Himanshu Agarwal

Not Just Another Project Manager

Project Schedule Management

  1. What is the Schedule Performance Index (SPI) calculated using Earned Value Management?
    • EV / AC (Earned Value divided by Actual Cost)
    • EV / PV (Earned Value divided by Planned Value)
    • PV / AC (Planned Value divided by Actual Cost)
    • AC / EV (Actual Cost divided by Earned Value)
  2. Which of the following is a tool used to graphically display the logical relationships and the sequence in which project activities must be completed?
    • Work Breakdown Structure (WBS)
    • Responsibility Assignment Matrix (RAM)
    • Project Schedule Network Diagram
    • Resource Breakdown Structure (RBS)
  3. A project manager is asked to shorten the project schedule by four weeks. The critical path has three activities with durations of 8, 10, and 6 weeks respectively. Which schedule compression technique would be MOST appropriate to consider FIRST?
    • Reducing the project scope.
    • Fast tracking the activities.
    • Crashing the activities on the critical path.
    • Negotiating a later delivery date.
  4. Which of the following is a key input to the Sequence Activities process?
    • Activity Attributes
    • Project Budget
    • Risk Register
    • Stakeholder Management Plan
  5. What is the purpose of a Resource Calendar?
    • To define the roles and responsibilities of project team members.
    • To document the availability of project resources over time.
    • To outline the communication requirements for project stakeholders.
    • To track the actual utilization of project resources.
  6. Which of the following estimating techniques involves creating detailed estimates for each work package and then aggregating them for higher levels?
    • Analogous Estimating
    • Parametric Estimating
    • Bottom-Up Estimating
    • Three-Point Estimating
  7. What does a lead time in a schedule network diagram represent?
    • The duration of the predecessor activity.
    • The duration of the successor activity.
    • The amount of time a successor activity can be started before its predecessor activity is completed.
    • The amount of time a successor activity must be delayed after its predecessor activity is completed.
  8. During the Develop Schedule process, which of the following constraints might influence the project schedule?
    • Scope creep
    • Resource availability
    • Stakeholder expectations
    • Quality standards
  9. Which of the following is a primary goal of the Control Schedule process?
    • To define the project activities.
    • To establish the sequence of activities.
    • To monitor the status of the project schedule and manage changes to the schedule baseline.
    • To estimate the resources required for project activities.
  10. Which of the following is NOT typically included in the Activity Attributes?
    • Activity ID
    • Activity Name
    • Resource Requirements
    • Budget Estimates
  11. What is the primary purpose of Resource Leveling?
    • To shorten the project schedule.
    • To allocate the most skilled resources to critical activities.
    • To adjust start and finish dates based on resource constraints.
    • To reduce the overall cost of the project.
  12. A project has a planned duration of 12 months. After 6 months, the Schedule Performance Index (SPI) is 0.8. What does this indicate about the project schedule?
    • The project is ahead of schedule.
    • The project is behind schedule.
    • The project is on schedule.
    • It is not possible to determine the schedule status with the given information.
  13. Which of the following BEST describes an External Dependency?
    • A dependency between project activities that are performed by the project team.
    • A dependency involving activities outside of the project but necessary for project completion.
    • A dependency based on the project team’s preferred sequence of activities.
    • A dependency that is legally or contractually required.
  14. What is the significance of the Critical Chain Method in project scheduling?
    • It focuses on managing the critical path and resource constraints.
    • It prioritizes activities based on their cost.
    • It emphasizes stakeholder involvement in schedule development.
    • It uses probabilistic methods to estimate activity durations.
  15. Which of the following is a key output of the Control Schedule process?
    • Project Schedule
    • Activity List
    • Schedule Forecasts
    • Resource Calendars
  16. Which estimating technique is often used when there is limited information about the project?
    • Bottom-Up Estimating
    • Parametric Estimating
    • Analogous Estimating
    • Three-Point Estimating
  17. What is a hammock activity in project scheduling?
    • A summary activity that spans between two milestones or activities.
    • An activity with zero duration.
    • An activity that can be performed in parallel with other activities.
    • An activity that is not on the critical path.
  18. During schedule development, which of the following should be considered when determining activity dependencies?
    • Resource availability
    • Project budget
    • Scope statement
    • Risk management plan
  19. Which of the following is the MOST appropriate action when a significant schedule delay is unavoidable?
    • Ignore the delay and hope the subsequent activities can catch up.
    • Immediately reduce the project scope to meet the original deadline.
    • Communicate the potential impact of the delay to the stakeholders and explore options.
    • Reassign resources from non-critical activities to the delayed activity.
  20. Which of the following is a key element of the Schedule Baseline?
    • Activity list and duration estimates.
    • Approved start and finish dates for schedule activities.
    • Resource allocation and cost estimates.
    • Risk register and mitigation plans.
  21. What is the purpose of a Monte Carlo simulation in project schedule management?
    • To identify the critical path with certainty.
