial duration estimating database C. Local contractors D. Soil samplings from the Arkansas government |
B. Commercial duration estimating databases are valid resources to confirm or base time estimates on.
A is incorrect because an order of magnitude offers very little detail on time estimates. C is incorrect because local contractors are not the best source for confirming time estimates; the question does not define whether the contractors are local to Arkansas or to your home state. D is incorrect because commercial duration estimating databases are much more reliable in this scenario. |
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You are the project manager for your organization. You and your project team are in conflict on the amount of time allotted to complete certain activities. Several of the team members want to bloat the time associated with activities to ensure they will have enough time to complete their tasks should something go awry. The law of economics that these tasks may suffer from is which one of the following?
A. Parkinson’s Law B. The law of diminishing returns C. Hertzberg’s theory of motivation D. Oligopoly |
A. Parkinson’s Law states that work will expand to fulfill the time allotted to it. Bloated tasks will take all of the time allotted. Management reserve should be used instead.
B is incorrect because this describes the relationship between effort, duration, and the maximum yield. C is incorrect because it describes personalities and worker motivation. D is incorrect because an oligopoly is a procurement issue in which there are few vendors available to choose from. Plus, the vendors may seemingly have checks and balances with each other. |
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You are the project manager for your organization. You and your project team are in conflict regarding the amount of time allotted to complete certain activities. Several of the team members want to bloat the time associated with activities to ensure they will have enough time to complete their tasks should something go awry. Instead of overestimating their project activities, the project team should use which of the following?
A. Capital reserve B. Contingency plans C. Contingency reserve D. Assumptions of plus or minus a percentage |
C. Rather than bloat activities, projects should use a contingency reserve. A contingency reserve is a portion of the project schedule allotted for time overruns on activities.
A is incorrect because it does not describe the scenario. B is incorrect because contingency plans are a response to risk situations. D is incorrect because it describes a range of variance. |
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You are the project manager for your organization and part of your role requires that you coach the project team on the project management processes. At this point in your project, you’re estimating the activity durations with the project team and need to review the tools and techniques that are appropriate for usage with this process. Which one of the following is not a tool and technique for the estimate activity duration process??
A. Risk identification B. Analogous estimating C. Reserve analysis D. Three-point estimating |
A. Risk identification is not a tool and technique of the estimate activity durations process.
B, C, and D are incorrect because these are tools and techniques of activity duration estimating. This process has six tools to consider: expert judgment, analogous estimating, parametric estimating, three-point estimating, Delphi technique, and reserve analysis. |
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You are the project manager for the 987 Project. Should this project run over schedule, it will cost your organization $35,000 per day in lost sales. With four months to completion, you realize the project is running late. You decide, with management’s approval, to add more project team members to the plan to complete the work on time. This is an example of which of the following?
A. Crashing B. Fast-tracking C. Expert judgment D. Cost-benefit analysis |
A. When more resources are added to a project to complete the work on time, it is called crashing.
B is incorrect; fast-tracking is the process of changing the relationship between activities to allow tasks to overlap. C is incorrect because expert judgment is not used in this scenario. D is incorrect; cost-benefit analysis may be part of the process to decide the value of adding more workers to the schedule, but it is not the process described. |
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You are the project manager for the 987 Project. Should this project run over schedule, it will cost your organization $35,000 per day in lost sales. With four months to completion, you realize the project is running late. You decide, with management’s approval, to change the relationship between several of the work packages so they begin in tandem rather than sequentially. This is an example of which one of the following?
A. Crashing B. Fast-tracking C. Expert judgment D. Cost-benefit analysis |
B. Fast-tracking allows activities to operate in tandem with each other rather than sequentially.
A is incorrect; when more resources are added to a project to complete the work on time, it is called crashing. C is incorrect because expert judgment is not used in this scenario. D is incorrect; cost-benefit analysis may be part of the process to decide the value of fast-tracking the schedule, but it is not the process described. |
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Chris, a project manager for his company, is explaining the difference between a Gantt chart and a milestone chart. Which of the following best describes a Gantt chart?
