PMI PMI Certifications PMI-SP Questions & Answers

• Question 291:

  You are the project manager for your organization. You need the oak cabinets for your project delivered by December 1 in order to install the floors around the oak cabinets by December 15. Your company's procurement office generally takes 45 days to complete procurement orders. Based on this information, how should you schedule the lead time for the cabinet delivery?

  A. Cabinet procurement December 1, plus 45 days lead time

  B. Cabinet procurement November 15

  C. Cabinet procurement December 1, minus 45 days lead time

  D. Cabinet procurement December 15 minus 45 days lead time

  Correct Answer: C

  The cabinet procurement and delivery must be completed by December 1. By scheduling the activity to finish on December 1 with minus 45 days lead time for procurement, the cabinets will arrive by the needed date.

  Answer option A is incorrect. Lead time is always negative time, lag time is positive time. This choice would cause the cabinets to not arrive until 45 days after December 1. Answer option D is incorrect. This choice would cause the cabinets to

  arrive on December 15 when the floors are to be installed. Answer option B is incorrect. This choice is not the best answer because it does not necessarily account for holidays, weekends, or other factors in the project calendar. By scheduling

  the cabinet for December 1 and working backwards through lead time, the project's PMIS will account for these breaks in the project work.

• Question 292:

  You are the project manager for your company. You are working with the activities defined in the figure below.

  

  What will happen to your project if Activity F takes five additional days to complete than what was expected?

  A. Your project's critical path will shift to ACFI.

  B. Your project will be late by five days.

  C. Your project can still complete on time as float is available on Activity I.

  D. Your project will now have two critical paths.

  Correct Answer: B

  Activity F is on the critical path of ACFHK of 30 days. By adding five additional days to Activity F, the project will now take 35 days to complete. Answer options C, A, and D are incorrect. These are not the valid answers.

• Question 293:

  Ben is the project manager for his organization. His project has 26 stakeholders this week and will have five additional stakeholders next week. How many more communication channels will Ben's project have next week?

  A. 140

  B. 10

  C. 325

  D. 5

  Correct Answer: A

  Ben's project will have 140 more communication channels because of the five additional stakeholders. To solve the question, you will need to find the current stakeholder communication channels first, which is (26*25)/2= 325, and then find the difference of the number of channels for the five additional stakeholders. You can use the formula of N(N-1), where N is the number of stakeholders. In this example, the formula would read: Total number of communication channels that Ben will have next = ((31*30)/2)-((26*25)/2 =140 Answer option D is incorrect. Five is the number of additional stakeholders. Answer option B is incorrect. 10 is the number of communication channels among just five stakeholders. Answer option C is incorrect. 325 is the number of current communication channels.

• Question 294:

  John works as a project manager of the NHQ Project. He has created the project network diagram as shown in the figure:

  

  Based on the project network diagram, how much float is available for Activity H if Activity B is delayed by four days and Activity E is delayed by two days?

  A. Zero

  B. One

  C. Four

  D. Five

  Correct Answer: A

  The path of ABEHJ will take 22 days to complete and cannot exceed 28 days or else the project will be late. If Activity B takes four additional days and Activity E takes two additional days, this adds (4+2=

  6) six days to the path, bringing the path's duration to exactly (22+6 = 28) days. There is no available float left for Activity D or H. Float or total float (TF) is the total amount of time that a schedule activity may be delayed from its early start date

  without delaying the project finish date, or violating a schedule constraint. It is calculated by using the critical path method technique and determining the difference between the early finish dates and late finish dates.

  Answer options B, C, and D are incorrect. There is no float available because the path's duration has increased to 28 days.

• Question 295:

  You have created the project network diagram for the ABC project. You are exploring total float and free float for that project. Martin, a project team member, wants to know the difference between total float and free float. What is the difference between total float and free float?

  A. Total float is the amount of time an activity can be delayed without delaying any project successors, whereas free float is the amount of time an activity can be delayed without delaying the project completion date.

  B. Total float is the amount of time an activity can be delayed without delaying the project completion date, whereas free float is the amount of time an activity can be delayed without delaying any project successors.

  C. Total float is the amount of time an activity can be delayed without delaying the project completion date, whereas free float is the amount of time an activity can be delayed without delaying any project predecessors.

  D. Total float is the amount of time a non-critical activity can be delayed without delaying any project successors, whereas free float is the amount of time an activity can be delayed without delaying the project completion date.

  Correct Answer: B

  Total float is the time you can delay an activity without delaying the project end date, whereas free float is on each activity and does not affect the early start date of successor activities. Float, also called slack, is the amount of time an activity can be delayed without affecting any subsequent activities. There are two types of floats available: Free Float: It is the amount of time a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities. Total Float: It is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating schedule constraint. Float is calculated by using the critical path method technique. Answer options C, A, and D are incorrect. These are not accurate definitions of free float and total float.

