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2016 Apr PMI-SP Study Guide Questions:
Q46. Anna is the project manager of the NHQ project. Her project has 1,500 stakeholders, some of which are external to her organization. In this project, Anna wants to create a method to classify the stakeholders based on their level of authority and their level of concern regarding the project outcomes. This model will help Anna determine the communication demands and when information should be distributed. What does Anna want to create in this instance?
A. Power/interest grid
B. Salience model
C. Power/influence grid
D. Communications matrix
Q47. Kelly is the project manager of her organization. She is reviewing the project network diagram to confirm that the resource she has identified is available to complete the project assignments without conflicting with other activities in the project node. The availability of resources will help Kelly determine the final finish date for the project. What scheduling technique is Kelly using?
A. Critical Chain method
B. Resource utilization
C. Critical Path method
D. Resource leveling heuristics
Q48. You work as a project manager for BlueWell Inc. Your project is falling behind though the project team reports that the actual durations of their work is what they estimated. You investigate the cause and determine that the project team is not starting their assignments early enough to finish their work on time. While the duration of the assignments may be in synchronization with the duration estimates, the completion time is causing the project schedule to slip from the baseline.
What can you do to rectify this problem?
A. Increase the duration estimates for each activity.
B. Discipline the project team.
C. Add management reserve.
D. Corrective actions.
Q49. You work as a Project Manager for Dreams Unlimited Inc. You are looking for performance efficiencies of a project. The related key values are provided in the table below:
BCWP (or EV)325
BCWS (or PV) 300
ACWP (or AC)410
What is the schedule variance (SV) of the project at the current point of time?
Q50. Jenny is the project manager for her organization. Her project is not doing well on project schedule performance, and management wants her to predict how the project schedule and cost will end. Management has asked Jenny to report and forecast her project's performance based on the Judgmental methods. Which of the following judgmental methods will Jenny use to accomplish the task? Each correct answer represents a complete solution. Choose all that apply.
A. Forecast by analogy
B. Technology forecasting
C. Autoregressive moving average
D. Scenario building
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Q51. You are the project manager of the SWC project. You have created the stakeholder register. In the stakeholder register of your project, you will have all of the following information except for which one?
A. Stakeholder classification
B. Project management team's classification
C. Assessment information
D. Identification information
Q52. You are the project manager of the NHQ Project. Management has told you that resource leveling will be enforced on your project, but they still want you to complete the project by July 2. With the current resources you have and the resource leveling imposed, you would not be able to finish by the constraint.
What document should you update to address this situation?
A. Project activity resource requirements
B. Project schedule management plan
C. Project scope
D. Project charter
Q53. You are the project manager of the OOI Project and you're forty percent complete with this project. The project has a BAC of $2,345,650 and you have spent $950,000 to date. Based on your aggressive scheduling you should be at the 45 percent milestone today, but due to some early delays you're running late. What is the planned value of your project?
Q54. Which of the following is NOT an output of the control schedule process?
A. Organizational process assets
B. Change requests
C. Project termination request
D. Project document updates
Q55. Joe is the project manager of the HJN Project. Joe's project is a renovation of an office building. There must be 30 hours between the painting activity and the carpet activity in the project schedule to eliminate the risk of wet paint getting on the carpet. What is the best approach Joe can do to alleviate this issue?
A. Add lead time to the painting activity.
B. Change the relationship of the carpet activity and the painting activity to finish-to-finish.
C. Create a dummy activity between the painting activity and the carpet activity for the duration of the drying process.
D. Add lag time to the carpet activity.
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Q56. You work as a Project Manager for Dreams Unlimited Inc. You are looking for performance efficiencies of a project. The related key values are provided in the table below:
BCWP (or EV)325
BCWS (or PV) 300
ACWP (or AC)410
What will be the cost performance index (CPI) of the project at the current point of time?
Q57. You are the project manager of the NHG. The following figure represents your project network diagram.
Management has asked that you add some features to the project scope. Through the change control system these changes are approved and they'll affect Activity I. The duration of Activity I, which is on the critical path, will decrease by three days. What affect does this have on the critical path?
A. The critical path will now take 26 days.
B. The critical path will now take 17 days.
C. The critical path will now take 23 days.
D. The critical path will now take 20 days.
Q58. Your project team is executing the project plan and things are going well. Your team has reached its first milestone and is now in the second phase of the project. The project stakeholders have requested that you find a method to reduce the duration of the project. They will reward you and your project team with a 25 percent bonus of the project costs if you can finish the project thirty days earlier than what was already planned. The stakeholders, however, will not approve any additional labor costs as part of the agreement.
Which approach could you use to shorten the duration of the project?
A. Perform resource leveling for the project.
B. Crash the project schedule.
C. Fast track the project.
D. Remove things from the project scope.
Q59. Jim is the project manager for his project. He and his project team are creating their duration estimates for the work packages in the WBS. For each activity, Jim is adding a few hours to the duration estimate in case something goes wrong during the completion of the work activity. Sarah, the project sponsor, does not approve of this and warns Jim of Parkinson's Law. What is Parkinson's Law?
A. People will behave based on what their behavior brings them.
B. As employees do repetitive tasks, duration should decrease.
C. Work expands to fill the amount of time allotted to it.
D. An exponential increase labor does not correlate to an exponential decrease in duration.
Q60. Choose and reorder the essential steps required in developing the baseline schedule. Select an item from the right pane. Click button to move the selected item to the left pane. Click button to move the item back to the right pane. Click and buttons to sort the list, if required.
The essential steps required in developing the baseline schedule are as follows:
1. Define Milestones.
2. Design the Project's Activities.
3. Design the Project's Logic.
4. Determine the Duration for Each Activity.
5. Analyze the Schedule Output.
6. Approve the Schedule.
7. Baseline the Schedule.
8. Maintain the Schedule.
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