PMP Materil Qustion

Project Management Professional (PMP)®
Exam Prep
Chapter 06 - Project Time Management
PMI, PMBOK and PMP are registered marks of the Project Management Institute, Inc.
Slide 1
Looking Glass Development, LLC

(303) 663-5402 / (888) 338-7447
4610 S. Ulster St. #150 Denver, CO 80237
information@lookingglassdev.com
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Slide 2
All the processes required to ensure timely

completion of the project
The major output of these processes is the

project schedule
Planning Process Group
6. Project Time Management

6.1
Plan Schedule
Management
6.4
6.2
Estimate
Define
Activity
Activities
Resources
Monitoring and Controlling Process Group
6.5
6.3
6. Project Time Estimate
Sequence
Activity
Management Activities
Durations
6.7 6.6
Control Develop
Schedule Schedule
v. 7.0 - © Copyright and all rights reserved –

2013 Looking Glass Development, LLC. 7/31/2013 2
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Slide 3
6.1 Plan Schedule Management

Defines the “rules” for developing &
managing the schedule.
The benefit of this process is that it
provides guidance & direction Planning Process Group
on how the schedule will be 6. Project Time Management
managed.
6.1
Plan Schedule
Management
6.4
6.2
Estimate
Define
Activity
Activities
Resources
6.5
6.3
Estimate
Sequence
Activity
Activities
Durations
6.6
Develop
Schedule

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Slide 4
6.1 Plan Schedule Management

Inputs Tools & Techniques Outputs
.1 Project management .1 Expert judgment .1 Schedule Management
plan .2 Analytical techniques plan
.2 Project charter .3 Meetings
.3 Enterprise environmental
factors
.4 Organizational process
assets

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Slide 5
6.2 Define Activities

Creating a “list” of all the work that needs
to be done to produce the project
deliverables
Work packages are decomposed into
schedule activities Planning Process Group
These schedule activities

6.1
Plan Schedule
Management
provide a basis for estimating, 6.2

Define
6.4
Estimate
Activity
scheduling, executing, and

Activities
Resources
6.5
6.3
monitoring and controlling

Estimate
Sequence
Activity
Activities
Durations
6.6
Develop
Schedule

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Slide 6
Rolling Wave Planning

Project Analyze Define New Purchase Construct & Test &
Less
Initiation Existing System And Install Test System Implement
Details Components System
Situation Requirements Package
Planning
Details
More
Details
Project Time
Start

2013 Looking Glass Development, LLC.
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Slide 7
6.2 Define Activities

.1 Schedule management .1 Decomposition .1 Activity list
plan .2 Rolling wave planning .2 Activity attributes
.2 Scope baseline .3 Expert judgment .3 Milestone list
.3 Enterprise
environmental factors
assets

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Slide 8
6.3 Sequence Activities

Ordering the activities that have been
defined and assigning logical
dependencies Planning Process Group

6.1
Plan Schedule
Management
6.4
6.2
Estimate
Define
Activity
Activities
Resources
6.5
6.3
Estimate
Sequence
Activity
Activities
Durations
6.6
Develop
Schedule

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Slide 9
PDM
Finish to Start
Start to Start
Finish to Finish
Start to Finish
F-S
S – F is not common
A B D
F H
S-S
C E
G F-F

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Slide 10
Conditional Diagramming
GERT is most common
Allows for probability
Allow for looping
80%
A B C
20%
Eyeball Diagram

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Slide 11
Types of Dependencies
Mandatory (hard logic) – inherent in
the work
Discretionary (soft logic) – from best
practices or as desired
External

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Slide 12
Other Terms
Lead Time – Dependency relationship which allows the
second task to start prior to the completion of the first.
Lag Time – Dependency relationship which requires the
second task to wait.
One-Point Estimate – A single value estimate.
Regression Analysis – a graphic analysis to track if two
variables are related.
Heuristic – A rule of thumb.
Learning Curve – The improvement achieved by doing an
activity more than once.
Monte Carlo Simulation – A computer model which allows
the analyst to simulate an activity 1,000 or more times to
achieve a probability of a result.

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Slide 13
6.3 Sequence Activities

.1 Schedule management .1 Precedence .1 Project schedule
plan diagramming network diagrams
.2 Activity list method (PDM) .2 Project document
.3 Activity attributes .2 Dependency updates
determination
.4 Milestone list
.3 Applying leads and
.5 Project scope statement
lags
.6 Enterprise
environmental factors
.7 organizational process
assets

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Slide 14
6.4 Estimate Activity Resources

.1 Schedule management plan .1 Expert judgment .1 Activity resource
.2 Activity list .2 Alternatives analysis requirements
.3 Activity attributes .3 Published estimating .2 Resource breakdown
data structure
.4 Resource calendars
.4 Bottom-up estimating .3 Project document
.5 Risk register
.5 Project management updates
.6 Activity cost estimates
software
factors
assets

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Slide 15
6.5 Estimate Activity Durations

Compilation (not the sum) of activity duration
estimates results in the project duration
All supporting data is documented
Uses identified risks & cost estimates
Accuracy improves over time Planning Process Group
Ranges, e.g. 280 days 10% 6. Project Time Management

6.1
Plan Schedule
Management
6.4
6.2
Estimate
Define
Activity
Activities
Resources
6.5
6.3
Estimate
Sequence
Activity
Activities
Durations
6.6
Develop
Schedule

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Slide 16
6.5 Estimating Activity Duration

.1 Schedule management plan .1 Expert judgment .1 Activity duration
.2 Activity list .2 Analogous estimating estimates
.3 Activity attributes .3 Parametric estimating .2 Project document
.4 Three point estimating updates
.4 Activity resource
requirements .5 Group decision-making
.5 Resource calendars techniques
.6 Project scope statement .6 Reserve analysis
.7 Risk register
.8 Resource breakdown
structure
factors
assets

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Slide 17
Project Evaluation & Review

Technique (PERT)

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Slide 18
Project Evaluation & Review

Technique (PERT)
4X
Most
PERT
Optimistic +Likely + Pessimistic
Weighted =
6
Average
PERT
Pessimistic - Optimistic
Standard =
6
Deviation
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Slide 19
6.6 Develop Schedule

Iterative
Determines planned start and end dates for
activities and the whole project.
Baseline for measuring progress. Planning Process Group
6.1
Plan Schedule
Management
6.4
6.2
Estimate
Define
Activity
Activities
Resources
6.5
6.3
Estimate
Sequence
Activity
Activities
Durations
6.6
Develop
Schedule

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Slide 20
CPM
The Critical Path is the project path
which will be the longest duration or
where all activities have zero float
The Critical Path does not necessarily
have the greatest risk
The Critical Path determines the
earliest completion of the project

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Slide 21
The Critical Path Method

EF = ES + DUR
ES DUR EF
LS = LF – DUR
Float = LF – EF or LS - ES Deliverable
2 2 4
LS Float LF
Deliverable C
6 4 8
2 3 5 8 2 10
Deliverable D Deliverable F
5 3 8 8 0 10
0 2 2 2 4 6 6 2 8
Deliverable A Deliverable B Deliverable E
0 0 2 2 0 6 6 0 8

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Slide 22
Resource Optimization
 After CPM.
 Redistribute resource assignments
where a resource is needed on more
than one task in the same time
period.
 Can change the critical path.

