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‫‪Time‬‬
‫‪Managment‬‬
‫‪Chapter-4‬‬

‫‪AA‬‬
Correct Answer: # 3

Question: The project manager has created the project schedule. In this context, which of the following activities
would the project manager NOT use schedule control for?

1. Influencing the factors that create schedule changes


2. Determining if the project schedule has changed
3. Determining planned start and finish dates for project activities
4. Managing actual schedule changes as they occur

Justification: Option 3 is an activity performed as part of the Develop Schedule process. The remaining options
are activities that are performed as part of the Control Schedule process.

Reference: PMBOK® Guide - Fifth Edition, pages 173 (figure 6-16) and 185 (figure 6-22)

Correct Answer: # 2

Question: You are taking over a project that is currently in the planning stage. The previous project manager
worked with the team to finalize the process of defining activities, and you joined the team at the end of this process.
The next process requires the determination and documentation of the relationships among project activities. Of the
following, which is a tool and technique used in this process?

1. Schedule Baseline
2. Dependency Determination
3. Activity List
4. Schedule Compression

Justification: The process being described is Sequence Activities. Dependency Determination is a tool/technique
for the Sequence Activities process. None of the other options are tools or techniques for this process.

Reference: PMBOK® Guide - Fifth Edition, pages 143 (figure 6-1) and 153

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Correct Answer: # 1

Question: You are taking over a project during the planning stage. You have managed to identify five tasks to be
completed during the project. Please refer to the table given below:

What is the length of the critical path in months?

1. 12
2. 10
3. 11
4. 14

Justification: The tasks are shown as a network diagram below.

The lengths of different paths are:

Start→ 1→ 2→ End: 10 Months


Start→ 3→ 5→ End: 11 Months
Start→ 4→ 5→ End: 12 Months

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Since the longest path is Start→ 4→ 5→ End; this is the critical path. Length of the critical path is 12 months.

Reference: PMstudy.com comments

Correct Answer: # 1

Question: You have managed to identify the five main tasks in your project. You represent the dependency and
duration in the table given below:

What is the slack of task 5?

1. 0
2. 1
3. 2
4. -1

Justification: The network diagram for the project tasks can be represented as shown below.

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The lengths of different paths are:

Start→ 1→ 2→ End: 10 months


Start→ 3→ 5→ End: 11 months
Start→ 4→ 5→ End: 12 months

Since the longest path is Start→ 4→ 5→ End; this is the critical path.

Task 5 lies on the critical path; hence the slack for task 5 is "0".

Reference: PMstudy.com comments

Correct Answer: # 2

Question: You are a project manager overseeing the construction of a Baseball Stadium. The activity of laying the
Grass Sod has an optimistic estimate of 10 days, pessimistic estimate of 16 days, and most likely estimate of 13
days. If your company has a quality requirement of Six Sigma, what is the duration within which this task must be
completed?

1. 10 days to 16 days
2. 7 days to 19 days
3. 12 days to 14 days
4. 11 days to 15 days

Justification: In a normal distribution, the PERT duration (also called mean)


= {Pessimistic + (4* Most Likely) + Optimistic}/6
= {16 + (4 * 13) + 10}/6
= 13

1 Standard Deviation (1 σ)
= (Pessimistic - Optimistic) / 6
= (16 - 10) / 6
=1

So, if the company has Six Sigma quality requirements,


Mean - 6 σ = 13 - 6 * 1 = 7
Mean + 6 σ = 13 + 6 * 1 = 19

The task can be completed within 7 days to 19 days.

Reference: PMstudy.com comments

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Correct Answer: # 3

Question: As a project manager, you have developed the Schedule Management Plan. You are now in the
process of identifying and documenting the relationships among the project activities. You want to ensure that every
activity and milestone except the first and last are connected to at least one predecessor and one successor. Which
of the following tools can you use for this purpose?

1. Published estimating data


2. Parametric estimating
3. Precedence diagramming method
4. Performance reviews

Justification: Sequence Activities is the process of identifying and documenting relationships among the project
activities. Precedence diagramming method (PDM) is one of the tools used in this process.

Reference: PMBOK® Guide - Fifth Edition, page 153 (figure 6-7)

PMstudy.com comments:

Option 1 (Published estimating data) is used for the Estimate Activity Resources process
Option 2 (Parametric estimating) is used for the Estimate Activity Durations process
Option 4 (Performance reviews) is used for the Control Schedule process

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Selected Choice: #
Correct Answer: # 3

Question: Five tasks have to be completed one after another in your project. The Contract with your Sponsor
contains very strict penalties for delays. The schedule reveals that the project has a negative float of three months,
which of the following task(s) should be crashed to bring the project on schedule? Please refer to the table given
below:

Task Original Duration (months) Crash Savings Original Cost Crash Cost
(months)

M 5 1 $1,600 $1,700
N 6 2 $1,800 $1,900
O 7 1 $2,000 $2,050
P 8 1 $3,000 $3,200
Q 13 3 $2,500 $2,650

1. Task Q
2. Task N and Task O together
3. Either Task Q or Task N and Task O together
4. Task N and Task P together

Justification: Please refer to the table given below showing additional expenses that will be incurred when each
task is crashed:

Task Original Duration Crash Savings Original Cost Crash Cost Additional Expenses
(months) (months)

M 5 1 $1,600 $1,700 $100


N 6 2 $1,800 $1,900 $100
O 7 1 $2,000 $2,050 $50
P 8 1 $3,000 $3,200 $200
Q 13 3 $2,500 $2,650 $150

The maximum savings is available in:


Crashing Task N, Task O: $ 150
Crashing Task Q: $ 150

You have two options from which you can choose.

Reference: PMstudy.com comments

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Correct Answer: # 1

Question: You are managing a project to develop an emergency brake to an upcoming new model of RV. In your
project, you have to complete building a prototype before testing can begin. This is an example of:

1. Mandatory dependency
2. Discretionary dependency
3. External dependency
4. Preferred logic

Justification: Mandatory dependencies are those that are legally or contractually required or inherent in the nature
of the work. Mandatory dependencies often involve physical limitations, such as on a construction project where it is
impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a
prototype must be built before it can be tested.

Reference: PMBOK® Guide - Fifth Edition, page 157

Correct Answer: # 3

Question: In the Develop Schedule process, you create a distribution of probable durations for each activity and
use it to calculate the distribution of probable results for the total project. The technique that you are using is:

1. Parametric estimating
2. Mathematical analysis
3. Simulation
4. Resource leveling

Justification: Simulation involves calculating multiple project durations with different sets of activity assumptions,
usually using probability distributions constructed from the three-point estimates to account for uncertainty.

Reference: PMBOK® Guide - Fifth Edition, page 430

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Correct Answer: # 3

Question: Which document provides high-level schedule information that is useful when planning for project
schedule management?

1. Schedule management plan


2. Activity list
3. Project charter
4. Schedule baseline

Justification: The project charter is an important input to the Plan Schedule Management process since it provides
the summary milestone schedule that will influence project schedule management.

Option 1: The Schedule Management Plan is an output of the Plan Schedule Management process.

Option 2: The Activity list is not created until the Define Activities process.

Option 4: The Schedule baseline is not created until later in the Develop Schedule process.

Reference: PMstudy.com comments

Correct Answer: # 3

Question: As a project manager during the Develop Schedule process, you are now deliberating on the type of
schedule presentations you are going to use. The difference between a milestone chart and a bar chart is that unlike
bar charts, milestone charts:

1. Show activity start and end dates


2. Show dependencies among tasks
3. Identify the scheduled start or completion of major deliverables only and not all the tasks
4. Show supporting details

Justification: Milestone charts are similar to bar charts, but they only identify the scheduled start or completion of
major deliverables and key external interfaces.

