1109QUEST Work packages are used to:
1109A Represent units of work at a level where work is performed.
1109B Clearly distinguish one work package from all others assigned to a single functional group.
1109C Limit the work to be performed to relatively short periods of time.
1109D All of the above.
1109E A and B only
1109D 1108QUEST Project life cycles are very useful for _____ and _____ .
1108A Configuration management, termination
1108B Objective setting, information gathering
1108C Standardization, control
1108D Configuration management, weekly status updates
1108E Approval, termination
1108C 1107QUEST Which of the following are included as part of a scope statement?
1107A Project justification
1107B Project deliverables
1107C Project objectives
1107D All of the above
1107E B and C
1107D 1106QUEST The initial document that formally recognizes the existence of a project is the _____ .
1106A Scope baseline
1106B Management plan
1106C Project charter
1106D Configuration control report
1106E None of the above
1106C 1105QUEST Which of the following is not a scope management process?
1105A Initiation
1105B Scope planning
1105C Scope Definition
1105D Scope change control
1105E Scope verification
1105D 1104QUEST In which of the following scope management processes is the scope management plan prepared?
1104A Initiation
1104B Scope planning
1104C Scope Definition
1104D Scope change control
1104E Scope verification
1104B 1103QUEST The project charter is prepared in which scope management process?
1103A Initiation
1103B Scope planning
1103C Scope Definition
1103D Scope change control
1103E Scope verification
1103A 1102QUEST The work breakdown structure (WBS) is first developed in which scope management process?
1102A Initiation
1102B Scope planning
1102C Scope change control
1102D Scope Definition
1102E Scope verification
1102D 1101QUEST In which of the following scope management processes are subject matter experts used?
1101A Initiation
1101B Scope planning
1101C Scope Definition
1101D Scope change control
1101E Scope verification
1101A 198QUEST A Work Berakdown Structure is most useful for:
198A Identifying individual tasks for a project.
198B Scheduling the start of tasks.
198C Developing a cost estimate.
198D Determining potential delays.
198E A and C.
198E 197QUEST The scope statement provides
197B A baseline to accomplish verification measures.
197C A baseline to evaluate potential scope changes.
197D All of the above
197E B and C only
197D 196QUEST A work breakdown structure:
196A assures all work is identified.
196B subdivides the project into manageable segments.
196C provides the project sponsor with a time-phase task summary.
196D both A and B.
196E All of the above.
196D 195QUEST Budgetary estimates are the output of the _____ phase(s) of the project.
195A conceptual
195B development
195C implementation
195D finish
195E All of the above.
195B 194QUEST Which of the following are included in the Acquisition phase(s) of the project life cycle.
194A concept and development
194B development and planning
194C execution and phase-out
194D planning and implementation
194E concept and planning
194C 193QUEST Project alternatives are examined during the _____ phase of the project
193A conceptual
193B finish
193C development
193D implementation
193E A and C
193E 192QUEST We assign human and non-human resources in the _____ phase of the budget.
192A conceptual
192B planning
192C development
192D implementation
192E close-out
192D 191QUEST Project trade-offs vary between
191A risk, cost and schedule.
191B direct cost, indirect cost, and resource availability
191C quality, schedule and time
191D cost, quality and schedule
191E contract terms, scope and budget
191D
190QUEST
The extent of project management techniques to be used on a project are determined mainly by the _____ and _____ of the project.
190A budget, schedule
190B quality requirements, schedule
190C size, type of industry
190D nature, size
190E project manager, sponsor
190D 189QUEST The time necessary to complete a project is called the _______ of a project.
189A Implementation Time
189B Life Cycle
189C Operation Time
189D Critical Path
189E Completion Phase
189B 188QUEST When a project incorporates an Organizational Breakdown Structure (OBS), it is integrated with the WBS at the
188A task
188B level of effort
188C sub-task
188D project
188E work package
188E 187QUEST Which of the following can be tracked using the WBS?
187A time
187C performance
187D scope
187E None of the above.
187D 186QUEST Which of the following are types of status reports?
186A document, variance, trend and exception
186B cost, trend, schedule and acquisition
186C cost, schedule, technical performance
186D analysis, cost, performance and schedule
186E All of the above.
186C
185QUEST
You have been assigned as a project leader and must first review the statement of work provided by the customer. Which of the following is most often overlooked?
185A Data item deliverables
185B Customer-furnished equipment and facilities
185C Long-lead procurement items
185D Customer-imposed milestones
185E Other subcontractor interface requirements
185A
184QUEST
During the planning phase of a project, you realize that more than one functional department possesses the skill and technical know-how to perform a given task. The best way for the project manager to handle this would be to:
184A Make the decision, document it in the linear responsibility chart, and distribute the chart to all departments.
184B Let the affected line groups decide among themselves who will perform the work
184C Ask the executive sponsor to make the decision
184D Allow each line group to perform part of the task
184E All of the above
184B 183QUEST The most common definition of project success is:
183A Within time
183B Within time and cost
183C Within time, cost and technical performance requirements
183D Within time, cost, performance and accepted by the customer/user
183E None of the above
183D 182QUEST The scope of a project can be expected to change if:
182A The project manager must provide cost estimates without having a design concept
182B Oversimplification (underestimating) of the nature of the work occurs
182C The project manager is assigned after the project is defined, and the cost and schedule are approved
182D A clear objective is not provided
182E All of the above are possible based upon the situation
182E 181QUEST The most common non-behavioral reason for projects being completed behind schedule and over budget is:
181A Selecting the wrong person as the project manager
181B Selecting the wrong person as the sponsor
181C Accepting a high-risk project
181D Ill-defined requirements
181E All of the above
181D 180QUEST The appointment or selection of a project sponsor is often based upon:
180A The strategic importance of the project
180B Who the customer is
180C Whether the organization is project or non-project-driven
180D The profitability of the project
180E All of the above
180E 179QUEST The "rolling wave" or "moving window" concept is used most frequently on projects where:
179A The baseline is frozen for the duration of the project and no scope changes are permitted
179B Marketing is unsure of what the customer actually wants and reserves the right to make major scope changes
179C
The low levels of the work breakdown structure are known with certainty for the next three to six months, but the remaining tasks are based upon the results of the first three to six months of work
179D Networking techniques are not appropriate
179E All of the above
179C 178QUEST Interfacing with the customer after project go-ahead is the responsibility of:
178A Project sponsor
178B Project team
178C Project manager
178D Functional manager
178E All of the above are possible, based upon the size and complexity of the project
178C 177QUEST Using the WBS shown in the Special window, a typical work package would be:
177B Systems design
177C Coding
177D A, B, and C
177E None of the above.