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Slide 23
Critical Chain Method

Critical Chain = Longest chain of dependent
tasks with zero slack taking into
consideration resource constraints.
Progress equal burn rate of the buffers vs.
work complete

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Slide 24
6.6 Develop Schedule

.1 Schedule management plan .1 Schedule network .1 Schedule baseline
.2 Activity list analysis .2 Project schedule
.3 Activity attributes .2 Critical path method .3 Schedule data
.4 Project schedule network .3 Critical chain method .4 Project calendars
diagram .4 Resource optimization .5 Project management
.5 Activity resource requirements techniques plan updates
.6 Resource calendars .5 Modeling techniques .6 Project document
.7 Activity duration estimates .6 Leads and lags updates
.8 Project scope statement .7 Schedule compression
.9 Risk register .8 Scheduling tool
.10 Project staff assignments
.11 Resource breakdown structure
factors
.13 Organizational process assets

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Slide 25
6.7 Control Schedule

Part of Integrated Change Control
Determine the current status of the project
schedule
Influence the factors that create schedule changes.
Determine that the project schedule has changed.
Manage the changes as they occur.
Monitoring and Controlling Process Group
6. Project Time
Management
6.7
Control
Schedule

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Slide 26
6.7 Control Schedule

.1 Project management plan .1 Performance reviews .1 Work performance
.2 Project schedule .2 PM software information
.3 Work performance data .3 Resource optimization .2 Schedule forecasts
.4 Project calendars techniques .3 Change requests
.5 Schedule data .4 Modeling techniques .4 Project management
.5 Leads & lags plan updates
assets .6 Schedule compression .5 Project documents
updates
.7 Scheduling tool
assets updates

2013 Looking Glass Development, LLC. 26
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Slide 27
Project Time Management –

Summary
Seven (7) processes
PERT, GERT, PDM, CPM, CCPM
Crashing, fast tracking
Decomposition, baseline, float or
slack
Schedule development is iterative
2013 Looking Glass Development, LLC. 27
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Review Questions – Part 1:
1. Which of the following diagrams best represents the diagram described in the
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
image using PDM?
A. Option A
B. Option B
C. Option C
D. Option D
1. If a resource gives you a pessimistic estimate of 10 days and an optimistic
estimate of 6 days. What is the standard deviation?
A. 0.67
B. 4
C. 7.33
D. 6.67

A. 6.17
B. 5.33
C. 0.83
D. 6.67

A. 3.83
B. 0.5
C. 3.33
D. 4.33

A. 8.0
B. 11.0
C. 9.5
D. 1.5

A. 12.17
B. 10.67
C. 1.5
D. 1.83

A. 1.67
B. 19.33
C. 7.07
D. 17.67
A. 21.5
B. 7.78
C. 1.83
D. 17.73

A. 15.5
B. 6.36
C. 14
D. 1.5

A. 3.0
B. 12.73
C. 3.73
D. 42.33

A. 8.49
B. 2.0
C. 24.33
D. 3.33
11. Your boss comes into your office and wants the schedule estimate for your
project in which you have 99% confidence. If your worst case estimate is 10
months, your best case estimate 6 months and your most likely case estimate is
7 months what do you provide him?
A. 6.00 to 8.67 months
B. 6 to 10 months
C. 5.33 to 9.33 months
D. approximately 10 months
1. Using the included table what is the critical path for the project?
A. B, C, D, F, G, H
B. A, C, D, E, G, H
C. A, B, C, D, E, F, G, H
D. A, B, C, D, F, G, H
2. Using the included table what is the project duration using CPM?
A. 35
B. 38
C. 34
D. 4) 37
3. Using CPM to evaluate the project represented by the included table, which of
the following tasks are not on the critical path?
A. A
B. B
C. D
D. F
A. B
B. E
C. F
D. H
5. What is the critical path for the included table?
A. 1, 2, 6, 8, 11
B. 1, 3, 5, 7, 11
C. 1, 4, 9, 7, 11
D. 1, 4, 9, 10, 11
6. Using CPM and the included table, what is the project duration?
A. 44
B. 42
C. 45
D. 51
7. Based upon the included table and CPM, which of the following tasks is not
critical?
A. 1
B. 2
C. 4
D. 10
8. Based upon the included table and CPM, which of the following tasks is not
critical?
A. 4
B. 9
C. 6
D. 10
A. 8
B. 4
C. 9
D. 10
10. What is the critical path for the included table?
A. A, C, F, H, K, M
B. A, D, G, L, M
C. A, B, E, H, K, M
D. A, B, E, I, J, M
11. Using the included table, what is the project duration using CPM?
A. 59
B. 63
C. 67
D. 61
A. A
B. B
C. C
D. J
A. F
B. E
C. I
D. J
A. A
B. H
C. E
D. J
A. 1, 3, 6, 7, 9, 10
B. 1, 3, 6, 7, 8, 10
C. 1, 2, 5, 7, 8, 10
D. 1, 2, 5, 7, 9, 10
A. 66
B. 51
C. 48
D. 62
A. 2
B. 5
C. 3
D. 9
A. 2
B. 4
C. 5
D. 7
A. 6
B. 7
C. 9
D. 5
A. 2
B. 5
C. 8
D. 7
A. A, B, C, F, G, H
B. A, B, D, F, G, H
C. A, B, C, D, E, H
D. A, B, D, E, H
A. 38
B. 36
C. 42
D. 40
A. D
B. B
C. C
D. E
A. B
B. F
C. D
D. E
A. 2, 4, 8, 9
B. 1, 3, 5, 6, 9
C. 2, 4, 8, 7, 9
D. 1, 3, 5, 7, 9
A. 45
B. 43
C. 44
D. 46
A. 2
B. 3
C. 5
D. 6
A. 3
B. 4
C. 5
D. 6
A. 3
B. 5
C. 6
D. 7
30. Using the included table, what is the critical path for the project?
A. A, B, D, G, J, L, M
B. A, C, E, H, I, L, M
C. A, C, E, G, J, L, M
D. A, B, F, G, K, L, M
A. 52
B. 49
C. 50
D. 54
A. E
B. G
C. J
D. B
A. E
B. G
C. D
D. L
A. F
B. C
C. G
D. J
A. C
B. H
C. E
D. J
A. I
B. E
C. G
D. L
A. E
B. K
C. J
D. G
A. 1, 3, 7, 10, 12, 13
B. 1, 3, 7, 9, 12, 13
C. 1, 3, 6, 10, 12, 13
D. 1, 2, 5, 8, 11, 13
A. 46
B. 43
C. 47
D. 49
A. 2
B. 3
C. 6
D. 10
A. 3
B. 4
C. 10
D. 12
A. 3
B. 6
C. 7
D. 10
A. 10
B. 12
C. 6
D. 11
A. A, B, C, F, I, K, M
B. A, B, C, E, I, K, M
C. A, B, D, G, I, K, M
D. A, B, D, G, J, L, M
A. 61
B. 60
C. 58
D. 63
A. D
B. F
C. G
D. I
A. G
B. I
C. J
D. K
A. A, B, E, G, J, M. O
B. A, C, D, F, I, K, L, N, O
C. A, C, D, F, H, I, K, N, O
D. A, C, D, F, I, K, N, O
A. 51
B. 48
C. 53
D. 50
A. I
B. G
C. K
D. N
the following tasks is not on the critical path?
A. F
B. K
C. L
D. N
1. When comparing the critical chain to the critical path which of the following is
true?
A. The critical path accounts for resource limitations
B. The critical chain accounts for resource limitations
C. The critical path uses aggressive estimates
D. The critical chain uses pessimistic estimates
2. The critical chain methodology schedules each activity to:

A. Occur as late as possible
B. Occur as soon as possible
C. Occur with the middle schedule
D. Any of the above
3. The critical chain method focuses on managing what?

A. Total project float
B. The critical path
C. Buffers
D. Specific network paths
4. What is the major difference between the critical path and the critical chain?
A. The critical path takes into account resources
B. The critical path is always longer
C. The critical chain is always longer
D. The critical chain takes into account resources
5. Which of the following statements about the critical chain is true?

A. Critical path management does not allow multi-tasking
B. Critical chain management uses bar charts
C. Critical chain management does not allow multi-tasking
D. All of the above are true
6. Which of the following statements about critical chain management is true?
A. It is a methodology that creates an optimized project schedule that
considers resource limitations
B. It is a methodology that works best when resources are unlimited but
schedule milestones are restricted
C. It makes extensive use of PERT
D. It is used primarily with agile methodologies in information technology
projects.
7. Which of the following is not a step in the theory of constraints?

A. Identify the constraint
B. Identify the next systems constraint
C. Exploit the constraint
D. Subordinate everything to the constraint
8. According to the TOC most current management philosophies focus on what?