Reference: PMBOK® Guide - Fifth Edition, page 182

PMstudy.com comments: Usually, milestone charts are used for presentations to senior management but bar charts
are used for presentations to middle and junior management.

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Correct Answer: # 1

Question: The following are all tools and techniques for the Plan Schedule Management process:

1. Expert judgment, Analytical techniques, Meetings


2. Expert judgment, Reserve analysis, Meetings
3. Expert judgment, Reserve analysis, Rolling wave planning
4. Analytical techniques, Meetings, Project management software,

Justification: The tools and techniques used in the Plan Schedule Management process are expert judgment,
analytical techniques, and meetings.

Options 2, 3, and 4: Reserve analysis is a tool for the Estimate Activity Durations process. Rolling wave planning is a
tool for the Define Activities process. Project management software is a tool for the Estimate Activity Resources and
Control Schedule processes.

Reference: PMBOK® Guide - Fifth Edition, page 143 (figure 6-1)

Correct Answer: # 4

Question: You are the project manager of a construction company. You know that the builders start painting the
walls 30 days after they start installing the drywall. This waiting time can also be referred to as:

1. Lead time
2. Project float
3. Constraint
4. Lag

Justification: A lag directs a delay in the successor activity.


Reference: PMBOK® Guide - Fifth Edition, page 159

PMstudy.com comments: Waiting time is also referred to as lag

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Correct Answer: # 2

Question: You are managing a Wind Energy Project. You have created the Network Schedule Diagram given
below (all units are in days):

What is the project float if management wants to complete this project within 13 days?

1. 0 days
2. - 3 days
3. 2 days
4. Cannot be determined, because information given in the question is incomplete

Justification: The possible paths are as follows:


Start→ Task1→ Task2→ Task4→ End: 10 Days
Start→ Task3→ Task5→ Task7→ End: 15 Days
Start→ Task6→ Task7→ End: 15 Days
Start→ Task1→ Task2→ Task3→ Task5→ Task7→ End: 16 Days

The Duration on the critical path is 16 days.

If the project has to be completed within 13 days, the project float is - 3 days (i.e., 13 - 16)

A project may have a negative project float. To deal with such conditions, and if the project has to be completed on
time, the project manager will have to either fast-track or crash the project schedule.

Reference: PMstudy.com comments

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Correct Answer: # 2

Question: You are managing a new project to add parking to the airport in your home town. Your Friend, the Mayor
has asked you to Estimate the time and resources required so that he can Secure Funding. You have divided the
Project into 3 Tasks and interviewed relevant experts to get Time and Material estimates for each of the Tasks. You
have depicted the Survey Data in the table below:

Which of the three tasks (A, B, C) has the maximum variance?

1. Task A
2. Task B
3. Task C
4. Cannot be determined

Justification: Please refer to the calculations given below:

Reference: PMstudy.com comments

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Correct Answer: # 1

Question: There is an ongoing project to give a 100-year-old Football Field a $250 million facelift over the next two
years. While Estimating Activity Durations, you obtain the data shown in the table below (durations in months):

If the critical path consists of these three tasks (A, B, and C), what is the PERT estimate for the duration of the
project?

1. 22.5 Months
2. 10.33 Months
3. 32 Months
4. 5.17 Months

Justification: Please refer to the calculations given below:

The duration of the project


= sum of PERT estimates for the three tasks
= 7 + 10.33 + 5.17 Months
= 22.5 Months

Reference: PMstudy.com comments

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Correct Answer: # 4

Question: As the Project manager of a Satellite Uplink project, you have created a Schedule Management plan.
You obtain the data shown in the table below about three of the many Tasks you need to complete before Project
Closure.(duration in days):

If these three tasks (i.e., Tasks A, B, and C) are not part of the critical path of a project, what is the PERT estimate for
the duration of the project?

1. 22.5 Days
2. 10.33 Days
3. 32 Days
4. Cannot be determined

Justification: Since the tasks are not on the critical path of the project, we cannot determine the PERT estimate for
the duration of the project. The PERT estimate can only be calculated for the critical path of the project.

Reference: PMstudy.com comments

Correct Answer: # 2

Question: The studio you are working for has assigned you as the project manager for a movie project where the
producer left midway due to health issues. As a project manager, you are responsible for meeting the project
schedule deadlines. If there is a delay in the project schedule, you should:

1. Increase the timeline for the project.


2. Fast track or crash the project, and let the management know the impact of this action.
3. Ask the resources to work overtime to meet the project deadlines.
4. Change the project scope.

Justification: Schedule compression shortens the project schedule without changing the project scope to meet
schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include
Crashing and Fast tracking.

Reference: PMBOK® Guide - Fifth Edition, page 181

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PMstudy.com comments: If a project is getting delayed, it is appropriate to find out whether the schedule can be
decreased by fast tracking or crashing. The implications of these techniques (e.g., increase in risk / costs) should be
conveyed to the management for approval.

Correct Answer: # 2

Question: You are a project manager overseeing a canal development project. The table given below shows the
time estimates for the different tasks involved. Please refer to it and answer the question that follows.

What is the impact on the project if task 1→ 2 takes 2 months more than what was earlier planned?

1. The project duration will increase by 1 month


2. The project risk will increase
3. The project duration will increase by 2 months
4. The project float will increase by 2 months

Justification: Please refer to the diagram below:

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The lengths of different paths are:

Start→ 1→ 2→ End: 10 months


Start→ 3→ 5→ End: 11 months
Start→ 4→ 5→ End: 12 months

Since the longest path is Start→ 4→ 5→ End, this is the critical path. Length of the critical path is 12 months.

If task 1→ 2 takes 2 more months,


length of Start→ 1→ 2→ End : 12

Now we have 2 critical paths, i.e.,

Start→ 1→ 2→ End: 12 months


Start→ 4→ 5→ End: 12 months

Hence, the risk in the project increases, because delay in either of the critical paths will cause a delay in the project.

Reference: PMstudy.com comments

Correct Answer: # 4

Question: In your project team, you have developed a rule of thumb that scarce resources will have to be allocated
first to the critical path. This rule of thumb can also be referred to as:

1. Constraints
2. Assumptions
3. Best Practices
4. Heuristics

Justification: Heuristics (or rule of thumb), such as allocation of scarce resources to the critical path first, can be
applied to develop a schedule.

Reference: PMstudy.com comments

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Correct Answer: # 1

Question: You are in the process of performing Develop Schedule process to determine planned start and finish
dates for project activities. Which of the following inputs will be helpful in this process?

1. Activity attributes, project scope statement, and activity list


2. Activity list, activity attributes, and schedule data
3. Project calendar, requested changes, and schedule data
4. Work performance information, schedule baseline, and performance reports

Justification: In Develop Schedule process, planned start and finish dates for project activities are determined by
using activity attributes, project scope statement, and activity list as part of inputs.

Reference: PMBOK® Guide - Fifth Edition, page 173 (figure 6-16)

PMstudy.com comments: Schedule data and schedule baseline are outputs of Develop Schedule process; and work
performance information is an output of Control Schedule process.

Correct Answer: # 1

Question: In your project, you are in the process of creating an activity list. This should contain which of the
following:

A. Activities not to be performed as part of the project

B. Activities that are to be performed as part of the project

C. Activity identifier and scope of work description for each schedule activity in sufficient detail

D. Activities that are required for the project

1. B, C and D
2. C, D and A
3. D, A and B
4. A, B and C

Justification: The activity list is a comprehensive list that includes all schedule activities required on the project.
The activity list also includes the activity identifier and a scope of work description for each activity in sufficient detail
to ensure that project team members understand what work is required to be completed.

Reference: PMBOK® Guide - Fifth Edition, page 152

PMstudy.com comments: Activity list will not include activities that are not to be performed as part of the project.

