Free Practice Questions for PMI PMI-SP Exam

In severe cases, new schedule duration estimates with new forecasted start and finish dates are needed. In these instances, it is an example of using the control schedule process. Control schedule process is a method of monitoring the status of the project to update project progress and deal with the changes to the schedule baseline. It is concerned with:

Determining the current status of the project

Influencing the factors that create schedule changes

Determining that the project schedule has changed

Managing the actual changes as they occur

Control schedule is a component of the Perform Integration Change Control process.

Answer option D is incorrect. The activity resources would only address the addition or replacement of resources needed to complete the project work.

Answer option B is incorrect. This is a tempting choice, but new schedules are a part of the control schedule process.

Answer option A is incorrect. Develop schedule is not the best choice for this question.

Schedule performance index (SPI) is the measure of schedule efficiency on a project. It is used in trend analysis to predict future performance. SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula: SPI = Earned Value (EV) / Planned Value (PV) If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target. You can find the planned value by multiplying where Billy should be in the project, 100 percent, by the project's budget. In this instance the planned value is $655,000 because she is to be 100 percent complete.

Answer option B is incorrect. The SPI simply reports a value not an explanation.

Answer option A is incorrect. 1.23 is the cost performance index for the project.

Answer option D is incorrect. $524,000 is the earned value for the project.

Sequence Activities is one of the twenty processes of the Planning Process group. It is the process of identifying and documenting relationships among the project activities. Inputs Following are the inputs to this activity:

Activity list

Activity attributes

Milestone list

Project scope statement

Organizational process assets

Outputs Following are the outputs of the sequence activities process:

Project schedule network diagrams

Project document updates

The earliest Activity G can start is Day 17. This is because activities A, D, C, and F must all be completed before Activity G can start.

Answer option A is incorrect. Day 13 does not account for Activity F since Activity F is also a predecessor to Activity G.

Answer option C is incorrect. Day 22 is the earliest Activity G can finish.

Answer option B is incorrect. Day 7 is not a valid answer.

The WBS is not an input, directly, to the develop schedule process. Technically, you will need the scope baseline, which does include the WBS. The inputs in developing a schedule process are of nine types, which are as follows:

Activity list

Activity attributes

Project schedule network diagrams

Activity resource requirements

Resource calendars

Activity duration estimates

Project scope statement

Enterprise environmental factors

Organization process assets

The project charter is an input to the identify stakeholder process. It provides information about the internal and external parties concerned and is affected by the project. The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. According to PMBOK Guide, the project charter should address the following information:

Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations Business needs, high-level project description, or product requirements that the project is undertaken to address

Project purpose or justification

Assigned Project Manager and authority level

Summary milestone schedule

Stakeholder influences

Functional organizations and their participation

Organizational, environmental and external assumptions

Organizational, environmental and external constraints

Business case justifying the project, including return on investment

Summary budget

If required, it also authorizes the next project phase, and updates the charter. The project manager should always be assigned prior to the start of planning, and preferably while the project charter is being developed.

Answer option A is incorrect. Expert judgment is a technique based on a set of criteria that has been acquired in a specific knowledge area or product area. It is obtained when the project manager or project team requires specialized knowledge that they do not possess. Expert judgment involves people most familiar with the work of creating estimates. Preferably, the project team member who will be doing the task should complete the estimates. Expert judgment is applied when performing administrative closure activities, and experts should ensure the project or phase closure is performed to the appropriate standards.

Answer option C is incorrect. Stakeholder analysis is the identification of stakeholder needs, wants and expectations. It involves the documentation, prioritization, and quantification of the needs to help define the project scope. Stakeholders' interests may be positively or negatively affected by execution or completion of the project and they may also exert influence over the project and its deliverables.

Answer option D is incorrect. The stakeholder register is a project management document that contains a list of the stakeholders associated with the project. It assesses how they are involved in the project and identifies what role they play in the organization. The information in this document can be very perceptive and is meant for limited exchange only. It also contains relevant information about the stakeholders, such as their requirements, expectations, and influence on the project.

The project staffing management plan will define how resources are brought onto the project team, how they are managed while on the project team, and how they may be released from the project team. The staffing management plan is part of human resources plan. It is a subsidiary plan of the overall project management plan and defines when project team members will be brought onto and released from the project. It describes when and how human resource requirements will be met. Depending upon the needs of the project, it can be formal or informal, highly detailed or broadly framed. The staffing management plan may include the following items: Staff acquisition, resource calendars, staff release plan, training needs, recognition and rewards, compliance, and safety.

Answer option D is incorrect. The communications management plan defines project communication requirements and expectations.

Answer option C is incorrect. This is not a valid project management plan.

Answer option A is incorrect. The project schedule management will define when resources are needed and scheduled. But it will not define how resources are allowed to be released from the project.

This is an example of fast tracking. Fast tracking allows phases to overlap in order to compress the project schedule.

Answer option D is incorrect. Crashing adds labor to the project in order to complete effort-driven activities in less time.

Answer option B is incorrect. The lead time allows individual activities to overlap, not entire phases.

Answer option A is incorrect. Resource leveling heuristics are rules that limit the amount of time a labor resource may contribute to the project in a given time period.

Andy and his project team are creating the stakeholder management strategy. The goal is to identify a method to gain support through communications for the project. The stakeholder management strategy is an approach to raise the support and decrease negative impacts of stakeholders during the complete project life cycle. It consists of the following essential elements: Key stakeholders who can significantly impact the project Level of participation in the project desired for each identified stakeholder Stakeholder groups and their management

Answer option B is incorrect. The stakeholder register contains the stakeholder's identification information, assessment information, and stakeholder classification, but not the management strategy.

Answer option A is incorrect. Stakeholder assessment information is part of the stakeholder register.

Answer option C is incorrect. The communications management plan defines how and when communication will happen.