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Free PMI-SP Exam Braindumps (page: 9)

Page 8 of 82
PDF with 326 Questions

Your project has a BAC of $750,000 and is 75 percent complete. According to your plan, however, your project should actually be 80 percent complete. You have spent $575,000 of your project budget to reach this point and you are worried about the project not being able to complete based on your current project budget.
What is the to-complete performance index for this project?

  1. 0.98
  2. -$16,677
  3. 1.07
  4. 0.94

Answer(s): C

Explanation:

The to-complete performance index can be found by using the formula (BAC-EV)/(BAC-AC) for a value of 1.07. The higher the value is from 1, the less likely the project will meet the BAC. 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 A is incorrect. 0.98 is the project's cost performance index.
Answer option D is incorrect. This is the project's schedule performance index.
Answer option B is incorrect. -$16,667 is the project's variance at completion.



You are the project manager of the NHT Project. This project has 12,345 office doors to install throughout a campus. Each of the doors costs the project $456 and requires special hardware to electronically lock and open the doors. You've gathered the project team before they begin the installation for a hands-on training. As a group you and the project team install 50 doors following a checklist of instructions so that every door will be installed exactly the same throughout the campus and with minimal waste. This is an example of what project execution technique?

  1. Preventive action
  2. Defect repair validation
  3. Implemented corrective action
  4. Quality control

Answer(s): A

Explanation:

This is an example of a preventive action as you're working with the team before they install the doors to train them on the installation. The checklist is a quality control tool but the question was asking for a project execution activity. Preventive and corrective actions are part of project execution.
Answer option D is incorrect. Quality control is a controlling and monitoring process, not an executing process.
Answer option B is incorrect. The defect repair validation comes after the project team has corrected an error - something that has not occurred in this instance.
Answer option C is incorrect. Corrective action is a response to something that needs to be corrected in the project.



Your project is forty percent complete though it was scheduled to be fifty percent complete as of today. Management has asked that you report on the schedule variance for your project. If your project has a BAC of $650,000 and you've spent $385,000 to date, what is the schedule variance value?

  1. -$75,500
  2. -$390,000
  3. -$487,500
  4. -$65,000

Answer(s): D

Explanation:

The schedule variance is found by subtracting the planned value from the earned value. The earned value is the percentage of the project completeness multiplied by the BAC. Planned value is the percentage of where the project should be at this time multiplied by the BAC. In this example, EV = 40% of BAC = 260,000, and PV = 50% of BAC = 325,000 SV = 260,000 - 325,000 = - 65,000 Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target. Answer options B, C, and A are incorrect. These are not valid calculations of the schedule variance.



Jim is the project manager for his project. He and his project team are creating their duration estimates for the work packages in the WBS. For each activity, Jim is adding a few hours to the duration estimate in case something goes wrong during the completion of the work activity. Sarah, the project sponsor, does not approve of this and warns Jim of Parkinson's Law.
What is Parkinson's Law?

  1. People will behave based on what their behavior brings them.
  2. As employees do repetitive tasks, duration should decrease.
  3. Work expands to fill the amount of time allotted to it.
  4. An exponential increase labor does not correlate to an exponential decrease in duration.

Answer(s): C

Explanation:

Parkinson's Law states that work expands to fill the amount of time allotted to complete the work. If Jim allows 25 hours for a project team member to complete a 20-hour task, it will likely take the team member 25 hours to do the work.
Answer option A is incorrect. This is a description of the Expectancy Theory.
Answer option B is incorrect. This is a description of the learning curve.
Answer option D is incorrect. This is a description of a portion of the Law of Diminishing Returns.






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