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Correct Answer: # 2

Question: The activity list should include descriptions of activities. This is required to:

1. Provide a common understanding of the project scope among the project stakeholders
2. Ensure that the team members understand what work is to be completed
3. Serve as a reminder to the project manager
4. Help in creation of technical documentation during the project life cycle

Justification: The activity list includes the activity identifier and a scope of work description for each schedule
activity in sufficient detail to ensure that project team members understand what work is required to be completed.

Reference: PMBOK® Guide - Fifth Edition, page 152

PMstudy.com comments: The project scope statement provides a common understanding of the project scope
among the project stakeholders. (PMBOK® Guide - Fifth Edition, page 123)

Correct Answer: # 1

Question: You are in the test phase of your software project, and the project sponsor has requested a definitive
estimate of when your project will be completed. The most likely estimated duration is 30 days. Which of the following
duration estimations will you give to your sponsor?

1. 29 - 31 days
2. 24 - 36 days
3. 20 - 40 days
4. 15 - 45 days

Justification: The different types of estimates are:


Definitive: - 5% to +10% accuracy
Budgetary: -10% to +25% accuracy
Order of magnitude: - 25% to +75% accuracy

So, if -5% to +10% variation is allowable, only 29 - 31 days fits that criterion.

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Reference: PMstudy.com comments

Correct Answer: # 1

Question: In any project there are deliverables that need to be produced. These deliverables are produced during
the executing phase as the team carries out their assigned activities. During the planning phase, you wish to identify
and document the specific actions to be performed to produce the deliverables. This is done as part of:

1. Define Activities
2. Decomposition
3. Define Scope
4. Sequence Activities

Justification: Define Activities is the process of identifying and documenting the specific actions to be performed to
produce the project deliverables.

Reference: PMBOK® Guide - Fifth Edition, page 149

Correct Answer: # 3

Question: Critical path method is an important tool for Develop Schedule. In this context, which of the following
statements related to critical path method is NOT correct?

1. Total float can affect the calculated early start and finish dates
2. The flexibility of schedule is facilitated by activity total float
3. Networks can have only one critical path
4. Networks may have multiple near critical paths

Justification: Schedule networks may have multiple near-critical paths.


Reference: PMBOK® Guide - Fifth Edition, page 177

PMstudy.com comments: Networks can have multiple critical and near critical paths.

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Correct Answer: # 1

Question: In your project, you monitor the status of the project to update the project progress. which of the
following techniques would you use?

A. Reserve analysis

B. Project management software

C. Resource optimization techniques

D. Performance reviews

1. B, C and D
2. A, C and D
3. A, B and D
4. A, B and C

Justification: Control Schedule is the process to monitor the status of the project to update project progress and
manage changes to the schedule baseline.

The tools and techniques used in Control Schedule process are performance reviews, project management software,
resource optimization techniques, Modeling techniques, Leads and lags, schedule compression, and scheduling tool.

Reserve analysis is one of the techniques used in Estimate Activity Durations process and not in Control Schedule
process.

Reference: PMBOK® Guide - Fifth Edition, pages 143 (figure 6-1) and 185

Correct Answer: # 3

Question: Since you are in the preliminary stages of your project, you estimate that your project may be completed
in one year. However, the optimistic estimate is 6 months and pessimistic estimate is 18 months. This type of
estimate is also called:

1. Definitive
2. Capital cost
3. Order of magnitude
4. Feasibility

Justification: The different types of estimates are:


Order of Magnitude: -25% to +75%
Budget Estimates: -10% to +25%
Definitive Estimates: -5% to +10%

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Reference: PMstudy.com study notes

Please note that the estimate varies from 1 year - 6 months to 1 year + 6 months (i.e. -25% to +75% variation, we can
call this an Order of Magnitude Estimate)

Correct Answer: # 1

Question: While creating a project schedule, what duration should a milestone have?

1. Zero
2. Duration equal to the phase duration
3. Duration equal to the time required for a particular task to be completed
4. Duration of the complete project till the milestone date

Justification: Milestone is a significant point or event in a project, program, or portfolio.


Reference: PMBOK® Guide - Fifth Edition, page 546

PMstudy.com comments: Since milestones only indicate when a particular task is going to be started or completed,
they will not have any duration, i.e., the duration for milestone is zero.

Correct Answer: # 4

Question: In your project, you wish to estimate the type and quantity of resources required for each activity. Which
of the following techniques will you use for this purpose?

1. Reserve analysis
2. Variance analysis
3. Assumptions analysis
4. Alternatives analysis

Justification: Estimate Activity Resources is the process of estimating the type and quantities of material, people,
equipment, or supplies required to perform each activity. Alternatives analysis is one of the techniques used in the
process.

The techniques specified in the other three options are not used in Estimate Activity Resources process.

Reference: PMBOK® Guide - Fifth Edition, pages 160 and 161 (figure 6-12)

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Correct Answer: # 4

Question: In Estimate Activity Duration process, which of the following is not an assumption?

1. Existing conditions
2. Availability of information
3. Length of the reporting periods
4. Project scope

Justification: Examples of assumptions include, but are not limited to, existing conditions, availability of
information, and length of the reporting periods.

Reference: PMBOK® Guide - Fifth Edition, page 168

Correct Answer: # 2

Question: In your project, you wish to calculate early start and finish dates for each task. For this purpose, which of
the following will you use?

1. ADM
2. CPM
3. GERT
4. CERT

Justification: The critical path method (CPM) calculates the theoretical early start and finish dates, and late start
and finish dates, for all activities without regard for any resource limitations, by performing a forward and backward
pass analysis through the schedule network.

Reference: PMBOK® Guide - Fifth Edition, page 176

PMstudy.com comments: Critical path method (CPM) calculates a single, deterministic early and late start and finish
dates for each activity based on specified sequential network logic and a single duration estimate.

Correct Answer: # 1

Question: In your project, you prefer bar charts over project network diagrams for the purpose of:

1. Making presentations to the middle management


2. Determining the critical path of the project

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3. Determining the start and finish dates for each activity
4. Determining the critical path of the project and start and finish dates for each activity

Justification: Bar charts are relatively easy to read and are frequently used in management presentations.
Reference: PMBOK® Guide - Fifth Edition, page 182

PMstudy.com comments: Milestone charts are used to make presentations to senior management, but bar charts are
usually used to make presentations to middle or junior management.

Correct Answer: # 1

Question: An activity has an optimistic estimate of 10 days, pessimistic estimate of 16 days, and most likely
estimate of 13 days. What is the PERT estimate for the task?

1. 13 days
2. 10 days
3. 16 days
4. Cannot be determined with available information

Justification: In a normal distribution, the PERT duration (also called mean)


= {Pessimistic + (4 x Most Likely) + Optimistic}/6
= {16 + (4 x 13) + 10}/6
= 13

Reference: PMstudy.com study notes

Correct Answer: # 4

Question: Which of the following statements about the creation of duration estimates is incorrect?

1. Mathematical analyses like CPM, GERT, and PERT indicate the dates on which the activity can be scheduled, given resource limits
and other constraints.
2. Duration compression techniques, including fast tracking and crashing can help in decreasing the project schedule.
3. WBS classification allows for useful activity ordering and sorting.
4. The duration of the project is the sum of the duration of all the tasks in the project.

Justification: The duration of the project should be calculated after drawing a network diagram and determining
the critical path. The duration of the project is the length of the critical path and not the sum of the duration of all the
tasks in the project.

Reference: PMstudy.com study notes


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Correct Answer: # 4

Question: You are in the process of developing the project schedule to determine start and finish dates for project
activities. Which of the following tools would NOT be used for this purpose?

1. Critical path method


2. Schedule compression
3. Scheduling tool
4. Schedule baseline

Justification:

Develop Schedule is the process of analyzing activity sequences, durations, resource requirements and schedule
constrains to create the project schedule.

Schedule baseline is an output for this process. The tools and techniques specified in the other options are used in
the Develop Schedule process.