177E 176QUEST Feasibility studies evaluate alternatives in terms of
176A Cost-effectiveness
176B Ease of performance
176C Risk
176D Safety
176E All or part of A through D
176E 175QUEST Project tradeoffs are usually made by comparing _____ and constraints.
175A Time, cost, and quality
175B Time, risk, and quality
175C Risk, quality, and manpower availability
175D Cost, quality, and technical performance
175E Cost, quality, and risk
175D
174QUEST
The degree to which a company accepts and utilizes project management is often dependent upon the _____ and _____ of the project.
174A Competition, dollar value
174B Type of industry, manpower requirements
174C Size, nature
174D Quality requirements, manpower requirement
174E Type of industry, risk
174C 173QUEST Project management provides organizations with a methodology to:
173A Become more efficient and effective in accomplishing goals that cannot be handled well by the traditional structure
173B Manage high risk repetitive work
173C Provide clients with multiple points of contact
173D Provide guidance in accomplishing repetitive activities
173E All of the above
173A 172QUEST Configuration (baseline) control monitors performance against the
172A scope baseline
172B original schedule
172C original budget
172D All of the above.
172E None of the above.
172A 171QUEST A summary WBS is usually developed in the
171A Conceptual phase
171B implementation phase
171C planning phase
171D close-out phase
171E All of the above phases
171A 170QUEST A project may be defined as _____
170A an integrated approach to managing projects
170B a coordinated undertaking of interrelated activities.
170C a group of activities directed by a project manger over a life cycle
170D an undertaking with a defined starting point and defined objectives
170E All of the above.
170D 169QUEST Approval to proceed is normally made at the end of the _____ phase of a typical project.
169A conceptual
169B development
169C implementation
169D execution
169E close-out
169A 168QUEST Lessons learned are most often based upon project historical records. Lessons learned can be used to:
168A See what mistakes others have made
168B See how others have solved problems
168C Predict trends, highlight problems and identify alternatives
168D All of the above
168E A and B only
168D 166QUEST A program can best be described as:
166A A grouping of related activities which last two years or more
166C A grouping of projects, similar in nature, which support a product or product line and have no definable end point
166D A product line
166E Another name for a project
166C 165QUEST Ensuring that all work is both authorized and funded by contractual documentation is the responsibility of:
165A The project manager
165B The functional manager
165C The project sponsor
165D The client
165E All of the above
165A 164QUEST The project charter is a document designed to tell _____ exactly what the project entails.
164A The project manager
164B The project office
164C The project team
164D The project sponsor
164E Anyone associated with the project
164E e 163QUEST Work authorization forms are needed in order to:
163A Authorize line organizations to charge against the project
163B Establish an audit trail
163C Develop a structured methodology for release of funds
163D All of the above
163E A and C only
163D 162QUEST The scope baseline/project charter is prepared by the:
162A Project manager
162B Project manager and project office
162C Project manager, project office and functional team
162D Project manager, project office, functional team and project sponsor
162E Project manager, project sponsor and customer/user
162E 161QUEST Typical characteristics of a work package include:
161A Representation of units of work at a level where work is performed
161B Clearly distinguishes one work package from all others assigned to a single functional group
161C Limits the work to be performed to relatively short periods of time
161D All of the above
161E A and B only
161E 160QUEST Problems can occur in properly defining a project because:
160A Project goals may not be agreeable to all parties
160B The plan was "too loose," thus allowing priorities to change
160C Low turnover of project personnel
160D Too much communication between the client and project personnel
160E The project objectives were quantified
160A a 159QUEST In preparing a good project definition, experienced project managers will:
159A Concentrate mainly on the end product rather than costs or benefits. These come later.
159B Realize that only the "tip of the iceberg" may be showing. As a project manager, you must get beneath it.
159C Understand that a project definition/plan is a dynamic rather than static tool, and thus subject to change.
159D Try to convert objectives into quantifiable terms.
159E All of the above
159E
158QUEST
Project life cycles provide a better means of measurement of progress and control. The four phases of a project are conceptual development, _____, _____, and _____.
158A Preliminary planning, detail planning, closeout
158B Implementation, reporting, termination
158C Development, implementation, termination
158D Execution, reporting, finishing
158E Implementation, termination, post-audit review
158C 157QUEST The contractual statement of work (CSOW)
157A Must be the same as the proposal statement of work
157B Does not identify reporting requirements
157C Can be at a different level of detail (i.e. WBS level) than the proposal statement of work
157D Identifies the contractor's organizational structure for the project
157E All of the above
157C 156QUEST Which of the following can result in misinterpretation of the statement of work?