A. Throughput management
B. Schedule management
C. Cost management
D. Balancing all of the above
9. According to the TOC, what is the only way to achieve good cost
performance?
A. Achieve good local performance everywhere
B. Manage costs throughout the system
C. Have visibility to all costs
D. Have all project team members know the project costs
10. Using the table above, what is the project's critical chain excluding feed
buffers and assuming 30% for all other buffers?
A. 1, 3, 5, 7, 10
B. 1, 2, 6, 8, 10
C. 1, 2, 6, 8, 10
D. 1, 2, 5, 7, 10
buffers and assuming 30% for other all buffers?
A. 41
B. 28
C. 52
D. 44
12. Using the included table and CCPM, what is the project's expected duration
assuming project and feeder buffers of 30%?
A. 52
B. 71
C. 74
D. 68
13. After which of the following tasks which you place a feed buffer using CCPM
to analyze the include task list?
A. 8
B. 4
C. 9
D. 3
14. After which of the following tasks which you place a feed buffer using CCPM
to analyze the include task list?
A. 7
B. 8
C. 9
D. 2
15. After which of the following tasks which you place a resource buffer using
CCPM to analyze the include task list?
A. 2
B. 3
C. 5
D. 7
16. After which of the following tasks which you place a resource buffer using
CCPM to analyze the include task list?
A. 7
B. 5
C. 9
D. 6
17. Using CCPM to evaluate the included table of tasks, what is the project's
critical chain?
A. A, C, F, H, K, M
B. A, B, E, I, J, M
C. A, D, G, F, H, K, M
D. A, B, E, E, F, H, K, M
buffers and assuming 30% for all other buffers?
A. 73
B. 62
C. 95
D. 52
19. What is the length of the project buffer represented by the included table
using CCPM and assuming a 30% rate for all other buffers?
A. 29
B. 19
C. 22
D. 16
20. What is the overall project duration (excluding feed buffers) for the project
represented by the included table using CCPM and assuming a buffer rate of
30% for all buffers?
A. 95
B. 73
C. 91
D. 86
21. Using the included table and CCPM, after which of the following tasks would
you place a feed buffer?
A. D
B. A
C. H
D. C
have a feed buffer?
A. B
B. J
C. D
D. G
23. Using the included table and CCPM, after which of the follow tasks would you
place a feed buffer?
A. H
B. L
C. K
D. B
24. Using the included table and CCPM and assuming a 30% rate for all buffers,
what is the project's critical chain?
A. 1, 3, 6, 7, 8, 10, 11
B. 1, 3, 4, 6, 7, 8, 10, 11
C. 1, 2, 5, 7, 8, 11
D. 1, 2, 5, 9, 7, 10, 11
25. Based on the included table and using CCPM what is the length of the critical
chain?
A. 77
B. 100
C. 81
D. 86
26. Using the included table, CCPM, and assuming 30% for all buffers, what is
the length of the project buffer?
A. 77
B. 24
C. 19
D. 23
A. 77
B. 81
C. 92
D. 100
28. Based upon the included table and CCPM, what is the critical chain for the
project?
A. 1, 3, 5, 8, 9
B. 2, 4, 6, 8, 9
C. 2, 4, 5, 7, 9
D. 1, 3, 6, 8, 9
29. Based upon the included table and CCPM what is the project's critical chain
length excluding buffers?
A. 42
B. 43
C. 45
D. 59
30. Based upon the included table, CCPM, and assuming a buffer rate of 30%
what is the length of the project buffer?
A. 13.5
B. 12.9
C. 12.6
D. 17.7
A. 55.9
B. 58.5
C. 54.6
D. 76.7
A. 1
B. 2
C. 6
D. 4
33. Using the included table and CCPM, after which task would you place a feed
buffer?
A. 7
B. 5
C. 3
D. 1
34. Using the included table and CCPM, what is the project's critical chain
excluding feed buffers?
A. A, B, D, F, G, H
B. A, B, C, D, F, G, H
C. A, B, D, E, H
D. A, B, C, E, G, H
35. Using the included table and CCPM, what is the critical chain length?
A. 54
B. 60
C. 62
D. 70
36. Using the included table, CCPM and assuming a 30% buffer rate, what is the
project buffer?
A. 14
B. 13.5
C. 16
D. 15
A. 64
B. 65
C. 58.5
D. 70
A. B
B. E
C. D
D. G
1. Which of the following is the last process found in Time Management?
A. Define activities
B. Estimate activity durations
C. Develop schedule
D. Control schedule
2. Which of the following is not a process found in Time Management?

A. Create WBS
B. Estimate activity resources
C. Develop schedule
D. Estimate activity durations
3. Which of the following is the first process found in Time Management?

A. Estimate activity durations
B. Develop schedule
C. Define activities
D. Plan schedule management
4. What is the variance of a project that has a best case estimate of 6, most
likely case estimate of 7, and a worst case estimate of 10?
A. 2.08
B. 0.44
C. 0.67
D. 7.33
A. 2.78
B. 1.67
C. 5.03
D. 19.33
A. 1.83
B. 5.57
C. 21.50
D. 3.36
A. 4.58
B. 2.25
C. 1.50
D. 15.50
A. 9.00
B. 9.29
C. 3.00
D. 42.33
A. 6.03
B. 2.00
C. 24.33
D. 4.00
10. Your project is significantly over budget and behind schedule. It is critical that
you determine your projected duration. To gain a better understanding of the
project you analyze the sequence of deliverables, activities or tasks to find the
ones with the least amount of schedule flexibility. What technique are you
using?
A. GERT
B. CPM
C. PERT
D. PDM
11. A project manager is discussing her project with her boss. They are
concerned that the project might be falling behind schedule and decide they
must determine the project's likely completion date and where any flexibility
exists. Which of the following tools would best provide this information?
A. AOA
B. PDM
C. CPM
D. Network Diagramming
12. You are the project manager for a new product. You are in the planning
phase of your project and have just been told by one of your senior resources
that they require the completed schematics before they can begin to build the
product prototype. This is an example of what kind of dependency?
A. Mandatory
B. Discretionary
C. Internal
D. External
13. You are the project manager at a major pharmaceuticals company. You are
planning the release of a new drug and must wait for regulatory approval
before you can begin manufacture of the drug. This is an example of what
kind of dependency?
A. Discretionary
B. Mandatory
C. Internal
D. External
14. Which of the following is a type of bar chart?

A. Gaussian distribution
B. Scatter plot
C. Gantt Chart
D. Logit model
15. As a general rule, which of the following is better illustrated by network

diagrams than bar charts?
A. Project progress
B. Logical relationships between activities
C. The project's critical chain
D. Resource needs
16. Which of the following is not correct about PDM?

A. The critical path always has dummy tasks
B. Every network has at least one critical path
C. The network displays all task interdependencies
D. Tasks not on the critical path has slack or float
17. Which of the following is not an input to the define activities process?
A. Milestone lists
B. Scope baseline
C. Enterprise environmental factors
D. Organizational process assets
18. A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) -

Fifth Edition, Project Management Institute, Inc., 2013 - Which of the following
is an input to the define activities process?
A. Activity attributes
B. Precedence diagram
C. Rolling wave plan
D. Scope baseline
19. Which of the following is not a tool or technique used in the define activities
process?
A. Decomposition
B. Precedence Diagramming
C. Rolling wave plan
D. Expert judgment
20. Which of the following is a tool or technique for the define activities process?
A. PDM
B. Rolling wave plan
C. GERT
D. Dependency determination
21. Which of the following is a tool or technique for the define activities process?
A. Expert judgment
B. Schedule network templates
C. Milestone management
D. Activity attribute development
22. Which of the following is not an output of defining activities?

A. Activity lists
B. Activity attributes
C. Project network diagrams
D. Milestone lists
23. Which of the following is not an output of the define activities process?
A. Activity attributes
B. Activity list
C. Milestone list
D. Activity list updates
24. Which of the following is not an input to the sequence activities process?
A. WBS
B. Project scope statement
C. Activity list
D. Activity attributes
25. Which of the following is not an input to sequence activities?

A. Organizational process assets
B. Milestone list
C. WBS
D. Project scope statement
26. Which of the following is an input to sequence activities?

A. Organizational process assets
B. WBS dictionary
C. Scope baseline
D. Work breakdown structure
27. Which of the following is not a tool or technique for sequence activities?
A. Precedence diagramming method
B. Decomposition
C. Applying leads & lags
28. Which of the following is not a tool or technique for activity sequencing?
A. Precedence diagramming method
B. Dependency determination
C. Project schedule network diagrams
D. Applying leads and lags
29. Which of the following is a tool or technique for activity sequencing?
A. Dependency determination
B. Decomposition
C. WBS
D. GERT
30. Which of the following is a tool or technique for activity sequencing?