Reference: PMBOK® Guide - Fifth Edition, page 173, figure 6-16

Correct Answer: # 4

Question: You are the project manager in the public works department, which awards contracts for constructing
roads. Before selecting the sellers, you must advertise in local newspapers. This is an example of:

1. Best practices in the industry


2. External dependency
3. Discretionary dependencies
4. Mandatory dependencies

Justification: Mandatory dependencies are those that are contractually required or inherent in the nature of the
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work. Mandatory dependencies often involve physical limitations, such as on a construction project where it is
impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a
prototype must be built before it can be tested.

Reference: PMBOK® Guide - Fifth Edition, page 157

PMstudy.com comments: The use of "must" in the sentence suggests that this is a mandatory dependency.

Correct Answer: # 4

Question: Based on the following, construct a project schedule network diagram and determine the duration of the
critical path.

Your project has a total of five tasks. At the beginning of the project you can simultaneously begin tasks A and C.
Task A has a duration of 3 days, and task C has a duration of 4 days. When task A completes, task B can begin.
Task B has a duration of 5 days. Task C is followed by task D, which is estimated at 6 days. Once task B is done, you
can start task E. The duration of task E is 4 days. Task D is a predecessor to Task E. What is the duration of the
critical path?

1. 12 days
2. 15 days
3. 18 days
4. 14 days

Justification: The project schedule network diagram can be represented as shown below.

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Reference: PMstudy.com comments

Correct Answer: # 4

Question: Please refer to the diagram below:

What is the slack for Task 2?

1. 3 days
2. 2 days
3. - 4 days
4. 4 days

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Justification: The two paths for this project are:
Task 1→ Task 2→ Task 5

Task 1→ Task 3→ Task 4→ Task 5

The lengths of the paths are:

Task 1→ Task 2→ Task 5 : 17 days

Task 1→ Task 3→ Task 4→ Task 5 : 21 days

So, the critical path is of 21 days duration.

Slack in Task 2
= 21 - 17 days
= 4 days

Reference: PMstudy.com study notes

Correct Answer: # 3

Question: The Trustees of a Race Track have appointed you as the Project Manager for a $400 million
redevelopment project. They expect the project to be completed before the Race Date exactly 3 Years from Project
Start Date. Which of the following parameters will help in determining the probability of finishing on time?

1. PERT value
2. CPM
3. Standard deviation
4. Variance

Justification: Standard deviation is a measure that determines the probability of getting a result.
Hence, it is a good indicator of the probability of completing the task on time.

Reference: PMstudy.com study notes

Correct Answer: # 2

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Question: You are responsible for Quality Audit in an Ongoing Project. The Audit has an optimistic estimate of ten
days, pessimistic estimate of sixteen days, and most likely estimate of thirteen days. Assuming a normal distribution,
what is the probability that the Audit will be completed within 10 to 16 days?

1. 99.99 %
2. 99.73 %
3. 95.46 %
4. 68.26%

Justification: Please refer to the following Six Sigma exhibit:

In a normal distribution, the PERT duration (also called mean)


{Pessimistic + (4* Most Likely) + Optimistic} / 6
= {16 + (4 * 13) + 10}/6
= 13 days

1 Standard Deviation (sigma)


= (Pessimistic - Optimistic) / 6
= (16 - 10) / 6
= 1 day

If the task has to be completed within 10 days to 16 days, then the probability of completion within the time frame is
99.73% (3 sigma) as shown in the Six Sigma exhibit.

Reference: PMstudy.com study notes

Correct Answer: # 4

Question: Of the following documents, all of which are updated during the Control Schedule process, which is NOT
a part of the project management plan?

1. Schedule baseline

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2. Cost baseline
3. Schedule management plan
4. Schedule data

Justification: Elements of the project management plan that may be updated include, but are not limited to,
schedule baseline, schedule management plan, and cost baseline. Schedule data is the project document that gets
updated as an output to the Control Schedule process.

Reference: PMBOK® Guide - Fifth Edition, page 191

PMstudy.com comments: Schedule data is a project document, but all baselines/plans are part of the project
management plan.

Correct Answer: # 2

Question: Please refer to the diagram below:

Task 1→ Task 3→ Task 4→ Task 5 is the critical path. What is the late finish date for Task 2?

1. 15 days
2. 17 days
3. 13 days
4. 3 days

Justification: The length of the critical path is: (3 + 6 + 8 + 4) = 21 days.


So, the late finish for Task 2
= Critical path - time for Task 5
= 21 - 4 = 17 days

Reference: PMstudy.com comments

Correct Answer: # 1

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Question: Critical chain is a schedule network analysis technique that modifies the project schedule to account for
limited resources. In this context, the non-work schedule activities that are added in the critical chain method to
manage uncertainty are referred to as:

1. Duration buffers
2. Resource leveling
3. Reverse resource leveling
4. Crashing

Justification: The critical chain method adds duration buffers that are non-work schedule activities to manage
uncertainty.

Reference: PMBOK® Guide - Fifth Edition, page 178

Correct Answer: # 1

Question: In which of the following processes is decomposition used as a tool?

1. Define Activities
2. Sequence Activities
3. Estimate Activity Resources
4. Estimate Activity Durations

Justification: Decomposition is a tool used in the Define Activities process.


Reference: PMBOK® Guide - Fifth Edition, page 143, figure 6-1

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Correct Answer: # 2

Question: Activity attributes extend the description of the activities in the activity list. Which of the following require
activity attributes as input?

A. Sequence Activities
B. Define Activities
C. Estimate Activity Resources
D. Estimate Activity Durations

1. B, C and D
2. A, C and D
3. A, B and D
4. A, B and C

Justification: Activity attributes are outputs from the Define Activities process and inputs for Sequence Activities,
Estimate Activity Resources, Estimate Activity Durations, and Develop Schedule processes.

Reference: PMBOK® Guide - Fifth Edition, page 143 (figure 6 - 1)

PMstudy.com comments: Activity List and Activity attributes are created in the Define Activities process.

Correct Answer: # 3

Question: You are the project manager on a Software Creation Project. If the number of critical paths in the project
increases, but the duration of the project remains the same, what should the project manager do?

1. Perform crashing to complete project on time


2. Fast track the project
3. Perform additional risk planning
4. Decrease the scope of the project

Justification: If the number of critical paths increases in the project, delay in any one of the critical paths has the
potential to delay the project. The risk of the project (in meeting the project schedule) increases; hence additional risk
planning has to be performed.

Reference: PMstudy.com comments

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Correct Answer: # 3

Question: Control Schedule is the process of monitoring the status of the project to update project progress and
managing changes to the schedule baseline. During this process, you undertake various activities that allow you to
identify any changes, or potential changes to the project schedule. In this context, which of the following is NOT true
about the Control Schedule process?

1. Project manager determines the current status of the project schedule


2. Project manager influences the factors that create schedule changes
3. Project manager takes the anticipated changes through the change control process.
4. Project manager manages the actual schedule changes as they occur

Justification: The Control Schedule process is concerned with determining the current status of the project
schedule, influencing the factors that create schedule changes, determining if the project schedule has changed, and
managing the actual changes as they occur.

Reference: PMBOK® Guide - Fifth Edition, page 186

PMstudy.com comments: The Project Manager will take actual (not anticipated) identified changes through the
change control process. The Project Manager cannot approve all changes to the schedule. They must be approved
by the appropriate stakeholders, as designated in the change control procedures.

Correct Answer: # 3

Question: In your project, you need to determine how each task is related to other tasks. This will ultimately help
you develop the schedule for the project. In which process will you determine these relationships?

1. Define Activities
2. Estimate Activity Durations
3. Sequence Activities
4. Develop Schedule

Justification: Sequence Activities is the process of identifying and documenting relationships among the project
activities.