    • To determine the exact finish date of the project.
    • To analyze the probability of meeting different schedule targets.
    • To optimize resource allocation across project activities.
  22. Which of the following is a tool or technique used in the Sequence Activities process?
    • Precedence Diagramming Method (PDM)
    • Critical Path Method (CPM)
    • Earned Value Management (EVM)
    • Resource Leveling
  23. What is the difference between a lag and a lead in schedule network diagrams?
    • Lag indicates acceleration, while lead indicates a delay.
    • Lag indicates a delay, while lead indicates acceleration.
    • Lag applies only to Finish-to-Start dependencies, while lead applies to Start-to-Start dependencies.
    • Lag reduces activity duration, while lead increases activity duration.
  24. During project monitoring and controlling, if the Schedule Variance (SV) is negative, it indicates that:
    • The project is ahead of schedule.
    • The project is behind schedule.
    • The project is under budget.
    • The project is over budget.
  25. Which of the following is NOT a typical output of the Develop Schedule process?
    • Project Schedule
    • Schedule Baseline
    • Resource Calendars
    • Stakeholder Register
  26. Which estimating technique is generally the MOST accurate but also the most time-consuming?
    • Analogous Estimating
    • Parametric Estimating
    • Bottom-Up Estimating
    • Three-Point Estimating
  27. What is the purpose of a milestone chart?
    • To show the detailed sequence of project activities.
    • To track the resource utilization over the project lifecycle.
    • To present a summary-level view of key project milestones and their planned completion dates.
    • To analyze the cost performance of the project against the budget.
  28. When defining activities, what level of decomposition is generally recommended?
    • Decompose activities until they are the responsibility of a single individual.
    • Decompose activities to the lowest possible level to ensure maximum control.
    • Decompose activities into work packages that can be realistically estimated and managed.
    • Decompose activities based on the phases of the project lifecycle.
  29. Which of the following is a proactive way to deal with potential schedule risks?
    • Ignoring the risks until they materialize.
    • Developing contingency plans and schedule reserves.
    • Immediately crashing the schedule when a risk occurs.
    • Reducing the project scope to avoid potential delays.
  30. Which of the following is a key benefit of having a well-defined Schedule Management Plan?
    • It ensures that all stakeholders have the same understanding of how the schedule will be managed.
    • It guarantees that the project will be completed on time.
    • It eliminates the need for schedule monitoring and control.
    • It simplifies the process of resource allocation.
  31. What is the formula for calculating the Estimate to Complete (ETC) when the current variances are considered atypical and future performance is expected to be based on the original plan?
    • ETC = EAC – AC
    • ETC = BAC – EV
    • ETC = (BAC – EV) / CPI
    • ETC = (BAC – EV) / SPI
  32. Which of the following is a method used to visually represent the project schedule and monitor its progress against the baseline?
    • Pareto Chart
    • Fishbone Diagram
    • Tracking Gantt Chart
    • Scatter Diagram
  33. A project team is consistently missing its activity deadlines. As a project manager, what should be your FIRST step in addressing this issue?
    • Reprimand the team members for poor performance.
    • Immediately revise the project schedule.
    • Analyze the reasons for the delays.
    • Reallocate resources to expedite the remaining activities.
  34. Which of the following is a key consideration when establishing dependencies between project activities?
    • The skills of the assigned resources.
    • The cost of performing the activities.
    • The logical relationships and constraints.
    • The communication preferences of the stakeholders.
  35. What is the purpose of a Time Buffer in the Critical Chain Method?
    • To protect individual tasks from delays.
    • To aggregate buffers at the end of the critical chain and feeding chains.
    • To ensure that resources are always fully utilized.
    • To protect the critical chain from delays in non-critical path activities.
  36. Which of the following is a potential drawback of using Crashing to shorten the schedule?
    • Reduced project quality.
    • Decreased team morale.
    • Increased project cost.
    • All of the above.
  37. What is the primary focus of the Plan Schedule Management process?
    • Defining the activities and their durations.
    • Establishing the policies and procedures for managing the project schedule.
    • Creating the project schedule baseline.
    • Monitoring and controlling the project schedule.
  38. Which of the following is a key input to the Estimate Activity Resources process that is also an output of the Define Activities process?
    • Activity List
    • Resource Calendar
    • Project Charter
    • Enterprise Environmental Factors
  39. What is the impact of a positive float on a project activity?
    • It means the activity is on the critical path.
    • It indicates the activity can be delayed without affecting the project finish date.
    • It suggests the activity is taking longer than planned.
    • It requires immediate corrective action.
  40. Which of the following is a characteristic of Parametric Estimating?
    • It uses expert judgment and historical data from similar projects.
    • It relies on statistical relationships between variables.
    • It involves a detailed breakdown of work packages.
    • It provides a range of possible durations based on optimistic, pessimistic, and most likely estimates.
  41. What is the formula for calculating the To-Complete Performance Index (TCPI) based on the Budget at Completion (BAC)?
