Free Practice Questions for PMI PMI-SP Exam

Crashing adds effort to the project activities. Activities that are of fixed duration, for example software testing, would not finish faster with added resources. Crashing is a schedule compression technique to obtain the greatest amount of compression for the least incremental cost. Crashing works for activities where additional resources will shorten the duration. Approving overtime, bringing in additional resources, paying to expedite delivery to activities on the critical path are examples of crashing.

Answer option D is incorrect. Activities on the critical path can be crashed.

Answer option C is incorrect. Activities with risks can be crashed.

Answer option A is incorrect. Additional quality control metrics are not necessary just because Holly elects to crash her project.

The project schedule network diagram is an output of the sequence activity process, not an input. This process uses five inputs: the activity list, the activity attributes, milestone list, the project scope statement, and the organizational process assets. The project schedule network diagram is an output of the sequence activity process. It represents a schematic display of the project's schedule activities and the logical relationship among them. This diagram can be produced manually or by using the project management software. It consists of complete project details, or one or more summary activities.

Answer options D, B and A are incorrect. These are inputs to the process.

This is an example of corrective action. The project team will fix the mistake and they have learned from their mistake so it won't happen again.

Answer option C is incorrect. Risk mitigation is defined as monies spent or actions taken to reduce the probability and impact of an identified risk event.

Answer option A is incorrect. A risk response is an action to counteract an identified risk.

Answer option B is incorrect. There may be some team development happening in this instance but we don't have enough information to know for certain. Team development is an activity that brings the whole team cohesion, interdependency, and trust.

The activity nodes of path ACFGJ equals 26 days and is the longest path to completion - it is the critical path.

ACFGJ= A(4)+C(8)+F(4)+G(6)+J(4)=26

What is a critical path?

A critical path is the sequence of project activities, which add up to the longest overall duration. This determines the shortest time possible to complete the project. Any delay of an activity on the critical path directly impacts the planned project completion date (i.e. there is no float on the critical path). A project can have several, parallel, near critical paths. An additional parallel path through the network with the total durations shorter than the critical path is called a sub-critical or non-critical path. These results allow managers to prioritize activities for the effective management of project completion, and to shorten the planned critical path of a project by pruning critical path activities, by "fast tracking" (i.e., performing more activities in parallel), and/or by "crashing the critical path" (i.e., shortening the durations of critical path activities by adding resources).

Answer option A is incorrect. ABEHJ takes only 22 days to complete; it is not the critical path. ABEHJ=A(4)+B(5)+E(2)+H(7)+J(4)=22

Answer option C is incorrect. ADGJ takes only 15 days to complete; it is not the critical path. ADGJ=A(4)+D(1)+G(6)+J(4)=15

Answer option B is incorrect. ACFIJ takes only 23 days to complete; it is not the critical path. ACFIJ=A(4)+C(8)+F(4)+I(3)+J(4)=23

Crashing adds project resources and usually increases costs - though it may also increase some project risks. Crashing is a schedule compression technique to obtain the greatest amount of compression for the least incremental cost. Crashing works for activities where additional resources will shorten the duration. Approving overtime, bringing in additional resources, paying to expedite delivery to activities on the critical path are examples of crashing.

Answer option D is incorrect. Crashing does not always increase project risks.

Answer option C is incorrect. Crashing does not restrict resource utilization - that is resource leveling.

Answer option B is incorrect. This is not a valid definition or description to crashing the project.

When project team workers complete repetitive tasks, efficiency through learning will diminish the overall duration of the project tasks. A parametric estimate is an estimate that uses a parameter to predict the costs of the project, such as cost per network drop or cost per software license. Parametric estimating technique utilizes the statistical relationship that exists between a series of historical data and a particular delineated list of other variables.

Answer options B, D, and C are incorrect. These are not the valid statements.

This is an example of rolling wave planning. Rolling wave planning focuses on the most imminent work in detail and creates estimates for the whole project and later work in broad estimates. Rolling wave planning is a form of progressive elaboration. Rolling wave planning is a technique for performing progressive elaboration planning where the work to be accomplished in the near future is planned in detail at a low level of the work breakdown structure. The work to be performed within another one or two reporting periods in the near future is planned in detail as work is being completed during the current period.

Answer option D is incorrect. Decomposition describes the breakdown of the project scope into work packages, and then the work packages are broken down into project activities.

Answer option C is incorrect. Phase gates describe the review process associated with the end of project phases.

Answer option A is incorrect. Milestone planning defines the project milestones, not the activities required to reach the milestones.

The schedule variance can be found by subtracting the planned value from the earned value. In this instance, it is

EV = (0.45 * 5,400,000)

= 2,430,000

PV = (0.50 * 5,400,000)

= 2,700,000

SV = EV - PV

= 2,430,000 - 2,700,000

= - $270,000

Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target.

Although this appears to be a simple change the project manager must still follow the rules of the project's change control system. Perform Integrated Change Control is the process of reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets in a project. Perform Integrated Change Control has to do with influencing the things that cause change, determining that the change is required or has happened, and managing the change.

Answer option D is incorrect. Communications management is the execution of the communications management plan.

Answer option A is incorrect. The project change control process not valid as it's the parent of the integrated change control process, which is more accurate for this question.

Answer option C is incorrect. Configuration management is the documentation and control of the product's features and functions.

According to the question, the schedule variance (SV) of the project is zero. A value of 0 indicates that the project is right on target. Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target.

Answer option C is incorrect. The negative SV means that project is behind the schedule.

Answer option D is incorrect. This result can be drawn by looking at the cost variance (CV) of the project.

Answer option B is incorrect. The positive SV depicts that the project is ahead of the planned schedule.