Reference: PMBOK® Guide - Fifth Edition, page 153

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Correct Answer: # 2

Question: You are the project manager on a research project. You have received the news that your shipment of
supplies will be delayed by two weeks due to bad weather. What will be your FIRST step?

1. Fast track the project to ensure that the project schedule is not delayed.
2. Determine how much float is available in that task.
3. Try to get additional supplies from an alternate location as soon as possible.
4. Take corrective action to minimize the impact of delay.

Justification: Before you take corrective measures, determine the impact of the delay in shipment. For example, if
the task has 3 weeks float, you need not resort to options 1, 3, or 4.

Reference: PMstudy.com comments

Correct Answer: # 3

Question: A project manager intends to identify and document interactivity dependencies. Which of the following
inputs can the project manager use for this purpose?

A. Project scope statement


B. Activity list
C. Project schedule
D. Activity attributes

1. B, C and D
2. A, C and D
3. A, B and D
4. A, B and C

Justification: Activity list, activity attributes, milestone list, project scope statement are some of the inputs for the
Sequence Activities process.

Reference: PMBOK® Guide - Fifth Edition, page 153 (figure 6-7)

PMstudy.com comments: Project schedule is an output of the Develop Schedule process.

Correct Answer: # 1

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Question: In your project, you wish to include certain significant events in the milestone list for the project based on
historical information. Such milestones are:

1. Optional
2. Mandatory
3. Statutory
4. Authorized

Justification: A milestone list identifies all milestones and indicates whether the milestone is mandatory, such as
those specified by contract, or optional, such as those based upon historical information.

Reference: PMBOK® Guide - Fifth Edition, page 153

Correct Answer: # 4

Question: In the Control Schedule process, changes to project schedule can result in change requests to:

1. Schedule baseline
2. Components of project plan
3. Activity attributes
4. Schedule baseline and/or components of project plan

Justification: Schedule variance analysis along with review of progress reports, results of performance measures
and modifications to the project scope or project schedule may result in change requests to the schedule baseline,
and/or to other components of the project plan.

Reference: PMBOK® Guide - Fifth Edition, page 191

Correct Answer: # 3

Question: You are the project manager overseeing construction of a resort on prime oceanfront property in New
York. When you estimate costs for your project, you should also closely coordinate that with:

1. Define Activities
2. Estimate Activity Durations
3. Estimate Activity Resources
4. Sequence Activities

Justification: The Estimate Activity Resource process is closely coordinated with the Estimate Costs process.
Reference: PMBOK® Guide - Fifth Edition, page 162
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Correct Answer: # 2

Question: As the project manager of a project intended to mask stench from a gas pipeline, you create the
following Network Schedule Diagram (duration in weeks):

What is the effect on the project if the duration of task J is increased to 9 weeks?

1. No effect since task J is not on the critical path


2. Risk of the project will further increase
3. The overall time-frame required to complete the project will increase by 1 week
4. Project has to be fast tracked or crashed to prevent delay

Justification: Please refer to the following diagram and calculation:

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If the duration of task J is increased by 1 week, Start→ G→ I→ J→ End = 23 weeks; this also lies on the critical path
(23 weeks).

Since there are 3 critical paths now, a delay in any of the critical paths will delay the overall project; this increases the
overall risk to the project.

Reference: PMstudy.com study notes

Correct Answer: # 1

Question: You are a project manager working on a $3 billion plan to revitalize unused parts of a city. You are in
charge of building an Observation deck/Topiary garden. You have created the following diagram (duration in weeks):

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What is the slack of task G?

1. 0 weeks
2. 1 week
3. -1 week
4. Cannot be determined

Justification: Please refer to the following diagram and calculation that follows it:

START→ G→ I→ C→ D→ END: 23 weeks lies on the critical path.


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So, slack of task G = 0

Reference: PMstudy.com comments

Correct Answer: # 3

Question: You are a principal at an architecture firm which has made you the Project Manager in charge of
building four new apartment and office towers on a larger waterfront construction. The project has a critical path of
twenty-three weeks. What is the impact on the duration of the critical path if the management wants you to complete
the project in twenty weeks?

1. Increases by three weeks.


2. Decreases by three weeks.
3. Remains the same.
4. Cannot be determined.

Justification: Duration of critical path = 23 weeks

If the management wants to complete the project in twenty weeks, then the project float will be: 20 - 23 = -3 weeks
The project float compares the critical path with an externally imposed date and may be negative. You may be forced
to fast track or perform crashing to ensure that the project is completed on time as required by the management.

There will be no change to the critical path.

Reference: PMstudy.com comments

Correct Answer: # 3

Question: You are a Project Manager in charge of building a school that will open next month in the middle of a
state-funded housing project. In your project, you are reviewing and maintaining realistic start and finish dates for
project activities. This should be done as part of:

1. Sequence Activities
2. Estimate Activity Durations
3. Develop Schedule
4. Define Activities

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Justification: Developing an acceptable project schedule is often an iterative process. It determines the planned
start and finish dates for project activities and milestones. Schedule development can require the review and revision
of the duration estimates and resource estimates to create an approved project schedule that can serve as a baseline
to track progress.

Reference: PMBOK® Guide - Fifth Edition, page 174

Correct Answer: # 4

Question: You are the managing a complicated ERP implementation project. The following provides information
about one activity: deployment in your project:

Early Start (ES): 25 days


Late Start (LS): 30 days
Early Finish (EF): 50 days
Late Finish (LF): 55 days

Based on this information, you can deduce that:

1. The task is on the critical path.


2. The project may get delayed.
3. The project float is 5 days.
4. The task is not on the critical path.

Justification:
Option 4: This is the correct option, as the task is not on the critical path.

Option 1: Since LS - ES = LF - EF = 5 days, the task has a slack of 5 days; hence this task cannot be on the critical
path

Option 2: There is no information in the question that suggests that the project may get delayed,

Option 3: The project float is the amount of time a project can be delayed without delaying the externally imposed
date. Since the externally imposed date is not mentioned, we cannot determine the project float.

Reference: PMstudy.com study notes

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Correct Answer: # 4

Question: You are a project manager in a construction company specializing in fabrication of steel parts for
bridges. One of your tasks includes "building the steel deck," for which some standardized partially completed
schedule network diagram documents are available. These documents provide a detailed structure helping in the
creation of project network diagrams and are examples of:

1. Conditional diagramming method


2. PERT
3. System dynamics
4. Templates

Justification:

Templates are a partially complete document in a predefined format that provides a defined structure for collecting,
organizing, and presenting information and data.

Reference: PMBOK® Guide - Fifth Edition, page 564

Correct Answer: # 2

Question: You are managing the construction project of a highway overpass. The project is critical, and must stay
on schedule in order to not cause delays in subsequent projects being planned. Your sponsor has placed a lot of
pressure on you to ensure that you do a good job of planning the schedule for this project so it can be submitted to
the project managers of those subsequent projects to be taken into account during their planning processes. You
would like to use the best practices in the road construction industry to help you in your project. Which of the following
tools of Sequence Activities process are based on these best practices?

1. Mandatory dependencies
2. Discretionary dependencies
3. Industry norms
4. Best Practice standards for ISO 9001 certification

Justification: Discretionary dependencies are established based on the knowledge of best practices within a
particular application area or some unusual aspect of the project where a specific sequence is desired, even though
there may be other acceptable sequences. Discretionary dependencies should be fully documented, since they can
create arbitrary total float values and can limit later scheduling options.

Reference: PMBOK® Guide - Fifth Edition, page 158

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Correct Answer: # 1

Question: In your project, your team is identifying which dependencies are discretionary during the process of
sequencing the activities. Discretionary dependencies are sometimes referred to as:

1. Soft logic
2. Hard logic
3. Mandatory logic
4. Optional dependency

Justification: Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft
logic.