156A Using imprecise language (i.e. nearly, approximately)
156B Mixing tasks, specifications, special instructions and approvals
156D Wide variation in the size of tasks or details of work
156E All of the above
156E
155QUEST
A project manager believes that modifying the scope of the project may provide added value for the customer. The project
manager should:
155A Change the scope baseline
155B Prepare a variance report
155C Call a meeting of the configuration control board 155D Change the project's objectives
155E
Postpone the modification until a separate enhancement project is funded after this project is completed according to the original baseline
155E 154QUEST The document authorizing functional areas to charge against the project is the:
154A Work authorization form
154B Scope baseline
154C Project charter
154D Management plan
154E Linear responsibility chart
154A 153QUEST Going from Level 2 to Level 4 in the work breakdown structure will result in
153A Less estimating accuracy
153B Better control of the project
153C Lower status reporting costs
153D A greater likelihood that something will fall through the cracks
153E None of the above
153E 152QUEST Graphical displays of accumulated cost and labor hours, plotted as a function of time, are called:
152A Variance reports
152B S curves
152C Trend analysis
152D Earned value reporting
152E Baseline control
152B 151QUEST Selection criteria for project selection include:
151A cost versus benefit
151B risk
151C contribution towards organizational goals
151D rate of return
151E All of the above.
151E 150QUEST The purpose of configuration management is to:
150A insure drawings are updated
150B control change throughout the project
150C control change during the production only
150D generate engineering change proposals
150E inform the project manager of changes
150B 149QUEST A work breakdown structure is most useful for:
149A identifying individual tasks for a project
149B scheduling the start of tasks
149C developing a cost estimate
149D determining potential delays
149E A and C
149E 148QUEST A Gantt chart is useful in determining:
148A the level of effort for a task
148B when a task starts and stops
148C how tasks are related to each other
148D who is assigned to do a task
148E All of the above.
148B 147QUEST A technical requirement has which of the following characteristics:
147A easy to understand
147B a communication tool between the user and the design team
147C written in non-technical language
147D developed in cooperation with the user
147E typically describe physical dimensions and performance requirements
147E 146QUEST The project charter is developed by:
146A senior management
146B the customer
146D both A and C
146E None of the above.
146D 145QUEST A program is characterized as:
145A a grouping or related tasks lasting one year or less.
145B a unique undertaking having a definite time period.
145C a grouping of similar projects having no definite end that supports the product(s) from cradle to grave.
145D a project with a cost over $1 million.
145E None of the above.
145C 144QUEST Creation of project objectives:
144A allows for data collection and analysis and progress reporting against which standards of performance can be measured.
144B is accomplished by selection of measurable variables against which performance can be judged.
144C is required before funding of the project by the project sponsor.
144D all of the above.
144E A and B only
144E 143QUEST A project is defined as:
143A a coordinated undertaking of interrelated activities directed toward a specific goal that has a finite period of performance.
143B a large, complex undertaking with many objectives, multiple sources of funding, and a not discernible end point.
143C an undertaking of interrelated activities directed toward a specific goal that can be accomplished in less than one year.
143D a group of activities headed by a project manager who has cradle-to-grave cycle responsibility for the end product.
143E All of the above.
143A 142QUEST The use of the project reports:
142A are not necessary on small projects
142B provides a means whereby various levels of authority can judge project performance
142C provides insight into project areas and the effectiveness of the control systems
142D All of the above
142E B and C
142E 141QUEST Documented work authorization provide:
141A a means of effective internal coordination of the project's activities.
141B an audit trail of all work authorized from project initiation to completion.
141C a means for communication of work activity between the project manager and the performing activities.
141D All of the above
141E A and B only.
141D 140QUEST The project life-cycle can be described as:
140A project concept, project planning, project execution, and project close-out.
140B project planning, work authorization, and project reporting.
140C project planning, project control, project definition, WBS development, and project termination.
140D project concept, project execution, and project reporting.
140E All of the above.
140A 139QUEST A Work Breakdown Structure:
139A assures all work is identified
139B subdivides the project into manageable segments
139C provides the project sponsor with a time-phase task summary
139D both A and B
139E All of the above.
139D 138QUEST Scope Management:
138A entails managing the project's work content.
138B is a subset of configuration management and as such is performed by CM specialists.
138C is concerned with naming all activities performed, the end products which results and the resources consumed.
138D is not a concern of the project manager.
138E None of the above.
138C 137QUEST Feasibility studies occur in which life cycle phase (s)?
137A Conceptual
137B Conceptual or Development
137C Execution
137D Preliminary planning
137E any life cycle phase
137A 136QUEST Good project objectives must be:
136A General rather than specific
136B Established without considering resource bounds
136C Realistic and attainable
136D Overly complex
136C 135QUEST Researching, organizing and recording pertinent information is called:
135A Alternative analysis
135B Information gathering
135C Configuration management
135D Post project analysis
135E All of the above
135B 134QUEST The Work Breakdown Structure (WBS) is the basis for communicating:
134A Project scope, cost control, schedule, quality
134B Project objectives, dependencies, plan, cost control
134C Project scope, schedule, staffing, cost control
134D Project scope, quality, schedule, dependencies
134E Project budget, schedule, risk factors, work assignments.
134A 133QUEST The sequential steps that define the process for successfully completing a project is:
133A Implementation Plan
133B a life cycle
133C Development Plan
133D a critical path
133E Management Plan
133B 132QUEST What is the purpose of the Project Plan?
132A To document the Preliminary estimates.
132B To document the Definitive estimates.
132C To document the Budgetary estimates.
132D To document Parametric estimates.
132E To document Order of Magnitude estimates.
132C 131QUEST Scope management is:
131A a project control function.
131B employs change control.
131C a work authorization process.
131D considers Cost, Quality and Schedule.
131E All of the above.
131E
130QUEST
Which percent of the total project labor hours are typically expended by the end of the second phase of the project life cycle?
130A5%
130B10%
130C15%
130D25%
130E50%
130D 129QUEST Which of the following factors has historically been the greatest contributor to project failure?
129A Planning performed by a planning group.
