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1 What is the most commonly used relationship in a PDM (Precedence Diagramming Method) network? a b c d Answers e The best answer is B The four types of dependency (or link) used in a PDM network are: Finish-toStart (FS), Start-to-Start (SS), Finish-to-finish (FF), and Start-to-Finish (SF). SF is rarely used, FS is the most common dependency. Dummies are used in ADM networks, ASAP is a type of constraint. Reference: PMBOK Guide page 156 Sect. 6.3.2.1 Dummy. Finish-to-Start. As Soon As Possible. Start-to-Finish.
Which calculation is correct for the To-Complete Performance Index (TCPI) based on the Estimate At Completion (EAC)? a b c d AC + (BAC EV) (BAC - EV)/(BAC - AC) BAC/CPI
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(BAC - EV)/(EAC - AC) The best answer is D TCPI is the projection of the future cost performance that must be achieved on the remaining work to achieve a management goal such as the original Budget At Completion (BAC) or a calculated Estimate At Completion (EAC). All of these formula use standard Earned Value Management acronyms: Option a calculates EAC based on future work being performed at budgeted rates Option b calculates TCPI based on BAC (the question asked for EAC) Option c calculates EAC based on future work being performed at the same CPI as the completed work. Reference: PMBOK Guide p221 Sect 7.4.2.3
Answers e
Take any of our PMI-SP courses, you will have access to 100s of similar questions and importantly, the knowledge needed to answer them effectively. More on the PMI-SP Examination: Mosaics self-paced course: http://www.mosaicprojects.com.au/Training-Planning.html http://www.mosaicprojects.com.au/Training-Planning_One-on-One.html
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When distributing information to the project stakeholders, the project manager is responsible for making the information clear and complete so the recipient can easily understand it. This competency is best described as a part of the project manager's _____________ skills. a b c d Reporting. Documentation. Communication. Influencing. The best answer is C The overarching skill is communication. Whilst under some circumstances the information may be documented in a report for the purpose of influencing a stakeholder, information can be communicated in many different forms and may be routine rather than designed to influence the person; but in every circumstance the transfer of information is a communication. For more on communication see: http://www.mosaicprojects.com.au/WhitePapers/WP1066_Communcation_Theory.pdf Reference: PMBOK Guide page 293 Sect. 10.1.2.3.
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Which of the following is true concerning the work breakdown structure (WBS)? a b c d The PMI WBS and PRINCE2 product breakdown structure (PBS) are effectively the same thing. The WBS is the same as the organisational breakdown structure (OBS). The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team. The WBS is the bill of materials (BoM) needed to accomplish the work of the project.
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You are compiling a monthly summary for your PMO reports. There are 4 projects reporting the following data: Project A has an EV of $500 and an AC of $505; Project B has a CPI of 1.08, Project C has an EV of $455 and an AC of $450; and Project D has a CPI of 0.98. Which project is the most cost efficient? a b c d Project A. Project B. Project C. Project D.
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Analogous estimating when applied to a duration is: a b c d Based on expert judgement and is consequently more accurate than standard critical path estimating. Used when there is a limited amount of detailed information available. A calculation based on a three point estimate using a modified BETA distribution. The same as bottom up estimating. The best answer is B Analogous estimating uses the duration from a similar completed activity or project as the basis for the current estimate. This is a top down estimating technique used when there is little detailed information available. The critical path method is a precise set of calculations applied to the schedule (including the estimated durations). It is not an estimating process. The PERT technique uses three point estimates and a modified BETA distribution to assess the probability of completing the project in a given timeframe. Reference: PMBOK Guide p149 Sect: 6.5.2.2
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Who is responsible for identifying risks in a project? a b c d The Project Manager. Any project personnel including stakeholders. The Project Planner. The main stakeholders including the sponsor. The best answer is B Anyone working on or associates with a project can help identify the risks in a project (and should be encouraged to help). The project manager or risk manager manages the risk management processes with input from the sponsor and other key stakeholders Reference: PMBOK Guide page 321 Sect. 11.2.
Answers e
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The level of information on your project has improved significantly since the original estimates were completed, and a part of the planning process you have been asked to review the cost estimate and produce the definitive estimate for the project baseline. What would be a reasonable range for you to achieve? a b c d -0% to +0%. -5% to +5%. -5% to + 15%. -15% to +25%. The best answer is C The PMBOK Guide considers a range of -5% to +10% to be realistically achievable as a definitive estimate. The other values are not in the PMBOK. It is impossible to be precisely accurate when predicting the future (+/- 0%) and in most circumstances attempting to achieve an accuracy of +/- 5% is unrealistic (the exception being processes primarily involving mechanical production). Reference: PMBOK Guide page 201 Sect 7.2.
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The primary difference between an Arrow Diagramming Method (ADM) network and a Precedence Diagramming Method (PDM) network is: a b c d PDM is more accurate then ADM. PDM networks use the CPM (critical path method), ADM networks do not. PDM networks are developed from the WBS, ADM networks are not. The way the network is drawn.