A. Expert Judgment
B. Applying leads and lags
C. Alternatives analysis
D. Decomposition
31. Which of the following is not an output from activity sequencing?

A. Schedule network diagrams
B. Milestone list
C. Project document updates
D. All of the above are outputs
32. Which of the following is an output from activity sequencing?

A. RBS
B. PERT estimate
C. Network diagrams
D. Approved changes
33. Which of the following is not an input to estimate activity resources?

A. WBS dictionary
B. Activity list
C. Resource calendars
34. Which of the following is an input to estimate activity resources?

A. Precedence diagrams
B. Requested changes
C. Milestone lists
D. Resource calendars
35. Which of the following is a tool or technique used to estimate activity
resources?
A. Alternatives analysis
B. Precedence diagramming method
C. GERT
36. Which of the following is a tool or technique used to estimate activity

resources?
A. Resource breakdown structure
B. Planning component
C. Published estimating data
D. Rolling wave plan
37. Which of the following is not a tool or technique used to estimate activity
resource?
A. Expert Judgment
B. Templates
C. Alternatives analysis
D. Bottom-up estimating
38. Which of the following is not an output to estimate activity resource?

A. Requested changes
B. RBS
C. Activity resource requirements
D. Project schedule network diagrams
39. Which of the following is an output of the estimate activity resources process?
A. Activity list
B. RBS
C. Milestone list
D. Required changes
40. Which of the following is not an input to the estimate activity durations
process?
A. Milestone list
B. Project scope statement
C. Organizational process assets
D. Resource calendars
41. Which of the following is not an input to the estimate activity durations
process?
A. Expert judgment
B. Enterprise environmental factors
42. Which of the following is not a tool or technique used in the estimate activity
durations process?
A. PDM
B. Expert judgment
C. Reserve analysis
D. Parametric estimating
43. Which of the following is not a tool or technique used in the estimate activity
durations process?
A. Analogous estimating
B. PERT Analysis
C. Three-point estimating
D. Parametric estimating
44. Which of the following is an output from the estimate activity durations
process?
A. Activity list updates
B. Requested changes
C. Milestone updates
D. Activity duration estimates
45. Which of the following is not an input to the develop schedule process?
A. Requested changes
B. Resource calendars
C. Project schedule network diagrams
46. Which of the following is not a tool or technique used in the develop schedule
process?
A. Critical Path Method
B. Critical Chain Method
C. Precedence Diagramming Method
D. Resource leveling
47. Which of the following is not a tool or technique used in the develop schedule
process?
A. Schedule network analysis
B. Project schedule modeling
C. Lead and lags
D. Resource optimization techniques
48. Which of the following is a tool or technique used in the develop schedule
process?
A. Project schedule modeling
B. GERT
C. Schedule compression
D. RBS
49. Which of the following is not an output from the develop schedule process?
A. Project schedule
B. Schedule data
C. Schedule baseline
D. Activity list updates
50. Which of the following is not an output from the develop schedule process?
A. Project schedule
B. Project document updates
C. Activity cost estimates
D. Schedule data
51. Which of the following is an output from the develop schedule process?
A. Activity cost estimate updates
B. Project document updates
C. Approved changes
D. Activity duration estimates
52. Which of the following is not an input to the control schedule process?
A. Project schedule
B. Work performance data
D. Schedule management plan
53. Which of the following is not an input to the control schedule process?
A. Performance reports
B. Project schedule
C. Project management plan
54. Which of the following is not a tool or technique used for the control schedule
process?
A. Resource optimization techniques
B. Schedule management
C. Modeling techniques
D. Schedule compression
55. Which of the following is not a tool or technique used in the control schedule
process?
A. Scheduling tool
B. Schedule compression
C. Project document updates
D. Leads and lags
56. Which of the following is not an output from the control schedule process?
A. Work performance information
B. Change requests
C. Project management plan updates
D. What-if scenario updates
57. Which of the following is an output from schedule control?

A. Recommended preventive actions
B. Change requests
C. Approved changes
D. Project schedule updates
58. Which of the following terms represents a method of problem solving that
relies of inductive reasoning from past experience or expert judgment when
there is no relevant mathematical algorithm available?
A. A heuristic
B. A logit
C. GERT
D. Analogous estimating
59. Which of the following best describe the amount of time one activity can be
delayed without impacting the early start of its succeeding task or activity?
A. Lead time
B. Float
C. Lag time
D. None of the above
60. Which of the following terms best represents the amount of time one activity
can begin prior to the completion of its preceding dependent task?
A. Lag time
B. Lead time
C. Float
61. Which of the following statements is correct?

A. A network diagram allows you to determine the shortest time the
project can take.
B. A WBS allows you to determine the longest chain of dependent tasks.
C. Changing the end date of the project will cause the network diagram to
change.
D. The critical path will always contain dummy tasks.
62. Which of the follow statements about a milestone is true?

