You are working with your project team to control the project schedule. You will need five inputs to this process throughout your project. Which one of the following is an output of the project schedule control, and NOT an input?
Answer(s): D
Work performance measurements are created from the work performance information. WPMs are an output of Control schedule, Control cost, and Control scope processes, which are monitoring and controlling processes. WPMs consist of planned versus actual performance indicators with respect to scope, schedule, and cost. They are documented and communicated to the stakeholders and are used to make project activitymetrics, such as the following:Planned vs. Actual Technical performance and Scope performance Planned vs. Actual Schedule performancePlanned vs. Actual Cost performanceAnswer option A is incorrect. Work performance information is an input to the control schedule process and includes information on projectprogress and activity start and finish information.Answer option C is incorrect. The project management plan is an input to the control schedule process.Answer option B is incorrect. The project schedule is an input to the control schedule process.
You work as the project manager for BlueWell Inc. You are recording the activity status for your project team's performance in the project. Based on the current performance your project is likely to be three months late. What type of communication should be generated based on this performance issue?
A performance report is needed to communicate the variance between planned work and actual work.A performance report is made by the project team detailing activities, milestones, problems, accomplishments, and identified issues.Performance reports are used to report some key information as follows:Current statusScheduled activitiesSignificant accomplishment for the periodForecastsIssuesAnswer option A is incorrect. An issue report is not the best answer for this scenario. Issues are recorded in the issue log and an issue owneris assigned.Answer option B is incorrect. An exceptions report is a tempting answer as this is an exception to the project. PMI does not use thisterminology.Answer option C is incorrect. Variance analysis is the activity of reviewing the variance to determine why it exists.
You are the project manager of the NHQ project. Your project has a budget of $1,258,456 and is scheduled to last for three years. Your project is currently forty percent complete though it should be forty-five percent complete. In order to reach this point of the project, you have spent $525,000. Management needs a performance report regarding the NHQ project. What is the planned value for this project?
Answer(s): A
The planned value is the percent complete that the project should have done. In this instance, it is:Planned value = 45% of $1,258,456=$566,305Answer option B is incorrect. This is the project budget. Answer option D is incorrect. $503,382 is the earned value for this project. Answer option C is incorrect. -$54,044 is the variance at completion for your project.
You are the project manager for the GRT Project in your organization. You have created your time duration estimates based on historical information, but the estimates are not holding true in your current project. Unfortunately, many activities are late. You have decided to create a PERT estimate with your project team for each of their activities. What is the formula used for PERT?
Answer(s): C
PERT uses the formula of (O+4M+P)/6 to predict the duration of the project activities and the overall project schedule.Three-point estimate is a way to enhance the accuracy of activity duration estimates. This concept is originated with the Program Evaluationand 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 scenarioPessimistic (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) / 6Duration estimates based on the above equations (sometimes simple average of the three estimates is also used) provide more accuracy.Answer option A is incorrect. This is not a valid formula. Answer option D is incorrect. This almost describes the three-point estimate, but does not answer the question about PERT.Answer option B is incorrect. This is the formula for the three-point estimate. Note the PERT, while similar, uses 4M and divides the result bysix factors.
Choose and reorder the essential steps required in developing the baseline schedule. Select an item from the right pane. Click button to move the selected item to the left pane. Click button to move the item back to the right pane. Click and buttons to sort the list, if required.
The essential steps required in developing the baseline schedule are as follows:1.Define Milestones.2.Design the Project's Activities.3.Design the Project's Logic.4.Determine the Duration for Each Activity.5.Analyze the Schedule Output.6.Approve the Schedule.7.Baseline the Schedule.8.Maintain the Schedule.
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