Order of Magnitude (+- 25% - 50%) Reference: PMBOK Third Edition, Page Number: 150 So the given estimate range falls under Order of Magnitude estimate. 17. You are developing the schedule for your project. Which of the following is NOT a technique used for estimating activity durations? A. Analogous Estimating B. Parametric Estimating C. Three-Point Estimating D. Schedule Network Analysis 17. You are developing the schedule for your project. Which of the following is NOT a technique used for estimating activity durations? A. Analogous Estimating B. Parametric Estimating

1. GDAS PM Professions:
PMP Study Group
Session #5: Time Management
Monique Howard
October 16, 2008
© 2005 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice

2. 1. Please refer to the diagram given below: (all units are in days)
What is the project float if management wants to do this project within ten days?
A. 0 days
B. -4 days
C. 2 days
D. Cannot be determined because information in the question is inconsistent

3. Correct Choice: B (-4 days)
Justification: The different paths possible are as follows:
* Start -> Task1 -> Task2 -> Task3 -> End : 10
* Start -> Task1 -> Task2 -> Task3 -> Task6 -> End : 14
* Start -> Task4 -> Task5 -> Task6 -> End: 13
* Start -> Task4 -> Task5 -> Task3 -> Task6 -> End: 14
* Start -> Task4 -> Task5 -> Task3 -> End: 10
So, the critical path is 14.
If the project has to be completed within 10 days, the project float is - 4 days (i.e 10 - 14)
Please note: A project may have a negative project float. To deal with such conditions, 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 notes as mentioned above

4. 2. All the following are advantages of GERT (Graphical Evaluation and Review
Techniques) as compared with PERT (Project Evaluation and Review Technique)
EXCEPT:
A. Allows looping
B. Allows for dummy tasks
C. Allows branching
D. Allows multiple project end results

5. 2. All the following are advantages of GERT (Graphical Evaluation and Review
Techniques) as compared with PERT (Project Evaluation and Review Technique)
EXCEPT:
A. Allows looping
B. Allows for dummy tasks
C. Allows branching
D. Allows multiple project end results
Correct Choice: B
Justification: Graphical Evaluation and Review techniques are similar to PERT but have the
distinct advantages of allowing for looping, branching, and multiple project end results.
Reference: Project Management - A Systems Approach to Planning, Scheduling and Controlling,
Page Number: 679

6. 3. It is important to identify and document the specific work that is planned to be
performed and also identify deliverables at the work package level. This is done as
part of:
A. Activity Definition
B. Decomposition
C. Scope Definition
D. Activity Sequencing

7. 3. It is important to identify and document the specific work that is planned to be
performed and also identify deliverables at the work package level. This is done as
part of:
A. Activity Definition
B. Decomposition
C. Scope Definition
D. Activity Sequencing
Correct Choice: A
Justification: Activity Definition: Defining the schedule activities involves identifying and
documenting the work that is planned to be performed. The activity definition process will identify
the deliverables at the lowest level in the WBS, which is called the work package.
Reference: PMBOK Third Edition, Page Number: 127

8. 4. In schedule development, mathematical analysis often produces a preliminary early-
start schedule that shows peaks and valleys in the resource requirements. Resource
leveling done to take care of this issue may result in all of the following EXCEPT:
A. Increase in project duration
B. Utilization of weekends, extended hours or multiple shifts
C. Productivity increases by using different technologies and/or methodologies
D. Reduction in project cost

9. 4. In schedule development, mathematical analysis often produces a preliminary early-
start schedule that shows peaks and valleys in the resource requirements. Resource
leveling done to take care of this issue may result in all of the following EXCEPT:
A. Increase in project duration
B. Utilization of weekends, extended hours or multiple shifts
C. Productivity increases by using different technologies and/or methodologies
D. Reduction in project cost
Correct Choice: D
Justification: pmstudy.com comments: As different techniques like crashing, fast tracking,
resource reallocation etc. are being considered for resource leveling, there is a real possibility of
an increase in costs.
Reference: PMBOK Third Edition, Page Number: 147

10. 5. All the following statements regarding the creation of Time Estimates are correct
EXCEPT:
A. Mathematical analysis like CPM, GERT and PERT indicate the dates on which the
activity can be scheduled given resource limits and other constraints.
B. Duration compression techniques including fast tracking and crashing can help in
decreasing the project schedule
C. WBS classification allows for useful activity ordering and sorting.
D. The duration of the project is the sum of the duration of all the tasks in the project.

