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Free PMI-SP Exam Braindumps (page: 6)

Page 5 of 82
PDF with 326 Questions

You work as a project manager for BlueWell Inc. Management has asked you not to communicate performance unless the CPI is less than 0.96 or the SPI dips below 0.98.
What type of report would you create for management, if these instances develop in your project?

  1. Cost variance report
  2. Exceptions report
  3. Performance management report
  4. Schedule variance report

Answer(s): B

Explanation:

The best answer is simply an exception report.

An exception report refers and documents the major mistakes, mishaps, and goofs. In other words, it itemizes the important and critically significant piece of documentation that is vital to the proper and effective functioning of a project. It does not document what has gone right, but rather documents what has gone wrong.
Answer option C is incorrect. A performance management report is not a valid project management report.
Answer option A is incorrect. The question is asked a out cost and schedule so this answer would not be appropriate for both the cost and the schedule.
Answer option D is incorrect. The question is asked about cost and schedule so this answer would not be appropriate for both the cost and the schedule.



You are the project manager of the HQQ Project. Your project is running late by ten percent of where you should be at this time. Management is concerned. Considering that the project has a BAC of $567,899, you are thirty percent complete, and you have spent $179,450.
What is this project's to- complete performance index based on the current BAC?

  1. 1.02
  2. 0.010
  3. 0.75
  4. 0.95

Answer(s): A

Explanation:

This project is not performing well on schedule, but moderately well on costs. The project's TCPI based on the current BAC is 1.02. To-complete Performance Index (TCPI) is the measured projection of the anticipated performance required to achieve either the BAC or the EAC. TCPI indicates the future required cost efficiency needed to achieve a target EAC (Estimate At Complete).Once approved, the EAC supersedes the BAC as the cost performance goal. Any significant difference between TCPI and the CPI needed to meet the EAC should be accounted for by management in their forecast of the final cost. The formula for TCPI is as follows: TCPI = {(BAC- EV)/(BAC-AC)}
Answer option D is incorrect. 0.95 is the project's TCPI value based on the estimate at completion.
Answer option C is incorrect. 0.75 is the project's schedule performance index.
Answer option B is incorrect. 0.010 is not a valid calculation.



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?

  1. Schedule compression
  2. Reserve analysis
  3. Variance analysis
  4. Expert judgment

Answer(s): A

Explanation:

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.



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?

  1. 48
  2. 20o, 45m, 90p
  3. 90
  4. 45

Answer(s): A

Explanation:

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.






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