129B Poor financial estimates.
129C Lack of sufficient management reserve.
129D Lack of management support.
129E Not using an automated tracking tool.
129D 128QUEST Which of the following planning considerations is often overlooked?
128A Planning for project termination.
128B Qualified project manager assignment.
128C Insuring top management support.
128D Clearly defined tasks.
128E All of the above.
128A 127QUEST The project stakeholders should be actively involved with the _____ phase(s) of the life cycle.
127A Conceptual
127B Development.
127C Execution
127D Finish
127E All of the above.
127E 126QUEST Make or buy decisions are usually made during the _____ phase of a project.
126A Conceptual
126B Development.
126C Implementation
126D Execution
126E Close-out
125QUEST Historical records during close-out are useful to _____ and _____ for future projects.
125A Predict trends, highlight problems.
125B Analyze successes, shortfalls.
125C Analyze strengths, document results.
125D Support litigation, defend claims.
125E Justify results, set standards.
125A 124QUEST A clear definition of the user's needs serves as the direct basis for the:
124A Work breakdown structure.
124B Functional requirements.
124C Project cost estimate.
124D Selection of personnel.
124E Termination decision.
124B
123QUEST
Middle (functional) managers have the greatest influence in the direction of the project in which type of organizational structure?
123A Project.
123B Strong matrix.
123C Weak matrix.
123D Project coordinator.
123E Project expeditor.
123C 122QUEST The project charter:
122A Expresses upper management commitment to the project.
122B Provides that authority by which the project will be run.
122C Establishes that organizational structure with the project.
122D Specifies overall objectives and timeframe of the project.
122E All of the above.
122E 121QUEST The WBS is:
121A An organization oriented family tree of the project.
121B A task oriented family tree of the project.
121C A cost centered structure of the project.
121D Only required on large complex projects where separately identifiable work packages are difficult to construct.
121E None of the above.
121B 120QUEST Including the customer in the process of project planning is:
120A Slow and counterproductive.
120B Essential in the definition and documentation of project goals.
120C Necessary, but of limited value.
120D Unnecessary because project goals are defined in the proposal stage.
120E None of the above.
120B 119QUEST The scope management provides:
119A A basis for future decisions about the project.
119B A baseline to accomplish verification measures.
119C A baseline to evaluate potential scope changes.
119D All of the above.
119E B and C only.
119D d
118QUEST
During project execution, a line manager informs you that he will not have sufficient resources available next month to support your and two other projects. The best way to handle this problem would be to:
118A Ask the line manager to make the decision.
118B Ask the line manager to work with senior management to prioritize the work.
118C Ask your sponsor to meet with the line manager.
118D Ask the line manager to set up a meeting with you and the other project managers to work out the problem yourselves.
118E Prepare a purchase order to outsource the work.
118D 117QUEST Proper implementation of project management will guarantee that:
117A Budgets will be met.
117B Schedules will be adhered to.
117C Quality/performance will be met.
117D The project will be a success.
117E None of the above.
117E 116QUEST The most difficult decision for the executive sponsors to make at the end-of-phase review meeting is:
116A Budget allocations for the next phase.
116B Authorizing scope changes for the next phase.
116C Authorizing budget increases for the next phase based upon scope changes.
116D Canceling the project.
116E All of the above.
115QUEST The financial closeout of a project dictates that:
115A All project funds have been spent.
115B No charge numbers have been overrun.
115C No follow-on work from this client is possible.
115D No further charges can be made against the project.
115E All of the above.
115D 113QUEST A project can best be defined as:
113A Series of non-related activities designed to accomplish single and multiple objectives.
113B Coordinated effort of related activities designed to accomplish a goal without a well-established end point.
113C
Cradle-to-grave activities which must be accomplished in less than one year and consumes human and non-human resources.
113D
Any undertaking with a definable time frame, well-defined objectives, and consumes both human and non-human resources with certain constraints.
113E All of the above.
113D 112QUEST The project scope/charter baseline includes:
112A Summary of background conditions defining the project.
112B Organization, authority and responsibility relationships.
112C Functions to be performed.
112D Resource requirement schedule including time estimates.
112E All of the above.
112E
111QUEST
Scope reporting is the timely determination, _____, and _____ of project progress, status data, and transforming this into structured documentation (reports) necessary to judge project performance (reporting on work packages).
111A Recording, accumulation.
111B Recording, graphical display.
111C Accumulation, graphical display.
111D Graphical display, interpretation.
111E Interpretation, analysis.
111A
110QUEST
The work breakdown structure (WBS) is an excellent tool for objective control and evaluation. Which of the following is generally NOT validated through the WBS?
110A Time, schedule and cost.
110B Management coordination and organization structuring.
110C Work methods and accountability.
110D Quality of work.
110E Risk and impact decision-making.
110D 19QUEST The scope baseline once established and approved, is used:
19A as the basis for making future decisions.
19B to accomplish verification measures.
19C to evaluate potential changes.
19D All of the above.
19E A and C only.
19D
18QUEST
The identification, definition, and selection of the project objectives as well as the best approach to achieving the project objectives are indentified in the _____ phase of the project but first documented in the project _____.
18A Conceptual, charter/baseline.
18B Conceptual, master schedule.
18C Development, charter/baseline.
18D Development, master schedule.
18E Development, masterplan.
18A 17QUEST Project management/project planning is most closely aligned with:
17A Long range/strategic planning (5 years or more).
17B Intermediate range planning (1 to 5 years)
17C Short range/tactical planning (1 year or less).
17D All of the above.
17E B and C.
17E 16QUEST Management decision-making includes:
16A Analysis of alternatives.
16B Revisions/replanning.
16C Resource allocation.
16D Modification or updating of goals and objectives.
16E All of the above.