A. A milestone can have any duration
B. A milestone has the same duration as the task, activity or deliverable it
represents
C. A milestone always has zero duration
63. Which of the following best describes the relationship between standard
deviation and risk?
A. Standard deviation provides the level of uncertainty about the estimate
B. Standard deviation defines whether or not safety is in the estimate
C. Standard deviation defines the accuracy of the estimate
D. There is no relationship between risk and standard deviation.
64. Your boss asks you to use Monte Carlo Analysis to evaluate your project. For
what purpose was this request most likely made?
A. To create an activities estimated length
B. To gain an indication of the risk in the project
C. To define the order in which activities occur
D. Define project resource requirement
65. On Monday morning your boss comes into your office and asks about the
amount of slack you have on a specific activity in your project. This is
determined by:
A. Performing a PERT analysis
B. Estimating the task or activity length
C. Creating a PDM diagram
D. Determining the total amount of time that a schedule activity may be
delayed without impacting the project delivery.
66. Your boss enters your office and is concerned that a particular activity will
delay the delivery of the project. What is the best thing to do:
A. Determine if the activity is on the critical path
B. Explain why your boss should not worry
C. Perform a GERT analysis
D. Examine the activity's risk triggers
67. You and your project team have obtained estimates for your project, assigned
resources, and developed a precedence diagram of the project. Several of
your resources are very concerned that two of the activities are not being
focused on enough and will end up delaying the project as they are critical
components of the project's end product. What is the best thing to do?
A. Sit down with the resources to discuss the project Gantt chart
B. Determine if the activities in question are on the critical path
C. Examine the project's risk register
D. Evaluate alternative project
68. Which of the following best describes the impact of multiple critical paths on a
project?
A. The project takes longer to complete
B. The project is more expensive
C. The project takes more resources to manage
D. The project risk increases
69. You and your project team have just completed the development of your PDM
diagram. The current diagram shows there are three (3) critical paths in your
project. What is the best thing to do next?
A. Re-evaluate the network for errors
B. Develop the project schedule
C. Examine the project risk register
D. Discuss alternative networks with your team
70. In discussing your project with management you determine that the project
schedule is the most flexible and the project scope is the least flexible. If the
allowable monthly project expenditures are fixed what is the best thing to do?
A. Level the resources
B. Examine the project's critical path
C. Analyze the project's life cycle costs
D. Crash the project
71. Your manager asks you to produce a report on your project for management.
Which of the following would best meet the request?
A. Bar chart
B. PERT chart
C. Milestone chart
D. Gantt chart
72. You and your project team have just completed the development of your
project schedule. Based on constraints provided by the project sponsor, the
project is scheduled to be completed after the project deadline. Assuming
that costs are the least important constraint and scope is the most important
which of the following is the best thing to do?
A. Fast track the project
B. Crash the project
C. Reassess the critical path
D. Develop a critical chain model for the project
73. You and your project team have just completed the development of your
project schedule. Based on constraints provided by the project sponsor, the
project is scheduled to be completed after the project deadline. Assuming
that costs are the most important constraint and scope is the least important
which of the following is the best thing to do?
A. Crash the project
B. Reassess the critical path
C. Develop a new project schedule
D. Fast track the project
74. Your manager comes to you and demands that you complete your project
three (3) weeks early. What is the best thing to do?
A. Meet with your project team to examine alternatives for crashing and
fast tracking.
B. Tell your boss the project critical path does not allow for a three week
early completion
C. Ask the project to work overtime
D. Ask your manager if you can reduce the scope of the project.
75. When evaluating the impact on your project of crashing, which of the following
should be included in the evaluation?
A. The project sponsor's interest
B. Risks associated with the schedule changes
C. The amount of overtime to be worked
D. The impact of a reduction in project scope
76. Which of the following PM processes requires the project manager to reach
an agreement with the activity resources on the calendar date for each
activity?
A. Sequence activities
B. Estimate activity durations
C. Estimate activity resources
D. Develop schedule
77. It is late Friday afternoon when your project sponsor informs you that the
project schedule has been reduced by two (2) weeks. What is the best thing
to do?
A. Meet with your project team to determine options for schedule
compression
B. Cut the project scope
C. Crash the project
D. Inform management that the date cannot be met
78. As the project manager you estimate the time that will be needed for each
activity, assign tasks to specific resources and then add the estimates to
create the project estimate. You then use this value to establish the project
delivery date which you provide to the project sponsor. What is incorrect with
this process?
A. The project manager created the estimates without the team.
Additionally, summing the tasks will lead to a significantly longer
project duration.
B. Project duration estimates should be developed by the project sponsor
C. The project manager created the estimates without the project
resources and did not use a network diagram to define the critical path
D. The project completion date should be derived from an evaluation of
the triple constraints
79. You are the project manager for a large construction project. It is early in the
project lifecycle and you have completed the activity definition. In analyzing
the activities you see a number of activities that are dependent on each other
but can start at the same time. To properly evaluate this project which
methodology is best?
A. CPM
B. PDM
C. AOA
D. GERT
80. You are the project manager for a US $250,000 software development
project. You are working with your project team and determine that the
project has a number of project tasks that are dependent on each other.
However, one of your team members also points out that the tasks can finish
at the same time. Which of the following is the best technique to understand
this situation?
A. Critical path method
B. Activity on arrow method
C. Precedence diagramming method
D. Program evaluation and review technique
81. You are the project manager for a large consulting company leading a
process improvement project for your organization's largest client. The
project currently has a CPI of 1.04 and SPI of .98. Your customer has just
asked if you can produce a diagram the shows probabilistic project paths.
Which of the following tools would be best in this situation?
A. Graphical evaluation and review technique
B. Program evaluation and review technique
C. Critical path method
D. Precedence diagramming method
82. Which of the following is best suited to define a project network that has
potential looping of the activities, deliverables or tasks?
A. PERT
B. CPM
C. GERT
D. PDM
83. You are the project manager for a software development project with an
estimated budget of US $650,000. You have just completed the duration
estimates, and activity sequencing for your project. Which of the following do
you still need to complete the initial project schedule?
A. Approved change request
B. Contingency reserves
C. Recommended change requests
D. Schedule management plan
84. You are just taking over for a project manager who was forced to take a
medical leave of absence. Your project has a CPI of 93 and an SPI of 89. To
gain a better understanding of how the previous project manager was
managing schedule changes to which of the following would you turn?
A. The project plan
B. The project schedule
C. The schedule management plan
D. The project Gantt chart
85. You are taking over for a project manager who was terminated. The previous
project manager was using weighted average duration estimates to develop
the schedule network. What type of modeling are you using?
A. Monte Carlo analysis
B. Program evaluation and review technique analysis
C. Critical chain analysis
D. Critical path analysis
86. You are the project manager for a large mechanical engineering project. You
have completed your scope statement, the WBS, the resource estimate,
duration estimates, and the network diagram. Which of the following is the
thing you should do next?
A. Create the schedule
B. Complete the cost estimates
C. Define the project budget
D. Solicit purchase
87. You are working as a project manager and have completed the scope
statement, resource estimates, and the WBS. You have just received the
activity duration estimates. Which of the following is your best course of
action?
A. Finalize the schedule
B. Compress the schedule
C. Complete the risk register
D. Develop RFPs
88. You are part of an internet development company. You firm has many
graphic artists who are part of every project. When you start your new project
one of your artists tells you that her work is too creative for a single exact
estimate. She has done similar projects in the past so you both agree to use
the labor hours from those projects. This is an example of which of the
following?
A. Monte Carlo analysis
B. Three point estimating
C. Parametric estimating
D. Analogous estimating
89. One of your resources comes into your office to discuss their task. The
project has a CPI of .89 and an SPI of .92. The resource's task has an early
start of week 14, a late start of week 17. What do you know about this
activity?
A. It is ahead of schedule
B. It is behind schedule
C. It is on the critical path
D. It is not on the critical path
90. You have an activity that has an ES of 12 weeks, a LS of 15 weeks, an EF of

21 weeks, and a LF of 24 weeks. What do you know about this activity?
A. It is not on the critical path
B. It is ahead of schedule
C. It is behind schedule
D. It is on the critical path
91. You are leading a project that you have just learned is 3 weeks behind
schedule. The dependencies are discretionary. The project has an SPI of
.81 and a CPI of .83. Due to cost overruns you cannot add more resources.
What is the best thing to do?
A. Move resources from tasks with discretionary dependencies
B. Complete activities in parallel where possible
C. Reduce resources
D. Reduce project scope
92. You are the project manager for a project that you have just learned is 30
days behind schedule. You do not have any additional resources that may be
engaged. The project has a CPI of .84 and an SPI of .79. The BCR is 1.45
and only a few of the project tasks have mandatory dependencies. What is
the best thing to do?
A. Meet with the project sponsor to inform them of the delay
B. Reduce the project scope to meet the deadline
C. Crash the project
D. Make more activities concurrent
93. Sally is a brand new project manager within her company that manufactures
household products. She has just taken over a project that is seriously over
budget and behind schedule. Originally, the project was slated to have spent
US $135,000 and they have already spent US $170,000. It appears that most
of the overage is because of flawed original estimates. This project is critical
to the organization's success so who has primary responsibility to solve these
issues?
A. The project sponsor
B. The project manager
C. The project team
D. Senior management
94. You have been brought into the organization because senior management is
struggling to get a strong understanding of the state of all the projects within
the organization. You only have a week to prepare a 30 minute presentation
on the status of all projects. Which of the following would best help senior
management understand the current portfolio status?
A. Project management plan executive summaries
B. Detailed cost and schedule analysis
C. Milestone reports
D. Gantt charts
95. Rearranging dependent tasks or activities so they are done in parallel is

called what?
A. Fast tracking
B. Leveling
C. Paralleling
D. Crashing
96. Rearranging resources and resource workloads so that the amount of work
done in each month or specified time period is constant is called what?
A. Fast tracking
B. Paralleling
C. Leveling
D. Crashing
97. Adding additional resources to reduce the schedule time a task or activity is
called what?
A. Fast tracking
B. Crashing
C. Paralleling
D. Leveling
98. Which of the following is a benefit of a three point project estimate?

A. It shows a better understanding of the task
B. It allows the project manager to better manage stakeholder
expectations
C. It helps determine if the project will meet the schedule
D. It provides a probabilistic estimate
99. Which of the following is a benefit of analogous project estimates?

A. It helps to raise questions about expectations
B. The estimates will more accurately reflect actuals
C. It helps the project resources understand their obligations
D. It helps senior management feel better about the estimates
100. Which of the following is an advantage of parametric estimating?

A. It accounts for estimating uncertainty
B. It provides for improved communication
C. It provides a quantifiable deterministic estimate
D. It provides estimates at the lowest possible level
101. You are the project manager for a very large and important project within
your organization. Your project has been progressing very well until the last
couple of weeks when you began to experience a large number of scope
changes. Your current CPI is 1.02 and your SPI is .98. As the project
manager, what should you do?
A. Maintain the baseline and make approved changes
B. Maintain the baseline and resist all changes
C. Make only the changes approved by the project sponsor
D. Initiate a discussion with management about the level of changes
102. Jane is a project manager and has been asked to reanalyze her project to
predict project duration. Within her company, she is required to analyze the
sequence of activities with the least amount of scheduling flexibility. What
technique does Jane's company use?
A. Precedence diagramming
B. Flowcharting
C. Critical path method
D. Critical Chain method
103. Bob is a project manager for a hard drive manufacturer. His typical projects
require that the design be completed before any of the manufacturing steps
begin. This is an example of a(n)
A. Requirements dependency
B. Optional dependency
C. External dependency
D. Mandatory dependency
104. Which of the following are generally illustrated better with bar charts rather
than network diagrams?
A. Logical dependencies
B. Resource constraints
C. Status or progress
D. Critical paths
105. Which of the following is best defined as a heuristic?