Reference: PMBOK® Guide - Fifth Edition, page 158

Correct Answer: # 3

Question: During the Sequence Activities process, you realize that several tasks have conditional branches (e.g., a
design update is only needed if the inspection detects errors). For this purpose, you may use Precedence
diagramming method (PDM), which is also referred to as:

1. GERT
2. AOA
3. AON
4. Conditional diagramming methods

Justification: Precedence diagramming method is also called Activity-On-Node (AON).

Reference: PMBOK® Guide - Fifth Edition, page 156

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Correct Answer: # 4

Question: While preparing the schedule for the project activities, you find that there is very limited information on
activity durations; so you wish to use the actual duration of a previous, similar activity as a basis for estimating future
activity. Which estimating tool do you use?

1. Three-point estimates
2. Parametric estimating
3. Quantitative estimating
4. Analogous estimating

Justification: Analogous estimating uses parameters such as duration, budget, size, weight, and complexity, from
a previous, similar project, as the basis for estimating the same parameter or measure for a future project. Analogous
duration estimating is frequently used to estimate project duration when there is a limited amount of detailed
information about the project, for example, in the early phases of a project. Analogous estimating uses historical
information and expert judgment.

Reference: PMBOK® Guide - Fifth Edition, page 169

Correct Answer: # 2

Question: Your current project has very limited information on activity durations. You wish to use the actual
duration of a previous, similar activity as a basis for estimating the current activity duration. Once you have estimated
the durations for the activities on the project, what would be your next step?

1. Create an activity list.


2. Calculate early and late start and finish dates for the unfinished project activities.
3. Conduct performance reviews to determine variances.
4. Subdivide project work packages into smaller more manageable components for better management control.

Justification: If you are working on a project, which has very limited information, then when estimating durations
you should use the actual duration of previous, similar projects as the basis for estimating the duration of the current
project. This is done as part of Estimate Activity Durations. Once we estimate the duration of the project, we should
calculate the early and late start and finish dates.

Estimate Activity Durations process will be followed by Develop Schedule process, wherein one of the tools and
techniques used is schedule network analysis (which employs various analytical techniques to calculate early and
late start and finish dates for the uncompleted portion of project activities). The correct answer is option 2.

Please note option 1 refers to Define Activities process which has been performed earlier. Option 3 refers to Control
Schedule process which is done during Monitoring and Controlling process. Option 4 refers to Create WBS process
which has been done earlier.
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Reference: PMstudy.com comments

Correct Answer: # 1

Question: Your bank is launching an advertisement campaign for a new product. You have been instructed by the
project sponsor to complete some milestones with the available skilled resources. From a project management
perspective, this is:

1. Constraint
2. Assumption
3. Discretionary dependency
4. Mandatory dependency

Justification: Examples of constraints include, but are not limited to: available skilled resources, and contract
terms and requirements.

Reference: PMBOK® Guide - Fifth Edition, page 168

Correct Answer: # 2

Question: You are defining a distribution of possible activity durations for each schedule activity and calculating a
distribution of possible outcomes for the total project. This technique is known as

1. Resource leveling
2. Monte Carlo Analysis
3. Critical chain method
4. Critical path method

Justification: Monte Carlo Analysis is a technique in which a distribution of possible activity durations is defined for
each activity and used to calculate distribution of possible outcomes for the total project.

Reference: PMBOK® Guide - Fifth Edition, page 180

Correct Answer: # 4

Question: In your project, you have found that a deviation from the schedule baseline has occurred. You want to
determine the reason and level of variance relative to the schedule baseline so that corrective action can be taken.

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Which of the following tools would you use for this purpose?

1. Scheduling tool
2. Performance reviews
3. What-If Scenario analysis
4. Project Management Software

Justification: Project management software for scheduling provides the ability to track planned dates versus
actual dates, to report variances to and progress made against the baseline, and to forecast the effects of changes to
the project schedule model.

Reference: PMBOK® Guide - Fifth Edition, page 189

Correct Answer: # 4

Question: Which of the following items is not included in schedule data?

1. Order and delivery schedules


2. Cash-flow projections
3. Resource histograms
4. Cost baseline

Justification: Schedule data could include such items as resource histograms, cash-flow projections, and order
and delivery schedules.

Reference: PMBOK® Guide - Fifth Edition, page 184

PMstudy.com comments: Cost baseline is an output of Estimate Budget process

Correct Answer: # 4

Question: A major difference between decomposition in the context of Define Activities process as compared to
decomposition in the context of Create WBS process is that:

1. The final output of Define Activities process using decomposition is defined as work packages and the final output of Create WBS
process using decomposition is defined as deliverables
2. The final output of Define Activities process using decomposition is defined as activities, and the final output of Create WBS process
using decomposition is defined as control accounts
3. The final output of Define Activities process using decomposition is defined as deliverables and the final output of Create WBS process
using decomposition is defined as activities
4. The final output of Define Activities process using decomposition is defined as activities, and the final output of Create WBS process

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using decomposition is defined as deliverables

Justification: The Define Activities process defines the final outputs as activities rather than deliverables, as done
in the Create WBS process.

Reference: PMBOK® Guide - Fifth Edition, page 151

PMstudy.com comments: Option 4: The statement is true - the activity list is got through decomposition of work
packages.

Correct Answer: # 3

Question: Which of the following statements about the activity list produced as an output from the Define Activities
process is incorrect?

1. The activity list must include all activities that will be performed on the project
2. The activity list should include descriptions of major activities in sufficient detail
3. The activity list should include activity duration estimates and scope of work description for each activity
4. The activity list is obtained through decomposition of work packages.

Justification: The activity list is a comprehensive list that includes all schedule activities required on the project.
The activity list also includes the activity identifier and a scope of work description for each activity in sufficient detail.

Reference: PMBOK® Guide - Fifth Edition, page 152

PMstudy.com comments: Option 3: Activity duration estimates are prepared later on in the Estimate Activity Durations
process.

Correct Answer: # 3

Question: Assuming that the critical path of your project has duration of ten days, which of the following cannot
affect the project timelines?

1. If the project has one critical path and you are able to decrease the duration of the critical path by one day by using a new tool.
2. If the project has one critical path and you have to increase the duration of the critical path by one day due to delays.
3. If the project has two critical paths and you are able to decrease the duration of one critical path by one day by using a new tool.
4. If the project has two critical paths and you have to increase the duration of one critical path by one day due to delays.

Justification:
Option 1: This will decrease the duration of the project by 1 day because the critical path decreases by 1 day.

Option 2: This will increase the duration of the project by 1 day, because the critical path increases by 1 day.

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Option 3: This will not decrease the duration of the project. This is because even if one critical path is decreased by
one day, the other critical path retains the same duration of 5 days; so the overall duration of the project remains at 5
days.

Option 4: This will increase the duration of the project by one day, because the critical path increases by 1 day.

Reference: PMstudy.com comments

Correct Answer: # 4

Question: Which of the following is NOT an organizational process asset that could influence the Estimate Activity
Durations process?

1. Historical duration information


2. Project calendars
3. Scheduling methodology
4. Organization culture and systems

Justification: The organizational process assets that can influence the Estimate Activity Durations process include
but are not limited to: historical duration information, project calendars, scheduling methodology, and lessons learned.

Reference: PMBOK® Guide - Fifth Edition, page 169

PMstudy.com comments: Organization culture and systems are enterprise environmental factors and not
organizational process assets.

Correct Answer: # 2

Question: Your project SPI is 0.86, and the management has recommended that you should fast track the project.
You agree with the management, but caution them that fast-tracking could:

1. Facilitate duration compression


2. Increase risk
3. Ensure activities are done in parallel, which would normally be done in sequence
4. Help shorten the project schedule without changing the project scope

Justification: Fast-tracking may result in rework and increased risk.