16E 15QUEST The "control points" in the work breakdown structure used for isolated assignments to work centers are referred to as:
15A Work packages.
15B Subtasks.
15D Code of accounts.
15E Integration points.
15C 14QUEST A task-oriented family tree of activities is a:
14A Detailed plan.
14B Linear responsibility chart.
14C Work breakdown structure.
14D Cost account coding system.
14E Work package description.
14C 13QUEST Management plans include all of the following except:
13A Organization of project.
13B Job descriptions.
13C Policies and procedures.
13D Linear responsibility charts.
13E Scope baseline.
13E 12QUEST A comprehensive definition of scope management would be:
12A
Managing a project in terms of its objective through the concept, development, implementation, and termination phases of a project.
12B Approval of the scope baseline.
12C Approval of the detailed project charter.
12D Configuration control.
12E Approved detailed planning including budgets, resource allocation, linear responsibility charts and management sponsorship.
12A 11QUEST The process of choosing/documenting the best approach to achieve the project objectives is part of:
11A The scope baseline.
11B Scope authorization
11C Scope definition
11D Scope planning.
11E All of the above.
11D 286QUEST A completion of a local government study resides on your critical path. This would most likely be referred to as:
286A Soft logic
286B Hard logic
286C An external dependency
286D A mandatory dependency
286E A lost cause
286C 285QUEST Which of the following can affect network durations?
285A Skills of the resource pool
285B Calendar dates
285C Constraints
285D All of the above
285E A and B only
285E 284QUEST Sources for data on activity durations and resource requirements can be gathered from which of the following:
284A Past project records (historical data)
284B Commercial techniques (standard practices, rules of thumb)
284C Past project team members knowledge (experience, oldtimers)
284D All of the above
284E A and C only
284D
283QUEST
The erection of foundation formwork before the placement of foundation concrete would be an example of a _____ dependency.
283A Discretionary
283B Mandatory
283C External
283D Soft logic
283E Subcontracted
283B 282QUEST"Hard logic" in the preparation of a network refers to:
282A Discretionay dependencies
282B External depenencies
282C Mandatory dependencies
282D All of the above
282E A abd B only
282C 281QUEST The difference between a project and a program is that:
281A A program is made up of multiple projects
281B A program requires at least three times longer to plan than a project
281D A and C
281E B and C
281D 280QUEST As a control tool, the bar chart (Gantt) methods is most beneficial for:
280A rearranging conflicting tasks
280B depicting actual versus planned tasks
280C showing the outer dependencies of tasks
280D A and C.
280E A and D
280B
278QUEST
You are managing an internal project where a vice president from the user group is acting as the sponsor. You have just been informed by your team that the critical path has slipped by three weeks. You should:
278A Immediately inform the sponsor and ask for advice
278B Do nothing until the slippage occurs
278C See the sponsor after you have evaluated alternatives, recommendations, and performed an impact analysis
278D Look for someone to blame before you see the sponsor
278E Inform your senior management of the problem and tell them that you will get back to them after you assessed the situation
278C 275QUEST Line of balance charts are used most frequently in:
275A Engineering
275B Marketing
275C Manufacturing
275D Accounting
275E Contracts and procurement
275C 274QUEST Which of the following is indicative of negative float?
274A The late start date is earlier than the early start date.
274B The critical path supports the imposed end date.
274C The early finish date is equal to the late finish date.
274D When leads are employed in the schedule.
274E The project is sinking.
274A 273QUEST The most frequently used construct in Precedent Diagramming Method is:
273A Start to Start.
273B Finish to Finish.
273C Start to Finish.
273D Finish to Start.
273E Dummy activity.
273D 272QUEST The critical path is calculated by
272A subtracting the end date of task one from the start date of task two.
272B determining which tasks have the least amount of total slack.
272C totaling the time for all activities.
272D determining the shortest path through the network.
272E Determining which tasks have the most slack
272B 271QUEST Using the table in the Special window, Which task is completed?
271A dig hole
271B remove debris
271C survey
271D set forms
271E place concrete
271B 270QUEST Which may be employed to shorten a schedule without changing the scope of the task?
270A Fast tracking.
270B Crashing
270C Releasing resources earlier from tasks which were scheduled with a late start.
270D Alter to task priorities.
270E A or B
270A 269QUEST Resource leveling _____.
269A Allocates resources to activities to find shortest schedule within fixed resource limits.
269B Smoothes out resource requirements by rescheduling activities within their float time.
269C Smooths out resource requirements by substituting activities with unassigned resources.
269D Attempts to reduce resource requirements within a constraint on project duration
269E B or D
269E
268QUEST
A(n) _____ is defined as a specified accomplishment in a particular instant in time which does not consume time or resources.
268A Activity 268B Event.
268D Constant
268E Event constrained within planned effort.
268B 267QUEST Which of the following impacts the critical path?
267A Changing the task duration.
267B Reduce the free float of an activity.
267C Executing a backward pass
267D A or B
267E None of the above.
267A 266QUEST The range of time allowed for an activity to be completed in is the _____.
266A Planned time (Duration).
266B Float time (LS - ES, or LF - EF).
266C Critical time (when ES = LS, or EF = LF).
266D Scheduled time (LF - ES).
266E Event.
266D 265QUEST Free float is the amount of time that an activity may be delayed with out affecting the _____.
265A Early start of the succeeding activities.
265B Late start of the succeeding activities.
265C Project finish.
265D Cost of the project.
265E None of the above.
265A
264QUEST
Using the problem stated in the Special window, Calculate the deviation of duration for the task, using the PERT concept of standard deviation of task duration.
264A0.5
264B1
264C 1.8
264D 2.2
264E 2.8
264C 263QUEST In crashing a task, you would focus on:
263A As many tasks as possible.
263B Non critical tasks.
263C Accelerating performance of tasks on critical path.