11. 5. All the following statements regarding the creation of Time Estimates are correct
EXCEPT:
A. Mathematical analysis like CPM, GERT and PERT indicate the dates on which the
activity can be scheduled given resource limits and other constraints.
B. Duration compression techniques including fast tracking and crashing can help in
decreasing the project schedule
C. WBS classification allows for useful activity ordering and sorting.
D. The duration of the project is the sum of the duration of all the tasks in the project.
Correct Choice: D
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 notes as mentioned above

12. 6. A management control point can be placed at selected management points (specific
components at selected levels) of the WBS above the work package level. These control
points can be:
A. Used for rolling wave planning
B. Decomposed further to help in the creation of Work Authorization System
C. Used for planning known work content that does not have detailed schedule activities
D. Used as a basis for planning when associated work packages have not yet been planned

13. 6. A management control point can be placed at selected management points (specific
components at selected levels) of the WBS above the work package level. These control
points can be:
A. Used for rolling wave planning
B. Decomposed further to help in the creation of Work Authorization System
C. Used for planning known work content that does not have detailed schedule activities
D. Used as a basis for planning when associated work packages have not yet been planned
Correct Choice: D
Justification: Control Account : .... A management control point can be placed at selected
management points (specific components at selected levels) of the WBS above the work package
level. These control points are used as a basis for planning when associated work packages have
not yet been planned.
Reference: PMBOK Third Edition, Page Number: 129

14. 7. In your project, some requested changes were generated from the Activity
Definition Process. These changes will be processed through:
A. Activity Change Control System
B. Corrective Action
C. Integrated Change Control System
D. Activity Sequencing

15. 7. In your project, some requested changes were generated from the Activity
Definition Process. These changes will be processed through:
A. Activity Change Control System
B. Corrective Action
C. Integrated Change Control System
D. Activity Sequencing
Correct Choice: C
Justification: Requested changes are processed for review and disposition through the
Integrated Change Control process.
Reference: PMBOK Third Edition, Page Number: 130

16. 8. Please refer to this diagram:
What is the effect on the project if the duration of task J is increased to 9 weeks?
A. No effect since task J is not on the critical path
B. Risk of the project will increase
C. The overall time-frame required to complete the project will increase by 1 week
D. None of the above

17. Correct Choice: B (Risk of the project will increase)
Justification: 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 days).
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 for the project.
Reference: pmstudy.com notes as mentioned above

18. 9. A project has a critical path of twenty-three weeks. What is the impact on the
critical path if the management wants you to complete the project in twenty weeks?
A. Duration of the critical path increases by three weeks.
B. Duration of the critical path decreases by three weeks.
C. Duration of the critical path remains same.
D. Duration of the critical path cannot be determined.

19. 9. A project has a critical path of twenty-three weeks. What is the impact on the
critical path if the management wants you to complete the project in twenty weeks?
A. Duration of the critical path increases by three weeks.
B. Duration of the critical path decreases by three weeks.
C. Duration of the critical path remains same.
D. Duration of the critical path cannot be determined.
Correct Choice: C
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 within the dates required by the management)
But, there will be no change to the critical path.
Reference: pmstudy.com notes as mentioned above

20. 10. You are doing a Monte Carlo Analysis in which you are defining a distribution of
possible activity durations for each schedule activity and calculating a
distribution of possible outcomes for the total project. Monte Carlo analysis is an
example of:
A. Resource Leveling
B. What-if Scenario Analysis
C. Schedule Network Analysis
D. Critical Path Method

21. 10. You are doing a Monte Carlo Analysis in which you are defining a distribution of
possible activity durations for each schedule activity and calculating a
distribution of possible outcomes for the total project. Monte Carlo analysis is an
example of:
A. Resource Leveling
B. What-if Scenario Analysis
C. Schedule Network Analysis
D. Critical Path Method
Correct Choice: B
Justification: What-if Scenario Analysis: ... Simulation involves calculating multiple project
durations with different set of activity assumptions. The most common technique is Monte Carlo
Analysis
Reference: PMBOK Third Edition, Page Number: 146

