Project “” Management

Project Schedule Management

1. In rolling wave planning:

A. Focus is maintained on long-term objectives, allowing near-term objectives to be rolled out as part
of the ongoing wave of activities.
B. The work to be accomplished in the near term is planned in detail, whereas the work in the future
is planned at a higher level.
C. The work far in the future is planned in detail for work packages that are at a low level of the WBS.
D. A wave of detailed activities is planned during strategic planning to ensure that WBS deliverables
and project milestones are achieved.

2. The precedence diagramming method (PDM) is:

A. A technique in which activities are represented by nodes and are graphically linked by one or
more logical relationships to show the sequence in which the activities are to be performed.
B. A method that uses a probabilistic approach to scheduling project activities.
C. A time-phased graphical representation of the arrow diagramming method (ADM), and shows
durations of project activities as well as their dependencies.
D. More accurate than the critical path method for scheduling when there are uncertainties about the
durations of project activities.

3. The duration of the activity is affected by all of the following EXCEPT:

A. The estimated activity resource requirements.

B. The types of resources assigned to the activity.
C. The availability of the resources assigned to the activity.
D. Using the precedence diagramming method (PDM) for scheduling activities instead of using the
critical path method (CPM).

4. A schedule compression technique used to shorten the schedule duration for the least incremental
cost by adding resources is called:

A. Crashing.
B. Program evaluation and review technique (PERT).
C. Precedence diagramming method (PDM).
D. Fast tracking.

5. The “fast tracking” method of schedule compression involves:

A. The use of industrial engineering techniques to improve productivity, thereby finishing the project
earlier than originally planned.
B. Performing in parallel for at least a portion of their duration activities or phases that are normally
done in sequence, which may result in rework and increased risk.
C. Going on a “mandatory overtime schedule” to complete the project on schedule or earlier if
possible.
D. Assigning “dedicated teams” to critical path activities to achieve project schedule objectives.
 Project “” Management

6. An example of a mandatory dependency is:

A. A dependency established based on knowledge of best practices within a particular application

area.
B. A dependency established based on some unusual aspect of the project where a specific sequence
is desired.
C. On a construction project, to erect the superstructure only after the foundation has been built.
D. On a software development project, to start design only after completion and approval of all
project requirements.

7. Inputs to the Define Activities process are:

A. Schedule management plan, work breakdown structure, project schedule, and network diagram.
B. Project schedule, resource estimates, progress reports, and change requests.
C. Scope management plan, project network diagram, constraints, and assumptions.
D. Schedule management plan, scope baseline, enterprise environmental factors, and organizational
process assets.

8. For project scheduling, bar charts show:

A. The level of effort for an activity.

B. Availability of resources assigned to perform project activities.
C. Activity start and end dates, as well as expected durations.
D. Relative priority of activities.

9. The precedence diagramming method (PDM) shows:

A. Various levels of the work breakdown structure.

B. Activities likely to be involved in project integration and resource allocation processes.
C. The logical relationships that exist between activities.
D. The project completion date based on normal resource availability.

10. The critical path is established by calculating the following dates:

A. Start-to-start, start-to-finish, finish-to-finish, finish-to-start.

B. Early start, early finish, late start, late finish.
C. Predecessor-to-successor, predecessor-to-predecessor, successor-to-successor.
D. Primary-to-secondary, primary-to-finish, secondary-to-secondary, finish-to-finish.

11. All of the following are true about resource leveling EXCEPT:

A. It can be used to keep resource usage at a constant level during certain time periods.
B. It can often cause the original critical path to change.
C. It is used to develop a resource-based WBS.
D. It is a resource optimization technique that can be used to adjust the schedule model due to
demand and supply of resources.

12. As one of the tools and techniques of the Sequence Activities process, a lead:

A. directs a delay in the successor activity.

B. could be accomplished by a finish-to-start relationship with a delay time.
C. means that the successor activity cannot start until after the predecessor is completed.
D. is the amount of time whereby a successor activity can be started before the previous activity is
completed.