A. Rule of thumb
B. A logistic algorithm
C. A planning tool
D. A control tool
Answer Key – Part 1:
1. A
PDM stands for Precedence Diagramming Method. In this method there are four
(4) potential methods to relate tasks to one and other: Finish to Start (FS) (the
most common), Start to Start (SS), Finish to Finish (FF) and Start to Finish (SF)
(seldom used). Before you can used the Critical Path Method (CPM) you must
be able to create the correct network diagram for a list of tasks, activities,
deliverables or work packages.
2. B
3. C
4. D
5. A
6. B
7. C
8. D
9. A
10. B
11. C
12. A
1. A
The standard deviation in this case is the PERT standard deviation. The formula
for the PERT standard deviation is Pessimistic - optimistic / 6. For this question
that equals 10 - 6 = 4 and then 4/6 = .67
2. C
3. B
4. D
that equals 15 - 6 = 9 and then 9/6 = 1.5
5. C
6. A
7. C
8. D
9. A
10. B
11. C
This is a PERT problem. To calculate the answer you must first determine the
PERT weighted average and the PERT standard deviation. You must then both
add and subtract the standard deviation from the weighted average to come up
with the range used for 99% confidence (3 Sigma).
1. A
The critical path is the longest path of dependent tasks with no slack or float. It
requires you to first do a forward pass and then a backward pass. Any task
where the late start – early start or late finish – early finish equal zero is on the
critical path.
2. B
Calculating the duration of the critical path is done by first building the
Precedence Diagram. Once that is done enter the task durations and complete
the forward and backward pass. By evaluating the differences between the late
and early start or the late and early finish. The longest chain of dependent tasks
with zero slack or float is the critical path.
3. A
Task A has slack or float of 3. By definition, any task or deliverable with float
greater than zero is not on the critical path.
4. B
Task E has slack or float of 10. By definition, any task or deliverable with float
5. D
Calculating the critical path is done by first building the Precedence Diagram.
Once that is done enter the task durations and complete the forward and
backward pass. By evaluating the differences between the late and early start or
the late and early finish. The longest chain of dependent tasks with zero slack or
float is the critical path.
6. C
with zero slack or float is the critical path. Summing this time provides the project
duration.
7. B
Task 2 has slack or float of 1. By definition, any task or deliverable with float
8. C
9. A
10. D
Determining the critical path is done by first building the Precedence Diagram.
11. B
12. C
Task C has slack or float of 1. By definition, any task or deliverable with float
13. A
Task F has slack or float of 1. By definition, any task or deliverable with float
14. B
Task H has slack or float of 1. By definition, any task or deliverable with float
15. D
16. A
17. C
18. B
19. A
20. C
21. D
22. A
23. C
Task C has slack or float of 2. By definition, any task or deliverable with float
24. B
25. B
26. C
27. A
28. B
29. D
30. C
31. A
32. D
Task B has slack or float of 3. By definition, any task or deliverable with float
33. C
Task D has slack or float of 5. By definition, any task or deliverable with float
34. A
35. B
Task H has slack or float of 3. By definition, any task or deliverable with float
36. A
Task I has slack or float of 2. By definition, any task or deliverable with float
37. B
Task K has slack or float of 6. By definition, any task or deliverable with float
38. C
39. C
40. A
41. B
42. C
43. D
44. C
45. A
46. B
47. C
Task J has slack or float of 3. By definition, any task or deliverable with float
48. D
49. A
50. B
Task G has slack or float of 2. By definition, any task or deliverable with float
51. C
Task L is a special case because of its finish to finish relationship with K. K in this
case is the driving task and therefore on the critical path.
1. B
The critical chain is the longest chain of dependent tasks with zero slack or float
taking into consideration resource constraints. The difference between the critical
path and the critical chain is the resource considerations. When using the critical
chain methodology it is important that you use true most likely case estimates
without safety.
2. A
The critical chain method requires the creation of a PDM diagram and then,
scheduling from the late finish date for each activity asks the project manager to
add in resource, feeder and project buffers.
3. C
Critical chain management focuses on managing the three different types of
project buffers: Project, feeder, and resource.
4. D
While in most cases the critical chain will be longer, there is no set rule
guaranteeing it. However, it is true that the critical chain does take into account
resource limitations while the critical path does not.
5. C
Because CCPM focuses on the longest chain of dependent tasks taking into
account resource constraints, it specifically excludes multi-tasking.
6. A
The core argument of critical chain management is that most projects fail
because they do not consider the limitations of resources. This means one
resource cannot be doing two tasks at the same time. When this happens, the
resource in question becomes the bottleneck and will delay the project.
7. B
The Theory of Constraints has five major steps:
 Identify the system constraint
 Exploit the constraint
 Subordinate everything to the constraint
 Elevate the systems’ constraints
 Repeat the process
8. C
According to the Theory of Constraints, most current management philosophies
focus on either cost or throughput management. However, most are focused on
cost management.
9. A
According to the Theory of Constraints, the only way to achieve good cost
performance is to achieve good cost performance at each local or independent
stage of the process. This localizing factor becomes a major problem for overall
project performance as this can be very different from good overall project cost
performance as sometimes a local step needs to be sacrificed to ensure good
overall performance.
10. B
taking into consideration resource constraints. Tasks 2 and 5 as well as 6 and 8
are done by the same resource and must be leveled to create the critical chain.
11. C
CCPM requires you to calculate the longest chain of dependent tasks with zero
slack or float taking into consideration resource constraints. In this case the
critical chain is 1, 2, 6, 8, 10. These values are summed without adding any
buffer values to get the critical chain length.
12. D
The expected duration of a project using critical chain project management is
calculated using the sum of the critical chain (52) plus a value of 30% of that for
the project buffer (16) for a total of 68.
13. B
Feed buffers are placed anywhere a non critical chain feeding into the critical
chain. Task 4 is not on the critical chain, but it does feed task 8 which is on the
critical chain. A feed buffer is placed between the two to ensure a cushion exists.
14. A
chain. Task 3 & 5 are not on the critical chain, but they do feed task 7 which is on
the critical chain. A feed buffer is placed between the two to ensure a cushion
exists.
15. A
Tasks 2 and 5 are done by the same resource and are sequentially right next to
each other. To ensure that task 5 is not delayed if task 2 is held up a resource
buffer is necessary immediately after task 2.
16. D
Tasks 6 and 8 are done by the same resource and are sequentially right next to
each other. To ensure that task 8 is not delayed if task 6 is held up a resource
buffer is necessary immediately after task 6.
17. C
taking into consideration resource constraints. Tasks F and G, B and D, and I
and L are done by the same resource and must be leveled to create the critical
chain.
18. A
The project's critical chain is determined by first determining the project's network
using PDM. Then resources and durations are assigned to each task. Tasks are
then leveled to account for resource limitations. The longest chain of dependent
tasks taking into consideration resource limitations is then determined. This path
is summed to provide the time of the project's critical chain which does not
include buffers of any kind.
19. C
The project buffer for a project using the Critical Chain Project Management
methodology is calculated by determining the project's critical chain and then
multiplying that value by the buffer rate. In this case, the critical chain is 73. The
30% rate is given to you in the question. Therefore, the correct answer is 22.
20. A
The overall project duration for a project using CCPM is determined by first
determining the project's critical chain length and the length of the project buffer,
which is a percentage of the critical chain length. These two values are then
added together. In this case 73 and 22.
21. D
chain. Task C is not on the critical chain, but it does feed task F which is on the
22. B
chain. Task J is not on the critical chain, but it does feed task M which is on the
23. B
chain. Task L is not on the critical chain, but it does feed task M which is on the
24. C
tasks taking into consideration resource limitations is then determined.
25. C
26. D
27. D
28. A
29. C
30. A
30% rate is given to you in the question. Therefore, the correct answer is 13.5.
31. B
added together. In this case 45 and 13.5.
32. C
33. A
34. B
35. A
36. C
37. D
38. B
chain. Task E is not on the critical chain, but it does feed task H which is on the
1. D
PMBOK® Guide - The last process of Time Management is control schedule.
2. A
PMBOK® Guide - Create WBS is section 5.4 and part of Scope Management.
3. D
PMBOK® Guide - Plan schedule management is the first process of Time
Management
4. B
PERT Variance is calculated by first calculating the PERT Standard Deviation for
the case using the formula of (pessimistic - optimistic) / 6. Once you have the
PERT Standard Deviation you must square that result to obtain the PERT
Variance.
5. A
Variance.
6. D
Variance.
7. B
Variance.
8. A
Variance.
9. A
Variance.
10. B
Each of these methods provides an evaluation of the project in some way.
However, only the Critical Path Method, or CPM, focuses in on the amount slack
or float contained by a task.
11. C
Each of these methods provides an evaluation of the project in some way.
However, only the Critical Path Method, or CPM, focuses in on the amount slack
or float contained by a task.
12. A
PMBOK® Guide - Internal dependencies are not a type defined by Project
Management Institute (PMI)®. This is an example of a mandatory dependency
because the question clearly states that the schematics are required to go the
next step.
13. D
PMBOK® Guide - Internal dependencies are not a type defined by PMI®. This is
an example of an external dependency. Neither the manufacturing nor the
project management processes require the regulatory approval. However,
governmental approval is required in order to sell the completed product.
14. C
A Gantt chart is a type of bar chart laid on its side that also shows a project
calendar. The lengths of the bars reflect the length of time the task, deliverable
or activity take.
15. B
Network diagrams are modeling methods that display the relationships between
task, deliverable and activities. Since the bars in a bar chart are independent of
each other, they cannot provide this information.
16. A
PDM or Precedence Diagramming Method is a method of network diagram
designed to display task dependencies and relationships. One of its most
valuable outputs is the critical path which is the longest chain of dependent tasks
where there is no slack or float.
17. A
PMBOK® Guide - The inputs for the define activities process include:
- Schedule management plan
- Scope baseline
- Enterprise environmental factors
- Organizational process assets
18. D
PMBOK® Guide - The inputs for activity definition include:
- Scope baseline
19. B
PMBOK® Guide - The tools and techniques for the define activities process
include:
- Decomposition
- Rolling wave planning
- Expert judgment
20. B
include:
- Decomposition
- Expert judgment
21. A
include:
- Decomposition
- Expert judgment
22. C
PMBOK® Guide - The outputs from the define activities process include:
- Activity list
- Activity attributes
- Milestone list
23. D
PMBOK® Guide - The outputs from the define activities process include:
- Activity list
- Milestone list
24. A
PMBOK® Guide - The inputs for the sequence activities process include:
- Activity list
- Milestone list
- Project scope statement
25. C
PMBOK® Guide - The inputs for activity sequence include:
- Activity list
- Milestone list
26. A
PMBOK® Guide - The inputs for sequence activities include:
- Activity list
- Milestone list
27. B
PMBOK® Guide - The tools and techniques used in the sequence activities
process include:
- Precedence diagramming method
- Dependency determination
- Leads and lags
28. C
process include:
- Leads and lags
29. A
process include:
- Leads and lags
30. B
process include:
- Leads and lags
31. B
PMBOK® Guide - The outputs from activity sequencing include:
- Project schedule network diagrams
- Project document updates
32. C
PMBOK® Guide - The outputs from activity sequencing include:
33. A
PMBOK® Guide - The inputs to estimate activity resource include:
- Activity list
- Resource calendars
- Risk register
- Activity cost estimates
34. D
PMBOK® Guide - The inputs to estimate activity resource include:
- Activity list
- Risk register
- Activity cost estimates
35. A
PMBOK® Guide - The tools and techniques used to estimate activity resource
include:
- Expert judgment
- Alternatives analysis
- Published estimating data
- Bottom-up estimating
- Project management software
36. C
include:
- Expert judgment
37. B
include:
- Expert judgment
38. D
PMBOK® Guide - The outputs from the estimate activity resource process
include:
- Activity resource requirements
- Resource Breakdown Structure or RBS
39. B
PMBOK® Guide - The outputs from the estimate activity resource process
include:
- Resource Breakdown Structure or RBS
40. A
PMBOK® Guide - The inputs to the estimate activity durations process include:
- Activity lists
- Risk register
- Resource breakdown structure
41. A
PMBOK® Guide - The inputs to the estimate activity durations process include:
- Activity lists
- Risk register
- Resource breakdown structure
42. A
PMBOK® Guide - The tools and techniques used in estimate activity durations
include:
- Expert judgment
- Analogous estimating
- Parametric estimating
- Three-point estimates
- Group decision-making techniques
- Reserve analysis
43. B
PMBOK® Guide - The tools and techniques used in estimate activity durations
include:
- Expert judgment
- Analogous estimating
- Parametric estimating
- Three-point estimates
- Group decision-making techniques
- Reserve analysis
44. D
PMBOK® Guide - The outputs from estimate activity durations process include:
- Activity duration estimates
45. A
PMBOK® Guide - The inputs to the develop schedule process include:
- Activity list
46. C
PMBOK® Guide - The tools and techniques used in develop schedule process
include:
- Schedule network analysis
- Critical path method
- Critical chain method
- Resource optimization techniques
- Leads and lags
- Schedule compression
- Scheduling tool
47. B
include:
- Leads and lags
- Scheduling tool
48. C
include:
- Leads and lags
- Scheduling tool
49. D
PMBOK® Guide - The outputs from the develop schedule process include:
- Schedule baseline
- Project schedule
- Schedule data
- Project calendars
- Project management plan updates
- Project documents updates
50. C
- Schedule baseline
- Project schedule
- Schedule data
- Project calendars
51. B
- Schedule baseline
- Project schedule
- Schedule data
- Project calendars
52. D
PMBOK® Guide - The inputs of schedule control include:
- Project management plan
- Project schedule
- Work performance data
- Project calendars
- Schedule data
53. A
PMBOK® Guide - The inputs of schedule control include:
- Project management plan
- Project schedule
- Work performance data
- Project calendars
- Schedule data
54. B
PMBOK® Guide - The tools and techniques used in the control schedule process
include:
- Performance reviews
- Modeling techniques
- Leads and lags
- Scheduling tool
55. C
PMBOK® Guide - The tools and techniques used in the control schedule process
include:
- Performance reviews
- Modeling techniques
- Leads and lags
- Scheduling tool
56. D
PMBOK® Guide - The outputs of the control schedule process include:
- Work performance information
- Schedule forecasts
- Change requests
- Organizational process assets updates
57. B
PMBOK® Guide - The outputs of the control schedule process include:
- Work performance information
- Schedule forecasts
- Change requests
- Organizational process assets updates
58. A
A heuristic - is a method of problem solving that relies on inductive reasoning
from past (expert) judgment when there is no relevant mathematical algorithm.
59. C
Lag time represents the amount of time a task or activity can be delayed without
impacting the early start of the next task or activity. Often lag is added to a chain
to produce a gap between tasks or activities.
60. B
Lead time represents the amount of time one activity can begin prior to the
completion of its preceding dependent task. Lead time is used to compress a
schedule and can run the risk of rework.
61. A
The network diagram is specifically designed to allow you to determine all the
potential project paths and the longest time the project can take. A work
breakdown structure is used to show the project deliverables. Changing the end
date of a project does not necessarily change a network diagram and the critical
path never contains dummy tasks.
62. C
PMBOK® Guide - A milestone is a marker representing the completion of a task,
activity or deliverable. It never has duration of any length.
63. A
Standard deviation allows you to determine the amount of dispersion from the
mean your estimates have. The more dispersed the estimates the more variance
exists between the estimates and therefore the greater the risk is.
64. B
Several of these answers are close, but the correct answer is to gain an
indication of the risk in the project. Monte Carlo simulations will not tell you about
specific risk, but the probabilistic nature of risk. A Monte Carlo simulation allows
the user to determine the probability that a result will occur within a given range.
The wider the range the greater the uncertainty or risk.
65. D
Slack or float represents the amount of time a specified activity may be delayed
without impacting the project's critical path. Only items not on the critical path
have slack or float. It is the difference between the early finish and late finish or
the early and late start.
66. A
the early and late start. In this case the best answer is to first determine if the
task is on the critical path and its slack or float.
67. B
the early and late start. In this case the best answer is to first determine if the
tasks are on the critical path and its slack or float.
68. D
Multiple critical paths are not unusual in the real world. This simply means that if
any of the activities on any of the critical paths are delayed the entire project will
be delayed. This sometimes causes an increase in project resources or cost and
might cause the project to take longer. However, it is a guarantee that the
project has an increase in risk as the project now has more chance for an activity
delay to impact the delivery of the project.
69. B
Multiple critical paths are not unusual in the real world. This simply means that if
any of the activities on any of the critical paths are delayed the entire project will
be delayed. Therefore, the existence of multiple critical paths does not represent
an error in your process. The development of the PDM diagram is part of activity
sequencing. The next step in the process is developing the project schedule.
70. A
This is a triple constraints question. If the project schedule is the most flexible
this means the project could continue several months past the original forecast.
This is especially true as the project has an inflexible scope. Because the project
cost is fixed on a monthly basis, but not on a total basis, the best thing to do is
level the resources to ensure the monthly project costs do not exceed the
allowable amount.
71. C
The best tool for reporting to management is a milestone report. This provides
the correct level of information for management.
72. B
The best thing to do in this case is crash the project. This usually entails adding
resources to the project to get project work done more quickly. This will cause a
likely increase in project costs. Fast tracking is doing tasks in parallel which
decreases the schedule, but often causes rework which in this case is
unacceptable.
73. D
The best thing to do in this case is fast track the project. This is because you do
not have the ability to increase the cost by adding resources (crashing).
Reassessing the critical path and developing a new schedule are not preferred
alternatives.
74. A
The first alternative whenever your due date is reduced is to evaluate the
alternatives to crash or fast track the project.
75. B
Whenever doing any type of evaluation of a project it is always critical that you
analyze the risks associated.
76. D
PMBOK® Guide - Develop schedule is the process whereby the basic schedule is
applied to a calendar.
77. A
The best alternative is always to determine alternatives before you do anything
else.
78. C
Project estimates should always be developed by the project team and not just
the project manager. Additionally, the project duration is never generated by
simply summing the activity estimates as many activities are completed
concurrently. Simply summing these values will cause an inflation of the
estimate.
79. B
Only the precedence diagramming method or PDM allows for relationships other
than finish to start. In this case a start to start relationship is indicated by the fact
that the tasks can begin at the same time. Therefore PDM is the correct answer.
80. C
Only the precedence diagramming method or PDM allows for relationships other
than finish to start. In this case a finish to finish relationship is indicated by the
fact that the tasks can begin at the same time. Therefore PDM is the correct
answer.
81. A
GERT or graphical evaluation and review technique allows for looping,
alternative flows and probabilistic networks and is the only diagramming
technique that does so.
82. C
GERT or graphical evaluation and review technique allows for looping,
alternative flows and probabilistic networks and is the only diagramming
technique that does so.
83. B
To complete the project schedule you also need to include your safety or
contingency reserves. All the other alternatives are used in schedule control as
inputs or are not applicable.
84. C
To understand how a project is managing schedule change you first look at the
schedule management plan. This is a consistency for PMI®. You always
examine the topic area's management plan first.
85. B
A weighted average is created when PERT or program evaluation and review
technique is used.
86. A
Once you have completed the network diagram you need to create a schedule
and get it approved by your team.
87. B
The only two answers that are close include: compress the schedule and finalize
the schedule. Compressing the schedule is done before the schedule is
finalized.
88. C
This is one of the most common questions types in everyone's test bank. This
question is provides a misdirection and that is the trick. The question tells you
that the resource has done many similar projects in the past. This would seem to
indicate analogous estimating, but it also says you will be using the hours from
those past projects. The use of the hours allows you to establish a model for
estimating cost. The correct answer is parametric estimating.
89. D
The information concerning earned value has nothing to do with this question.
The only thing you can tell for sure is that there is three weeks of slack or float
because the early and late start times are not the same. This means the task
must not be on the critical path.
90. A
The only thing you can tell for sure is that there is three weeks of slack or float
because the early and late start times are not the same. This means the task
must not be on the critical path. In addition, this question tests whether or not
you know that ES stands for early start, LS stands for late start, EF stands for
early finish and LS stands for late finish.
91. B
Two pieces of knowledge are important to this question. First, you must
understand the different types of dependencies (Mandatory, Discretionary and
External). Secondly, you must know that whenever a schedule needs to be
shortened you can either crash the schedule or fast track it. Because you cannot
add resources fast tracking becomes the correct answer.
92. D
Making more activities concurrent is another way of saying fast track the project.
It is one of only two ways to reduce a project schedule without reducing project
scope. The other is crashing which is adding resources to the project. Crashing
is not an option in this case. Reducing the scope is not an option until you have
first tried other alternatives.
93. B
Hopefully, this was an easy one. The project manager is always the first line.
Although they can get help from their project team, they are ultimately
responsible.
94. C
Whenever it is a question about the type of reporting for senior management the
answer is always milestone reports. You may provide a lot of other information,
but the milestone report always comes first.
95. A
Fast tracking is the technique where you change the scheduling of dependent
tasks so they are done in parallel.
96. C
The process of changing work assignments or resourcing so that the amount of
work done in each month or specified time period is called resource leveling.
97. B
Crashing is the schedule compression technique that reduces the amount of time
specific activities take by adding resources to those tasks. It runs the risk of
increasing project costs.
98. D
A three point estimate forces normal distribution when used with the PERT
analysis technique. This is a probabilistic technique. When using a PERT
standard deviation you get a probability that the real duration comes within a
range.
99. A
Analogous estimating is an inexact estimating technique because it is a top down
technique.
100. C
Parametric estimating provides project estimates based upon some form of
mathematical model. It is quantitative and deterministic.
101. A
Changes are a fact of life for a project manager. The key is that you use your
change control process, only implement those changes approved by
management, and always maintain the project baseline. If you do not maintain
the baseline you have nothing with which to compare.
102. C
CPM or the Critical Path Method requires the sequencing of activities with the
least amount of scheduling flexibility. Calculating the critical path is done by first
building the Precedence Diagram. Once that is done enter the task durations and
complete the forward and backward pass. By evaluating the differences between
the late and early start or the late and early finish. The longest chain of
dependent tasks with zero slack or float is the critical path.
103. D
This question has one key word, "require". That word should immediately clue
you in that the question is asking about mandatory dependencies.
104. C
Status or progress is best displayed with bar charts all others on the list are best
displayed with network diagrams.
105. A
A heuristic is simply a rule of thumb.