Reference: PMBOK® Guide - Fifth Edition, page 181

PMstudy.com comments:
Since increase in risk is a negative outcome of fast-tracking, you should caution your management about the
increased risk. All the other options are benefits of fast-tracking.

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Correct Answer: # 3

Question: In your project, you wish to monitor the status of the project to update project progress and manage
changes to the schedule baseline. Which of the following will you use for this purpose?

1. Schedule network analysis


2. Pareto diagram
3. Performance reviews
4. Dependency Determination

Justification: `Performance reviews` is a technique used in Control Schedule process. It measures, compares,
and analyzes schedule performance.

Reference: PMBOK® Guide - Fifth Edition, pages 185 (figure 6-22) and 188

PMstudy.com comments:

Option 1 (Schedule Network Analysis) is used in Develop Schedule


Option 2 (Pareto Chart) is used in Control Quality
Option 4 (Dependency Determination) is used in Sequence Activities

Correct Answer: # 1

Question: While creating a network diagram, you wish to identify those activities that can be done in parallel where
initiation of the successor activity depends on the initiation of the predecessor activity. Which diagramming method
should you use for this purpose?

1. PDM
2. Schedule network analysis
3. Simulation
4. ADM

Justification: PDM (Precedence diagramming method) includes... start-to-start - the initiation of the successor
activity depends upon the initiation of the predecessor activity.

Options 2, 3, and 4 are not used in the Sequence Activities process.

Reference: PMBOK® Guide - Fifth Edition, page 156

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Correct Answer: # 1

Question: In PDM, which precedence relationship type is most commonly used?

1. FS (Finish to Start)
2. FF (Finish to Finish)
3. SS (Start to Start)
4. SF (Start to Finish)

Justification: In PDM, finish-to-start (FS) is the most commonly used type of precedence relationship.
Reference: PMBOK® Guide - Fifth Edition, page 157

Correct Answer: # 4

Question: You are managing a major software project that will span 4 years, and consist of multiple phases. As the
project manager you need to determine the type and quantities of material, people, equipment, or supplies required to
perform each activity. You may then create a hierarchical depiction of this information by resource category and type.
This will be done during:

1. Acquire Project Team


2. Develop Human Resource Plan
3. Develop Schedule
4. Estimate Activity Resources

Justification: Estimate Activity Resources is the process of estimating the type and quantities of resources,
material, people, equipment, or supplies required to perform each activity.

Reference: PMBOK® Guide - Fifth Edition, page 160

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Correct Answer: # 1

Question: It is estimated that 6 resources are needed to complete a certain task requiring 240 hours of work in 5
days, given that 1 resource can work 40 hours in 5 days. Which technique is used to arrive at this estimate?

1. Parametric estimating
2. Three-point estimates
3. Reserve analysis
4. Analogous estimating

Justification: Parametric estimating uses a statistical relationship between historical data and other variables to
calculate an estimate for activity parameters such as cost, budget, and duration. Activity durations can be
quantitatively determined by multiplying the quantity of work to be performed by labor hours per unit of work.

Reference: PMBOK® Guide - Fifth Edition, page 170

Correct Answer: # 2

Question: You are managing a project relocating an old stadium and creating a train station in its place. Your
project has the following duration estimates for three activities:

Activity Most likely Optimistic Pessimistic


Activity 1 9 days 5 days 13 days
Activity 2 9 days 4 days 14 days
Activity 3 9 days 6 days 12 days

Which activity has the highest risk?

1. Activity 1
2. Activity 2
3. Activity 3
4. All three activities have the same risk, because the most likely estimate for the three activities is the same

Justification:

These three activities are examples of three-point estimates. Activity 2 has the most risk, because the difference

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between the optimistic and pessimistic estimate is maximum in this activity.

Please note that the risk or uncertainty increases when there is greater difference between the optimistic and
pessimistic estimates.

Reference: PMstudy.com comments

Also, please refer to PMBOK® Guide - Fifth Edition, page 170 for details on three-point estimates.

Correct Answer: # 2

Question: You have asked your programmer to give you an estimate of how long she will take to complete a
software program. She mentions that she would most probably get the job finished in 2 hours. But if she runs into
some issues with doing unit-testing for the program, it could take her as long as 7 hours. On the other hand, she may
be able to pick up a similar program from the organization process assets, in which case it will take her only 1 hour.
What is the standard deviation?

1. 2 hours
2. 1 hour
3. 3 hours
4. Cannot be determined from the provided information

Justification: Standard Deviation = (Pessimistic - Optimistic)/6 = (7 - 1)/6 = 1


Reference: PMstudy.com comments

Correct Answer: # 3

Question: In your project, you are behind schedule by 2 months, and you are under-budget by $ 50,000. In this
context, your best course of action will be to:

1. Talk with your sponsor to take some non-critical activities out of the project schedule
2. Develop a new WBS
3. Crash the project
4. Fast track the project

Justification: Crashing: A schedule compression technique in which cost and schedule tradeoffs are analyzed to
determine how to obtain the greatest amount of compression for the least incremental cost. Crashing does not always
produce a viable alternative and may result in increased risk and/or cost.

Reference: PMBOK® Guide - Fifth Edition, page 181

PMstudy.com comments: Since the project is delayed, and we are under-budget, we have funds and so we can crash
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the project to make up for the delay in project schedule.

Option 1: This is an extreme response and we have already committed to a certain amount of tasks to be completed.
Option 2: This may not be feasible to do, because requirements are already defined and agreed upon through the
WBS.
Option 4: Fast tracking the project will increase risks and given that we are under-budget, we would not be required to
take these unnecessary risks.
The best alternative is to crash the project.

Correct Answer: # 1

Question: The project customer and project sponsor have requested for the addition of a new feature to your
project deliverable. This request is approved by the change control board. The change will result in delay of project by
2 months and a cost increase of $ 1 million. What should you do NEXT?

1. Re-baseline the project scope, cost, and time


2. Get approval from all your project team members
3. Try to prevent this change, since you think it is unnecessary
4. Issue a change request

Justification: In this context, the next step to take is to re-baseline the project scope, cost, and time.
Option 2: This is not required, since the project funding is not provided by the team members. It is provided by the
sponsor.
Option 3: This is not possible, since the change has already been approved by the change control board.
Option 4: This is not required. This is not what you should do next, because issue of a change request precedes
approval.

Reference: PMstudy.com comments

Correct Answer: # 2

Question:

Please refer to the diagram . This diagram represents which of the following situations?

1. Task A and Task B should be done in parallel


2. Task A and Task B have finish-to-start relationship with 1 day lead
3. Task A and Task B have finish-to-start relationship with 1 day lag

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4. Task A and Task B have finish-to-start relationship with 1 day slack

Justification: This diagram represents a finish-to-start relationship where -1 day means that there is a lead of one
day. Task B can start 1 day before Task A is completed.

Reference: PMstudy.com comments

Correct Answer: # 2

Question:

Please refer to the diagram. Which of the following situations can this diagram represent?

1. Task X (actual work of writing) and Task Z (thinking about what to write) should be done in parallel.
2. Task Z (unit testing the code) should begin 7 days after finishing Task X (writing the code).
3. Task X and Task Z together have 7 days of slack.
4. Task Z (plastering the floor) should begin 7 days after beginning Task X (pouring concrete).

Justification: This is used to depict a finish-to-start relationship where 7 days (positive value) means that there is a
lag or waiting period. Only option 2 talks about a lag where, after completing Task X, we wait for 7 days before
starting work on Task Z.

Please note:
Option 1 shows parallel relationship between the activities and not a lag
Option 3 shows slack and does not describe lag
Option 4 shows start-to-start relationship with a lag

Reference: PMstudy.com comments

Correct Answer: # 1

Question: In your pharmaceutical project, you would like to determine the duration required to complete a schedule
activity. In this context, what should you consider FIRST that will help you in determining the duration estimates?