• Question 296:

  Gina is the project manager for her organization and she is working with her project team to define the project activities. In this project, the stakeholders are sensitive to the project completion date, so Gina is stressing to her project team members that while they need to provide and account for all of the project activities, they should focus on one work package in the WBS at a time. In order to start the decomposition of the project work packages into activities, Gina will need all of the following except for which one?

  A. Scope baseline

  B. Organizational process assets

  C. WBS

  D. Enterprise environmental factors

  Correct Answer: C

  According to the PMBOK, Gina will not need the WBS directly, but will rely on the scope baseline. A Work Breakdown Structure (WBS) in project management is a tool that defines a project and groups the project's discrete work elements in a way that helps organize and define the total work scope of the project. A WBS element may be a product, data, a service, or any combination. WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control. Answer option A is incorrect. The scope baseline is an input to define the project activities. Answer option D is incorrect. Enterprise environmental factors are an input to define the project activities. Answer option B is incorrect. Organizational process assets are an input to define the project activities.

• Question 297:

  Beth is the project manager for her organization. Her current project has many deliverables that have been defined at a high level, but the details of the deliverables are still unknown. In her project, Beth is planning in detail only the activities that are most imminent in the project work. This approach to project management planning is known as what?

  A. Imminent activity management

  B. Rolling wave planning

  C. Predecessor-only diagramming

  D. Decomposition

  Correct Answer: B

  Rolling wave planning is a technique to plan and do the most imminent project work before moving onto the details that are far off in the project schedule and project plan. Rolling wave planning is a technique for performing progressive

  elaboration planning where the work to be accomplished in the near future is planned in detail at a low level of the work breakdown structure. The work to be performed within another one or two reporting periods in the near future is planned

  in detail as work is being completed during the current period.

  Answer option D is incorrect. Decomposition is the process of breaking down work packages into the activity list.

  Answer options A and C are incorrect. These are not valid project management terms.

• Question 298:

  You are the project manager of the NHQ Project. You have created the project network diagram as shown in the figure:

  

  You are concerned about a risk on Activity G that if it happens will delay the project by four days. You would like to utilize float for Activity G. How much float is available for Activity G to help offset the risk event?

  A. Five days

  B. Four days

  C. Eleven days

  D. Zero

  Correct Answer: D

  There is no float available for Activity G because it is on the critical path. Float or total float (TF) is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating a schedule constraint. It is calculated by using the critical path method technique and determining the difference between the early finish dates and late finish dates. Answer options B, A, and C are incorrect. There is no float available for Activity G because it is on the critical path.

• Question 299:

  You are the project manager for your organization. You have recorded the following duration estimates for an activity in your project: optimistic 20, most likely 45, pessimistic 90. What time will you record for this activity?

  A. 48

  B. 20o, 45m, 90p

  C. 90

  D. 45

  Correct Answer: A

  This is an example of a three-point estimate. A three-point estimate records the optimistic, most likely, and the pessimistic duration, and then records an average for the predicted duration Three-point estimate is a way to enhance the

  accuracy of activity duration estimates. This concept is originated with the Program Evaluation and Review Technique (PERT). PERT charts the following three estimates:

  Most likely (TM): The duration of activity based on realistic factors such as resources assigned, interruptions, etc.

  Optimistic (TO): The activity duration based on the best-case scenario Pessimistic (TP): The activity duration based on the worst-case scenario The expected (TE) activity duration is a weighted average of these three estimates: TE = (TO + 4TM + TP) / 6 Duration estimates based on the above equations (sometimes simple average of the three estimates is also used) provide more accuracy. It can be calculated as follows: TE = ( 20 + 45*4 + 90) / 6 = 290/6 =48 Answer options B, C, and D are incorrect. These are not the valid answers for this question.

• Question 300:

  Andy works as the project manager for Bluewell Inc. He is developing the schedule for the project. There are eight tools and techniques that a project manager can use to develop the project schedule. Which of the following is a tool and technique for the Schedule Development process?

  A. Schedule compression

  B. Reserve analysis

  C. Variance analysis

  D. Expert judgment

  Correct Answer: A

  Schedule compression is a tool used as part of the Schedule Development process. The tools and techniques for schedule development are as follows: Schedule network analysis Critical path method Critical chain method Resource leveling What-if scenario analysis Applying leads and lags Schedule compression Scheduling tool Answer options D, B, and C are incorrect. These are not tools and techniques for schedule development.