    • TCPI = EV / AC
    • TCPI = (BAC – EV) / (BAC – AC)
    • TCPI = (BAC – EV) / (EAC – AC)
    • TCPI = BAC / EAC
  42. Which of the following is a benefit of using a Project Management Information System (PMIS) for schedule management?
    • It eliminates the need for a project manager.
    • It automatically resolves resource conflicts.
    • It facilitates the creation, maintenance, and communication of the project schedule.
    • It guarantees that the project will be delivered within the original timeframe.
  43. A project stakeholder requests a change that will likely impact the project schedule. What should the project manager do FIRST?
    • Immediately implement the change.
    • Reject the change request to avoid schedule delays.
    • Assess the potential impact of the change on the schedule.
    • Update the project schedule to reflect the requested change.
  44. Which of the following is a key element to consider when developing a realistic project schedule?
    • The desired finish date communicated by the sponsor.
    • The availability and capability of the project team.
    • The total budget allocated for the project.
    • The risk management plan and contingency reserves.
  45. In the Critical Chain Method, what are feeding buffers used for?
    • To protect the critical chain from delays in non-critical path activities.
    • To provide extra time for resource leveling.
    • To account for unexpected scope changes.
    • To ensure that project milestones are met on time.
  46. Which of the following is a potential consequence of poorly managing the project schedule?
    • Increased stakeholder satisfaction.
    • Improved team collaboration.
    • Missed deadlines and increased costs.
    • Enhanced project quality.
  47. What is the primary purpose of the Monitor and Control Project Work process in relation to the project schedule?
    • To define the work packages and activities.
    • To create the initial project schedule.
    • To track project progress and manage changes to the performance baselines, including the schedule.
    • To secure the necessary resources for the project activities.
  48. Which of the following is a key input to the Control Schedule process that provides the planned dates for activities?
    • Project Charter
    • Risk Register
    • Schedule Baseline
    • Lessons Learned Register
  49. What is the relationship between the Work Breakdown Structure (WBS) and the project schedule?
    • The WBS defines the work to be done, and the schedule defines when the work will be done.
    • The schedule is created before the WBS to define the project timeline.
    • The WBS is a graphical representation of the project schedule.
    • There is no direct relationship between the WBS and the project schedule.
  50. Which of the following is a key skill for a project manager in effectively managing the project schedule?
    • Financial accounting
    • Contract negotiation
    • Time management and organizational skills
    • Technical expertise in the project domain
Answers
  1. EV / PV (Earned Value divided by Planned Value)
  2. Project Schedule Network Diagram
  3. Crashing the activities on the critical path.
  4. Activity Attributes
  5. To document the availability of project resources over time.
  6. Bottom-Up Estimating
  7. The amount of time a successor activity can be started before its predecessor activity is completed.
  8. Resource availability
  9. To monitor the status of the project schedule and manage changes to the schedule baseline.
  10. Budget Estimates
  11. To adjust start and finish dates based on resource constraints.
  12. The project is behind schedule.
  13. A dependency involving activities outside of the project but necessary for project completion.
  14. It focuses on managing the critical path and resource constraints.
  15. Schedule Forecasts
  16. Analogous Estimating
  17. A summary activity that spans between two milestones or activities.
  18. Scope statement
  19. Communicate the potential impact of the delay to the stakeholders and explore options.
  20. Approved start and finish dates for schedule activities.
  21. To analyze the probability of meeting different schedule targets.
  22. Precedence Diagramming Method (PDM)
  23. Lag indicates a delay, while lead indicates acceleration.
  24. The project is behind schedule.
  25. Stakeholder Register
  26. Bottom-Up Estimating
  27. To present a summary-level view of key project milestones and their planned completion dates.
  28. Decompose activities into work packages that can be realistically estimated and managed.
  29. Developing contingency plans and schedule reserves.
  30. It ensures that all stakeholders have the same understanding of how the schedule will be managed.
  31. ETC = BAC – EV
  32. Tracking Gantt Chart
  33. Analyze the reasons for the delays.
  34. The logical relationships and constraints.
  35. To protect the critical chain from delays in non-critical path activities.
  36. All of the above.
  37. Establishing the policies and procedures for managing the project schedule.
  38. Activity List
  39. It indicates the activity can be delayed without affecting the project finish date.
  40. It relies on statistical relationships between variables.
  41. TCPI = (BAC – EV) / (BAC – AC)
  42. It facilitates the creation, maintenance, and communication of the project schedule.
  43. Assess the potential impact of the change on the schedule.
  44. The availability and capability of the project team.
  45. To protect the critical chain from delays in non-critical path activities.
  46. Missed deadlines and increased costs.
  47. To track project progress and manage changes to the performance baselines, including the schedule.
  48. Schedule Baseline
  49. The WBS defines the work to be done, and the schedule defines when the work will be done.
  50. Time management and organizational skills

Pages: 1 2