263D Accelerate performance by minimizing cost.
263E A and D.
263C
262QUEST
Using the problem stated in the Special window, Calculate the expected value of duration (in days) using the PERT concept of the expected duration of a task
262A8
262B8.8
262C9.1
262D9.7
262E10.5
262B 261QUEST Using the WBS in the Special window, an instance of a work package is:
261A Build house
261B Excavate
261C Prepare Foundation
261D B and C
261E None of the above
261E 260QUEST All of the following are categories of a milestone in a schedule except:
260A End date.
260B Contract dates.
260C Key events scheduled.
260D Imposed dates.
260E Task duration.
260E 259QUEST The actual configuration of a PERT/CPM network _____ the amount of resources that can be devoted to the project.
259A Increases.
259B Is not affected by
259C Does not require
259D Is heavily dependent upon
259E Is the only means of determining
259D 258QUEST Excessive flexibility in specifying requirements will _____ the likelihood of time overruns.
258A Reduce.
258B Eliminate.
258D Increase
258E Not affect
258D 257QUEST The key purpose of project control is to:
257A Plan ahead for uncertainties.
257B Generate status reports.
257C Keep the project on track.
257D Develop the project road map.
257E All of the above.
257C 256QUEST Fast tracking means to:
256A Speed up a project through parallel tasks.
256B Swap one task for another.
256C Reduce the number of tasks if possible.
256D B and C.
256E None of the above.
256A 255QUEST As a project is carried out and slack time is consumed on individual tasks, the slack left over for the remaining tasks is:
255A Insignificant.
255B Reduced.
255C Unchanged.
255D Increased.
255E Doubled.
255C 254QUEST The purpose of a dummy activity in an activity-on-arrow diagram is to:
254A Identify a task that could be replaced by another.
254B Take the slack time into account.
254C Show a task that is not necessarily needed.
254D Denote a milestone.
254E Show a dependency relationship.
254E
253QUEST
On November 1, $1000 worth of work on task A was supposed to have been done (BCWS); however, the BCWP was $850.
Calculate the schedule variance:
253A￥-100
253B￥100
253C￥-150
253D￥150
253E85%
253C 252QUEST A plan has budgeted three weeks of effort for consultants, but the job was done in only two weeks. Calculate the variance:
252A 1.50%
252B33.00%
252C75%
252D67%
252E None of the above.
252B 251QUEST Resource leveling will often affect the project by making it:
251A Shorter.
251B Longer
251C More responsive to customer needs.
251D A and C
251E B and C.
251B 250QUEST Using the figure in the Special window, The slacktime in Activity "G" is _____ weeks.
250A2
250B3
250C4
250D5
250E7
250C
249QUEST
Using the figure in the Special window, Activity "D" has a latest start time of _____ weeks and a latest finish time of _____ weeks.
249A2, 10
249B4, 12
249C6, 14
249D7, 15
249E9, 17
249A
248QUEST
Using the figure in the Special window, Activity "L" has an early start time of _____ weeks and an early finish time of _____ weeks.
248A11, 13
248C13, 15
248D14, 16
248E15, 17
248E 247QUEST Using the figure in the Special window, The Critical path is _____ weeks.
247A21
247B22
247C23
247D24
247E25
247D
246QUEST
Using the data shown in the Special window, Activities P, Q, and T are critical path activities. In order to shorten the time duration of the project, which activity should be "crashed" first?
246A P
246B Q
246C R
246D S
246E T
246A
245QUEST
Using the figure in the Special window, By how many weeks can activity "F" slip without extending the end date of the project?
245A0
245B1
245C2
245D3
245E4
245D 244QUEST Using the figure in the Special window, The critical path is:
244A A-B-G
244B C-G
244C C-D
244D E-F
244E A-B-G and C-D
244B 243QUEST The first step in building a PERT/CPM network is to:
243A Create a flow chart
243B Determine the critical path
243C Show task relationships
243D Create a work breakdown structure
243E None of the above.
243D 242QUEST The critical path in a schedule network is the path that:
242A Takes the longest time to complete
242B Must be done before any other tasks
242C Allows some flexibility in scheduling a start time.
242D Is not affected by schedule slippage
242E All of the above.
242A
241QUEST
Assume that you have a network where an activity on the critical path can be crashed by two weeks. If the activity is actually crashed by two weeks, then:
241A The project's schedule will be reduced by 2 weeks.
241B The available slack on the noncritical paths will increase.
241C A new critical path may appear after the crash.
241D All of the above.
241E A and B only.
241C
240QUEST
Your team has prepared a CPM schedule for your review. You notice that one node has six inputs (including two dummy activities) and four outputs (which include one dummy activity). Select the correct statement from the following:
240A This is a valid representation if the logic is correct.
240B This is invalid because a node can have a maximum of one dummy input representation if the logic is correct.
240C This is invalid because nodes cannot have both dummy inputs and dummy outputs.
240D This is a invalid because the number of outputs must equal the number of inputs.
240E This is invalid because a maximum of two inputs and two outputs are allowed using the critical path method.
240A
239QUEST
During project execution, the customer authorizes and funds a scope change which requires a major change in the schedule.
The baseline schedule:
239A Now becomes the new schedule, including the changes, and the original baseline is disregarded.
239B Is still the original baseline but annotated to reflect that a change has taken place.
239C Is amended to reflect the scope change, but the original baseline is still maintained for post-project review. 239D Is meaningless since every schedule update changes the baseline (i.e., a rubber baseline.)
239E Is the same since baseline schedules cannot change once the development phase is completed.
238QUEST Network schedules are prepared during the _____ phase and updated during the _____ phase.
238A Conceptual, execution.
238B Development, implementation.
238C Development, close-out.
238D Implementation, close-out.
238E Planning, finishing.