A. A Gantt chart depicts what was planned against what actually occurred. B. A Gantt chart compares the work in the project against the work that has been completed. C. A Gantt chart depicts the work in the project against a calendar. D. A Gantt chart depicts the work in the project against each resource’s calendar. |
C. A Gantt chart is a bar chart that represents the duration of activities against a calendar. The length of the bars represents the length of activities, while the order of the bars represents the order of activities in the project.
A and B are incorrect because they describe a tracking Gantt. D is incorrect because this does not describe a Gantt chart. |
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Beth is a project manager for her organization. Management has asked Beth to use the CPM approach in her network diagram. She is not familiar with this approach and she’s asked you to help her complete this portion of her project work. Which of the following is a correct attribute of the critical path?
A. It determines the earliest completion date. B. It has the smallest amount of float. C. It has the most activities in the PND. D. It is the path with the most expensive project activities. |
A. Of all the choices presented, A is the best description of the critical path. The critical path is the path with the longest duration and it tells the earliest and the latest day the project can be completed. There can be instances, however, when the project’s expected end date is well beyond the duration of the scheduled work. In such cases, the critical path is considered the path with the least amount of float.
B, C, and D are incorrect because they are false descriptions of the critical path. The critical path has no float, is the longest duration, and does not necessarily have the most expensive activities. |
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You are the project manager for a construction project. Your foreman informs you that, due to the humidity, the concrete will need to cure for an additional 24 hours before the framing can begin. To accommodate the requirement, you add _______________ time to the framing activity.
A. Lead B. Lag C. Delay D. Slack |
B. You will add lag time to the framing activity. Lag is waiting time.
A is incorrect; lead time allows activities to overlap. C is not the correct choice as a delay isn’t the correct nomenclature for the scenario. Lag time is what’s added to the schedule, not a delay. D is also incorrect because slack is the amount of time a task can be delayed without delaying the scheduled start date of dependent activities. |
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Management has informed you that you must flatten your project through resource-leveling heuristics. What is likely to happen to your project schedule if your project team members are allowed to contribute only 30 hours per week?
A. The project schedule will increase. B. The project schedule will decrease. C. The project critical path will change. D. The project manager will need to use the critical chain method. |
A. When the project schedule is flattened through resource leveling, the project duration (schedule) will likely increase.
B, C, and D are all incorrect; the project schedule will not decrease, and there’s no evidence that the critical path will change. The project manager can use the critical chain method or not, and it will likely not affect the project duration. |
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You are the project manager for a project with the following network diagram. Study the diagram: which path is the critical path?
A. ABCD B. EBCD C. EFH D. EGH
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B is the critical path because EBCD is the longest path to completion at 18 days.
A, C, and D are incorrect because these paths have float. |
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Bertha is the project manager for the HAR Project. The project is behind schedule, and Bertha has elected, with management’s approval, to crash the critical path. This process adds more what? (Choose the best answer.)
A. Cost B. Time C. Risk D. Documentation |
A. Crashing involves adding resources, which typically increases cost.
B is incorrect because crashing is an effort to reduce time, not add it. C may be correct, but it is not the best answer. D is incorrect as crashing doesn’t necessarily add more documentation. Crashing adds resources, which will adds costs to the project. |
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Bertha is the project manager for the HAR Project. It’s currently behind schedule, and Bertha has elected, with management’s approval, to fast-track the critical path. This process adds more what? (Choose the best answer.)
A. Cost B. Time C. Risk D. Documentation |
C. Fast-tracking adds risk because tasks are allowed to overlap.
A may be correct in some instances, but it is not the best choice here. B is incorrect because Bertha wants to remove time, not add it. D is also incorrect as fast-tracking doesn’t necessarily add documentation to the project. Fast-tracking allows phases and activities to overlap and this increases risk for the project. |