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All the processes required to ensure timely

The major output of these processes is the

6. Project Time Management

v. 7.0 - © Copyright and all rights reserved –

6.1 Plan Schedule Management

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6.1 Plan Schedule Management

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6.2 Define Activities

These schedule activities

provide a basis for estimating, 6.2

scheduling, executing, and

monitoring and controlling

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Rolling Wave Planning

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6.2 Define Activities

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6.3 Sequence Activities

6. Project Time Management

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v. 7.0 - © Copyright and all rights reserved –

v. 7.0 - © Copyright and all rights reserved –

v. 7.0 - © Copyright and all rights reserved –

v. 7.0 - © Copyright and all rights reserved –

6.3 Sequence Activities

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6.4 Estimate Activity Resources

v. 7.0 - © Copyright and all rights reserved –

6.5 Estimate Activity Durations

Ranges, e.g. 280 days 10% 6. Project Time Management

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6.5 Estimating Activity Duration

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Project Evaluation & Review

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Project Evaluation & Review

6.6 Develop Schedule

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v. 7.0 - © Copyright and all rights reserved –

The Critical Path Method

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v. 8.0 - © Copyright and all rights reserved –

Critical Chain Method

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6.6 Develop Schedule

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6.7 Control Schedule

Monitoring and Controlling Process Group

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6.7 Control Schedule

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Project Time Management –

2. If a resource gives you a pessimistic estimate of 9 days and an optimistic

3. If a resource gives you a pessimistic estimate of 5 days and an optimistic

4. If a resource gives you a pessimistic estimate of 15 days and an optimistic

5. If a resource gives you a pessimistic estimate of 17 days and an optimistic

6. If a resource gives you a pessimistic estimate of 25 days and an optimistic

8. If a resource gives you a pessimistic estimate of 21 days and an optimistic

9. If a resource gives you a pessimistic estimate of 54 days and an optimistic

10. If a resource gives you a pessimistic estimate of 31 days and an optimistic