238B 237QUEST Scheduling systems such as PERT, ADM, and PDM are project management tools to be used by:
237A The project manager and project office personnel.
237B The project team and functional managers.
237C The project sponsor.
237D All of the above.
237E A and B only.
237E 236QUEST Increasing resources on the critical path activities may not always shorten the length of the project because:
236A
Certain activities are time-dependent rather than resource-dependent (i.e., using three ovens rather than one to bake a cake).
236B
Safety, OSHA and EPA may have placed restrictions on the number of people used on certain activities or in the physical location of the project.
236C The skill level of the added resources might not be appropriate for the activities to be performed.
236D
Adding more resources may create additional work and produce inefficiencies (i.e., additional people may need training and supervision.)
236E All of the above.
236E
235QUEST A line manager provides you with three estimates for his activity in your PERT network. His estimates are 2 weeks optimistically,
4 weeks most likely, and 12 weeks pessimistically. The expected time which would appear on the chart would be:
235A 4 weeks
235B 5 weeks
235C 6 weeks
235D7 weeks
235E None of the above.
235B
233QUEST
Management has decided to "crash" a project in order to avoid penalty payments for late deliveries. To crash the project, either overtime or additional resources should be assigned to:
233A All activities.
233B Only those activities with the longest time durations.
233C Those activities on the critical path begining with the longest time duration activities.
233D Those activities with the greatest degree of risk.
233E None of the above.
233C
232QUEST
A network has been developed with resources from six different departments. One of the six departments has just informed you
that they can increase the number of employees from 5 to 8. This will result in:
232A A shortening of the critical path.
232B A shortening of the noncritical path.
232C A decrease in the total cost of the project.
232D An increase in the cost of the project.
232E A through D are possible based upon where the resources are deployed.
232E 231QUEST Bar charts are most appropriate for:
231A Comparing actual to planned performance to each activity.
231B Showing slack time.
231C Showing critical path dependencies.
231D Showing which activities can be rearranged in parallel.
231E All of the above.
231A 230QUEST A non-critical path activity is completed in half the time. Then,
230A The critical path is also reduced.
230B The slack in the path containing this activity will increase.
230C The total cost for this activity has decreased.
230D Manpower from this activity can be assigned to other activities.
230E All of the above.
230B
229QUEST
Once the logic of a network is laid out, the project manager will conduct a forward pass and backward pass through the network.
This will provide information on the _____ and identification of the _____ .
229A Slack for each activity, critical path.
229B Slack for each activity, high risk activities.
229C Manpower shortages, high risk activities.
229D High risk activities, non-critical paths.
229E Manpower availability, contingency plans.
229A
228A Denotes a critical path relationship.
228B Denotes any dependency relationship.
228C Shows slack.
228D Identifies customer deliverables dates.
228E Identifies customer team meeting dates.
228B 227QUEST The starting point in the development of a top-down PERT/CPM chart is the _____ .
227A Project specification tree.
227B Customer's deliverable list.
227C Customer's milestone dates.
227D Work breakdown structure.
227E Listing of customer team meeting dates.
227D 226QUEST The critical path in a network is the path that:
226A Has the greatest degree of risk.
226B Will elongate the project if the activities on this path take longer than anticipated.
226C Must be completed before all other paths.
226D All of the above.
226E A and B only.
226B 224QUEST The major difference between PERT and CPM networks is:
224A PERT requires three time estimates whereas CPM requires one time estimate.
224B PERT is used for construction projects whereas CPM is used for R & D.
224C PERT addresses only time whereas CPM also includes cost and resource availability.
224D PERT requires computer solutions whereas CPM is a manual technique.
224E PERT is measured in days whereas CPM uses weeks or months.
224A 223QUEST A calendar that identifies when a project may be performed on an activity is called a:
223A Project calendar.
223B Resource calendar.
223C Milestone point.
223D Key point.
223E Work unit.
223A 222QUEST Planning activities such that predetermined resource availability pools are not exceeded is called:
222A Resource leveling.
222B Manpower leveling.
222C Resource limited planning.
222D Manpower planning.
222E Manpower contingency planning.
222C 221QUEST A comparison of completion status to baseline is referred to as _____.
221A Earned value measurement.
221B Percent complete.
221C ACWP.
221D BCWS
221E None of above.
221A
220QUEST
The logical relationship that communicates a delay between the start/finish of one activity and the start/finish of another activity is referred to as:
220A Slack
220B Free float.
220C Restricted float.
220D Level float.
220E Lag
220E 219QUEST Overlapping activities on a project, such as design and construction, is referred to as:
219A Fast tracking
219B Risk conversion.
219C Parallel management.
219D Process improvement.
219E Synchronous manufacturing
219A 218QUEST A computer tape which contains historical project information is called ____ tape.
218A Database
218B Baseline.
218C Archive.
218D Lessons learned.
218E Life cycle summary.
218C 217QUEST Which method shown below is acceptable for reducing cost or shortening the schedule?
217B Changing scope.
217C Performing activities in parallel rather than in series.
217D All of the above.
217E A and C only.
217D 216QUEST In general, attempts to smooth out period to period resources will _____ the scheduled time and _____ project costs.
216A Increase, decrease.
216B Increase, increase
216C Increase, increase or decrease.
216D Decrease, decrease.
216E Decrease, increase.
216B
215QUEST
Assigning resources in an attempt to find the shortest project schedule consistent with fixed resource limits is called resource _____.
215A Allocation.
215B Partitioning
215C Leveling
215D Quantification.
215E None of above.
215A 214QUEST Smoothing out resource requirements from period to period is called resource _____.
214A Allocation.
214B Partitioning
214C Leveling.
214D Quantification
214E None of above.
214C 213QUEST Guidelines for estimating time durations include:
213A Assuming a normal level of labor and equipment.
213B Assuming a normal work week.