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The Control Costs process includes all of the following except: a b c d Informing appropriate stakeholders of all approved changes and associated costs. Influencing factors that create changes in the authorised cost baseline. Developing the cost performance baseline. Acting to bring expected cost overruns within acceptable limits. The best answer is C Developing the cost performance baseline is part of the Determine Budget process (see: 7.3.3.1). All of the other options are listed as inclusions in the Control Costs process. Reference: PMBOK Guide 215 Sect 7.4
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One of your team has been asked to gather information on the actual start and finish date of activities and the remaining duration of any activities that are still in progress. This work is a part of the projects ________________________ process. a b c d Performance review. Performance measurement. Earned Value assessment. Critical path analysis. The best answer is A The gathering of progress information is part of the performance review process. Once gathered, the specific data listed will be used to update the schedule (but the schedule may be either a Critical Chain or Critical Path schedule). And the schedule information will be used to update the Earned Value data (along with other information). Performance measurement is a specific Earned Value technique. Reference: PMBOK Guide page 188 - 189 Sect 6.7.2.1.
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What would be the consequence of increasing the duration of task B to 4 days in the above schedule? a b c d The project completion would increase by 1. The project completion would increase by 4. Task C would no longer be critical. Task B would become critical. The best answer is D Task B would become critical and the network would now have two critical paths (one through B and one through C). The end date does not change if CPM calculations are used; but the probability of completing on schedule will be reduced because any delay on either path will cause a delay to the completion of the project. See: http://www.mosaicprojects.com.au/PDF/Schedule_Calculations.pdf Reference: PMBOK Guide page 176 - 177 Sect 6.6.2.2.
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If not budgeted, what would the likely effect be on the cost variance and schedule variance of asking the team to work additional overtime? a b c d There may be a negative impact to the cost variance; potentially a positive improvement to the schedule variance. There will be no impact to the cost variance; potentially a positive improvement to the schedule variance. There will be a negative impact to the cost variance; potentially no impact on the schedule variance. There will be a negative impact to the cost variance; and a positive improvement to the schedule variance.
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When managing the schedule, what does the term 'variance analysis' mean? a b c d Determining the cause of a difference between the baseline finish date and the scheduled finish date of an activity. Plotting the actual dates and baselines dates for each activity in a comparative bar chart. Calculating the difference between the Total Float and Free Float with reference to the original contract calendar. Recording the actual start and finish dates of the critical activities in the schedule. The best answer is A Variance analysis is used as part of the Schedule Control process to assess the magnitude of the variation (ie, difference) between the current project schedule and the baseline schedule, understand the reason for the difference and determining the appropriate actions to take to lock in gains and mitigate losses. Reference: PMBOK Guide page 188 - 189 Sect 6.7.2.1
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The responsibility assignment matrix (RAM) shows: a b c d The connections between activities and project team members. The delegation of responsibility through the hierarchically organised management structure. Accountabilities to assist in team performance appraisals. The sequence of activities a named resource is responsible for accomplishing. The best answer is A The RAM chart is used to illustrate the connections between work packages or activities and project team members. Reference: PMBOK Guide p262 Sect: 9.1.2.1
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Which of the following represent a discretionary dependency? a b c d Not starting design until all of the approvals have been received. Waiting the specified 72 hours before stripping formwork from a newly poured concrete slab. Applying a start-to-start link between two tasks in a PDM network. Applying a lag of 4 days between two tasks. The best answer is A Any link between two tasks (or activities) may be discretionary or mandatory. The link types in a Precedence network (PDM) are: - Finish-to-start - Start-to-start - Finish-to-finish - Start-to-finish. A lead or a lag may be applied to any of the link types. Mandatory dependencies are either inherent in the nature of the work (eg, you cannot put concrete into a foundation until you have dug the hole!), or are contractually required. The specification typically forms part of a contract and would mandate the curing time. Discretionary dependencies are desirable and/or represent best practice. Whilst it is desirable to wait for the final approvals for a project before starting the design it is not mandatory. The project team may decide to take a calculated risk and start some design work before all of the approvals are received. Reference: PMBOK Guide p158 Sect: 6.3.2.2
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Important Information: The passing score for the PMI-SP examination is not disclosed - whilst these questions are representative of the style of questions found in the PMI-SP examination, no warranty is offered in respect of your likely performance in the examination based on your performance in this limited
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Mosaic Project Services Pty Ltd is a PMI approved Registered Education Provider (R.E.P.). We have been successfully training PMI-SP candidates to pass their exam for over 5 years. All of Mosaics PMI-SP courses are pre-approved by PMI for the 30 Hrs (or 40 Hrs) of project management training needed to be eligible to apply for the examination. For additional information click on the links above or follow the training prompt from our home page at www.mosaicprojects.com.au
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