13. Analogous duration estimating is:

 Project “” Management
A. Frequently used to estimate project duration when there is a limited amount of detailed
information about the project.
B. A bottom-up estimating technique.
C. Based on multiple duration estimating.
D. Generally, more accurate than other duration estimating methods when expert judgment is used.

14. Consider the following three estimates for the duration of an activity:
Optimistic (tO) = 4 weeks
Most likely (tM) = 5 weeks
Pessimistic (tP) = 9 weeks

Using the beta distribution and the three-point estimating approach, the calculated Expected activity
duration (tE) is:

A. 4.0 weeks.
B. 4.5 weeks.
C. 5.5 weeks.
D. 6.5 weeks.

15. Consider the following three estimates for the duration of an activity:
Optimistic (tO) = 6 weeks
Most likely (tM) = 9 weeks
Pessimistic (tP) = 15 weeks

Using the triangular distribution, the calculated Expected activity duration (tE) is:

A. 10.0 weeks.
B. 10.5 weeks.
C. 11.5 weeks.
D. 12.0 weeks.

16. An activity in a project network has the following characteristics: ES = 5, EF = 10, and LF = 14.
Therefore, LS = ____.

A. 9.0 weeks.
B. 10.0 weeks.
C. 11.0 weeks.
D. 12.0 weeks.

17. An activity in a network has the following characteristics: ES = 12, EF = 22, and LS = 14. ES and LS
relate to the beginning of the week, whereas EF relates to the end of the week. The duration of the
activity is:

A. 8.0 weeks.
B. 11.0 weeks.
C. 12.0 weeks.
D. 14.0 weeks.

18. “Crashing” in schedule management is:

A. A schedule compression technique used to shorten the schedule duration for the least incremental
cost by adding resources.
B. A schedule compression technique in which phases or activities that are normally done in
sequence are performed in parallel.
C. The timely input of data to calculate the critical path.
D. Equivalent to minimizing float in the project schedule network.
 Project “” Management
Consider the following schedule network that shows the activities in your project and their associated
durations in days for questions 19–20:

19. The critical path in this network is:

A. A-B-C.
B. A-B-D.
C. A-C-D.
D. A-B-C-D.

20. free float for activity C is:

A. 14.
B. 2
C. 0.
D. –2.

21. After one year of construction, an office building is scheduled for completion on 30 January. The
landscaping work needs to start 15 days prior to the building’s completion. Which of the following
relationships most likely represents the relationship of the start of landscaping work to the completion
of the office building?

A. Finish-to-start with a 15-day lead

B. Start-to-finish with a 15-day lead
C. Finish-to-start with a 15-day lag
D. Start-to-finish with a 15-day lag

22. The accuracy of Activity Duration estimates can be improved by considering the amount of risk in the
original estimate. The three types of estimates on which three-point estimates are based are:

A. Budgetary, ballpark, and Order of Magnitude

B. Best case scenario, expected scenario, and current scenario
C. Most likely, likely, and unlikely
D. Most likely, optimistic, and pessimistic

23. You are managing a project that involves work on a film shoot. The editing activity can happen only
after the film is shot. The best description of the logical relationship between the editing and shooting
of the film is:

A. Finish-to-Finish (FF)
B. Start-to-Start (SS)
C. Start-to-Finish (SF)
D. Finish-to-Start (FS)
 Project “” Management

24. As a project manager, you are in the process of preparing the project schedule for the project. Which
of the following accurately depicts the sequence of your activities before you began to prepare the
project schedule?

A. Sequence Activities, Estimate Activity Durations, Develop Schedule

B. Sequence Activities, Estimate Activity Durations, Define Activities
C. Estimate Activity Durations, Sequence Activities, Develop Schedule
D. Define Activities, Estimate Activity Durations, Sequence Activities