213C Using consistent time units
213D Using past actual durations as guides.
213E All or part of each of the above.
213E
212QUEST
Which of the following networking methods allows us to show that the last 10% of one element cannot be completed until 62% of
a previous element has been completed?
212A PERT
212B ADM
212C PDM
212D All of the above.
212E A and C only.
212C 211QUEST In the PDM, common constraints include:
211A Start-to-start
211B Finish-to-start
211C Finish-to-finish
211D B and C only
211E A, B, and C.
211E 210QUEST Activities with zero time duration are referred to as:
210A Critical path activites.
210B Noncritical path activities.
210C Slack time activities.
210D Dummies
210E None of above.
210D 29QUEST In the arrow diagramming method (ADM), _____ do not consume time or resources.
29A Events.
29B Activities
29C Slack elements.
29D B and C only.
29E All of the above.
29A 28QUEST On a precedence diagram, the arrow between two boxes is called:
28A An activity.
28B A constraint.
28C An event.
28D The critical path.
28E None of above.
28B 27QUEST A project element which lies between two events is called:
27B A critical path method.
27C A slack milestone.
27D A timing slot.
27E A calendar completion point.
27A 26QUEST The basic terminology for networks includes:
26A Activities, events, manpower, skill levels and slack.
26B Activities, documentation, events, manpower and skill levels.
26C Slack, activities, events, and time estimates.
26D Time estimates, slack, sponsorship involvement, and activities.
26E Time estimates, slack time, report writing, life cycle phases, and crashing times.
26C 25QUEST The utility of network-based schedules:
25A Reveals interdependencies.
25B Facilitates "what if" exercises.
25C Highlights critical activities.
25D Provides information on resource requirements, time requirements and tradeoffs.
25E All of the above.
25E 24QUEST The major disadvantage of a bar chart is:
24A Lack of time-phasing.
24B Cannot be related to calendar dates.
24C does not show activity interrelationships.
24D Cannot be related to manpower planning.
24E Cannot be related to cost estimates.
24C 23QUEST The most common types of schedules are Gantt charts, milestone charts, line of balance, and:
23A Networks.
23B Time phased events.
23C Calendar integrated activities.
23D A and C only.
23E B and C only.
23A 22QUEST Scheduling is the process by which decisions are made concerning:
22A Tasks to be accomplished.
22B Personnel/organization that will be assigned to accomplish the task.
22C Time when the tasks are to be completed.
22D All of the above.
22E A and C only.
22E 21QUEST Time management is the allocation of time in a project's life cycle through the process of:
21A Planning
21B Estimating.
21C Scheduling.
21D Controlling
21E All of the above.
21E
394QUEST
Using the situation shown in the Special window and assuming continues efficiency for work-in-progress and fixed price contract for task four. The estimate at completion is:
394A$19K
394B$21K
394C$26K
394D$29K
394E indeterminate
394C
393QUEST
Using the situation stated in the Special window, a comparison of the cost variance of August as compared to July shows that the magnitude ($ value) of the variance has _____ and the percentage change has _____.
393A Become worse, become worse
393B Become worse, improved
393C Improved, increased
393D Improved, become worse
393E None of the above are correct
393B 392QUEST The computation for Cost Performance Index is:
392A BCWP/ACWP
392B BCWP-ACWP
392C BCWP-BCWS
392D ACWP/BCWP
392E ACWP-BCWS
392A 391QUEST When comparing the cost of competing projects, which of the following is typically NOT considered?
391B Direct costs.
391C Sunk costs.
391D Indirect costs.
391E Burden rates.
391C 390QUEST The Cost Performance Index (CPI) measures:
390A cost of work performed vs planned costs.
390B work performed vs cost of work performed.
390C work performed vs planned work.
390D direct costs vs indirect costs.
390E floating costs vs. sunk costs.
390B 389QUEST Parametric estimates are based on variables such as:
389A Detailed planning and cost restraints.
389B Physical characteristics and historical data.
389C The WBS and similar projects.
389D Project objectives and manpower allocations.
389E Precise measurements and multiple inputs.
389B 388QUEST Cost and schedule data are usually integrated because:
388A optimized project cash flow can affect financial requirements
388B they provide MIS with an integrated system to produce reports
388C they control escalation allowances
388D they account for omissions in the definitive estimate
388E they predict future performance
388E 387QUEST Continually measuring and monitoring the actual cost versus the budget is done to _____.
387A analyze the reasons for variances
387B establish the variances
387C identify the problems
387D All of the above.
387E None of the above.
387D 386QUEST Using the cumulative cost curve in the special window, height B represents
386A actual cost to date
386B total budgeted costs for the project
386C planned cost for month 6
386D cost variance
386E earned value
386B 385QUEST Value engineering/Analysis is the systematic use of techniques which does not include _____.
385A establishing values for required functions
385B provide the required functions at the lowest overall cost.
385C identifies the required function of an item
385D seeks to trade performance for cost
385E None of the above.
385D 384QUEST The ability to achieve cost savings is inversely proportional to _____.
384A the earned value achieved to date
384B the estimated costs to complete
384C empowerment to the P.M.
384D productivity
384E None of the above.
384A 383QUEST The estimated cost to complete (ETC) is _____.
383A BCWP/ACWP
383B the forecasted and final cost - cost to date
383C(ACWP-BCWP)/BCWP * 100
383D Total estimate - ACWP
383E None of the above.
383B 382QUEST Considering alternate suppliers is a form of _____.
382A Value engineering.
382B Risk Analysis
382C Contract Management
382D Project integration
382E All of the above.
382A
381QUEST
You have summarized the project and note that 28,000 hours have been scheduled, 25,000 hours have been earned and 26,000 hours paid. The correct conclusion is:
381A The project is operating at a favorable cost efficiency ratio.