1. List of activities and activity resource requirements


2. Decomposition and templates
3. Project schedule and schedule baseline

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4. Project scope management plan and project charter

Justification: Estimate Activity Durations process requires that the amount of work effort required to complete the
activity is estimated, and the amount of resources to be applied to complete the activity is estimated; these are used
to approximate the number of work periods (activity duration) needed to complete the activity.

Reference: PMBOK® Guide - Fifth Edition, page 165

PMstudy.com comments:
Option 2: Decomposition and templates are tools, which are required for Define Activities process.
Option 3: Creation of project schedule and schedule baseline will happen in the Develop Schedule process, which
follows Estimate Activity Durations process. Thus, these are not inputs to Estimate Activity Durations process.
Option 4: Project management plan and project charter are not inputs to Estimate Activity Durations process.

Correct Answer: # 3

Question:

In the project network diagram shown below, which of the following tasks will have some float?

1. A
2. E
3. F
4. C

Justification:
Let us calculate the critical path for the diagram:

Different possible paths are:


ABCDH: 3 + 4 + 3 + 3 = 13
ABCGH: 3 + 4 + 2 + 4 = 13
AECDH: 2 + 5 + 3 + 3 = 13
AECGH: 2 + 5 + 2 + 4 = 13
AEFGH: 2 + 2 + 4 + 4 = 12

There are four critical paths, and all the tasks that lie on the critical paths have zero float. Only task F does not lie on
any critical path and has a non-zero float.

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Reference: PMstudy.com comments

Correct Answer: # 4

Question: In your project, the WBS is already created, and you are asking your team members to create a list of
tasks they should do in the project. This information should be contained in the:

1. Schedule Baseline
2. WBS dictionary
3. Task documentation
4. Activity list

Justification: The activity list is a comprehensive list, including all schedule activities required on the project.
Reference: PMBOK® Guide - Fifth Edition, page 152

PMstudy.com comments: The activities (also referred to as tasks) are decomposed from the WBS.

Correct Answer: # 1

Question: Recently, you have replaced the Project manager on a stalled software project. An activity on the critical
path has been delayed by two days. However, when reviewing your project schedule, you determine that you have
another activity with 3 days free float and a third activity with 9 days total float. Assuming that similar resources are
required for all activities in the project, what should you do?

1. Use the resource from the activity with 3 days free float
2. Use the resource from the activity with 9 days total float
3. Try to get an additional resource to complete the delayed activity
4. Use the resources from both the activities

Justification: Free Float. The amount of time that a schedule activity can be delayed without delaying the early
start date of any immediately following schedule activities.

Total Float. The total amount of time that a schedule activity may be delayed from its early start date without delaying

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the project finish date, or violating a schedule constraint. Calculated using the critical path method technique and
determining the difference between the early finish dates and late finish dates.

ReferencePMBOK® Guide - Fifth Edition, page 541 and 565

PMstudy.com comments: Free float affects immediately following activities but total float is the total amount of time
that a schedule activity may be delayed without delaying the project finish date. So, even an activity which has total
float of 9 days could have 1 or 2 days of free float for its successor activity. So, if we choose the activity with 9 days
total float, then the successor activity may be delayed. Hence, it is recommended to choose an activity with 3 days
free float to compensate for the activity which has been delayed by 2 days.

Correct Answer: # 4

Question: Company X has a project to bring food and supplies to ABC country. Once the team arrives, they have
to walk to a small village to deliver the supplies. Getting to the village requires the following:

Transport - 20 Days
Purchase Food - 5 Days
Purchase Supplies - 15 Days
Arrive - 0 Days
Walk to village (200 miles @ 10 miles per day) - 20 Days
Arrive - 0 Days

The team must purchase the food and supplies before they can begin transport, but the food and supplies can be
purchased at the same time. What is the overall project duration if the team realizes their original estimates were
incorrect and they can only complete 25% of the daily estimated walking distance each day?

1. 55 days
2. 60 days
3. 85 days
4. 115 days

Justification: Original Schedule:

Purchase Supplies (15 d) + Transport (20 d) + Walk (20 d) = 55 days

New Schedule:

If the team only completes 25% of the original estimate for "Walk", then it will take 80 days instead of 20 days
(200/2.5 per day or 20 x 4), therefore the new estimate will be 115 days.

Reference: PMstudy.com comments

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Correct Answer: # 2

Question: When referring to inputs for Develop Schedule process, responsibility (i.e., who will perform the work),
activity type (i.e., summary or detailed), and WBS classification are:

1. Constraints
2. Activity attributes
3. Resource pool description
4. Activity duration estimates

Justification: Activity attributes can be used to identify the person responsible for executing the work, geographic
area, or place where the work has to be performed,the project calendar the activity is assigned to , and activity type
such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort.

Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule
activities in various ways within reports.

Reference: PMBOK® Guide - Fifth Edition, page 153

Correct Answer: # 2

Question: Your project will most likely be completed in 10 weeks. At the worst, the project will require 19 weeks,
and if everything goes well, the project will be completed in 7 weeks. What is the PERT estimate for the project?

1. 10 weeks
2. 11 weeks
3. 9 weeks
4. Cannot be determined with the information provided

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Justification: PERT estimate = {Pessimistic + (4* Most Likely) + Optimistic}/6
PERT for this task is : (19 + (4*10) +7)/6 = 11 weeks

Reference: PMstudy.com comments

Correct Answer: # 4

Question: The Schedule Management Plan describes how the project schedule will be developed, monitored, and
controlled. Which of the following is described in the Schedule Management Plan?

1. Resource breakdown structure


2. Team members assigned to participate in schedule development
3. Scheduled activities
4. Variance thresholds for schedule performance

Justification: The Schedule Management Plan can establish the control thresholds for the project, such as
variance thresholds for monitoring schedule performance. These indicate an agreed-upon amount of variation to be
allowed before specific action needs to be taken. Thresholds are usually expressed as allowable percentage
deviations from the schedule baseline.

Option 1: The Resource breakdown structure is created during the Estimate Activity Resources process.

Option 2: Team members are assigned during the Acquire Project Team process in Project Human Resource
Management.

Option 3: Activities are not defined until the Define Activities process

Reference: PMstudy.com comments

Correct Answer: # 2

Question: Project Time Management includes the following processes:

1. Plan Time Management, Define Activities, Estimate Activity Resources, Estimate Activity Durations, Sequence Activities, and Develop
Schedule

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2. Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop
Schedule, and Control Schedule
3. Plan Schedule Management Define Activities, Sequence Activities, Estimate Activity Resources, Develop Schedule, and Control
Schedule
4. Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Create Schedule, and Control
Schedule

Justification: Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources,
Estimate Activity Durations, Develop Schedule, and Control Schedule are the seven processes included in Project
Time Management.

Reference: PMBOK® Guide Fifth Edition, page 141

Correct Answer: # 1

Question: Which schedule management tool or technique is useful for evaluating and determining strategic options
to estimate and schedule the project, including the appropriate methodology, tools, estimating approaches, and
formats that should be used?

1. Analytical techniques
2. Project management software
3. Strategic assessment
4. Expert judgment

Justification: The Plan Schedule Management process may involve choosing strategic options to estimate and
schedule the project such as: scheduling methodology, scheduling tools and techniques, estimating approaches,
formats, and project management software.

Reference: PMBOK® Guide Fifth Edition, page 147

Correct Answer: # 3

Question: The Trustees of a Race Track have appointed you as the Project Manager for a $400 million
redevelopment project. They expect the project to be completed before the Race Date exactly 3 Years from Project
Start Date. Which of the following parameters will help in determining the probability of finishing on time?

1. PERT value
2. CPM
3. Standard deviation
4. Variance

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Justification: Standard deviation is a measure that determines the probability of getting a result.
Hence, it is a good indicator of the probability of completing the task on time.

Reference: PMstudy.com study notes

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