22. 11. Your project SPI is 0.86 and the management has recommended that you should fast-
track the project. You agree with the management but warn them that fast-tracking
could:
A. Facilitate duration compression
B. Increase risk
C. Ensure activities are done in parallel which would normally be done in sequence
D. Help shorten the project schedule without changing the project scope

23. 11. Your project SPI is 0.86 and the management has recommended that you should fast-
track the project. You agree with the management but warn them that fast-tracking
could:
A. Facilitate duration compression
B. Increase risk
C. Ensure activities are done in parallel which would normally be done in sequence
D. Help shorten the project schedule without changing the project scope
Correct Choice: B
Justification: Fast Tracking can result in rework and increased risk
Reference: PMBOK Third Edition, Page Number: 146
pmstudy.com comments: Since increase in risk is a negative outcome of fast-tracking, you should
warn your management about the increased risk. All the other options are benefits of fast-
tracking.

24. 12. 12. In schedule development, you create a distribution of probable results for each
activity and use it to calculate the distribution of probable results for the total
project. The technique that you are using is:
A. What-if Analysis
B. Mathematical Analysis
C. Monte Carlo Analysis
D. Resource Leveling Heuristic

25. 12. In schedule development, you create a distribution of probable results for each
activity and use it to calculate the distribution of probable results for the total
project. The technique that you are using is:
A. What-if Analysis
B. Mathematical Analysis
C. Monte Carlo Analysis
D. Resource Leveling Heuristic
Correct Choice: C
Justification: Simulation involves calculating multiple project durations with different sets of
activity assumptions. The most common technique is called Monte Carlo Analysis, in which a
distribution of probable results is defined for each activity and is used to calculate a distribution of
probable results for the whole project.
Reference: PMBOK Third Edition, Page Number: 146

26. 13. You are going to make a presentation on the project to the senior management. In this
context, the difference of a milestone chart as compared with a bar chart when making
presentations is that unlike bar charts, milestones:
A. Show activity start and end dates
B. Show dependencies among tasks
C. Only identify the scheduled start or completion of major deliverables, and not all the
tasks
D. Show supporting details

27. 13. You are going to make a presentation on the project to the senior management. In this
context, the difference of a milestone chart as compared with a bar chart when making
presentations is that unlike bar charts, milestones:
A. Show activity start and end dates
B. Show dependencies among tasks
C. Only identify the scheduled start or completion of major deliverables, and not all the
tasks
D. Show supporting details
Correct Choice: C
Justification: Milestone charts (see Figure 6-10) are similar to bar charts, but only identify the
scheduled start or completion of major deliverables and key external interfaces.
Reference: PMBOK Third Edition, Page Number: 149

28. 14. Please refer to the figure below:
If these three tasks (i.e. Task A, Task B, Task C) are not part of the critical path of a project,
what is the PERT estimate for the duration of the project?
A. 22.5
B. 10.33
C. 32
D. Cannot be determined

29. Correct Choice: D
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 notes as mentioned above

30. 15. In your project, you are in the process of creating an activity list. This should
contain all the following EXCEPT:
A. Activities that are not required as part of the project scope
B. Activities that are to be performed as part of the project
C. Activity identifiers and scope of work descriptions for each schedule activity
D. Activities that are required as part of the project scope

31. 15. In your project, you are in the process of creating an activity list. This should
contain all the following EXCEPT:
A. Activities that are not required as part of the project scope
B. Activities that are to be performed as part of the project
C. Activity identifiers and scope of work descriptions for each schedule activity
D. Activities that are required as part of the project scope
Correct Choice: A
Justification: The activity list does not include any schedule activities that are required as
part of the project scope.
Reference: PMBOK Third Edition, Page Number: 129

32. 16. Since you are in the preliminary stages of your project, you estimate that your
project will last one year. However, an optimistic scenario is that it will get over
within six months and a pessimistic scenario is eighteen months. This kind of
estimate is also called:
A. Definitive
B. Capital Cost
C. Order of Magnitude
D. Feasibility

33. 16. Since you are in the preliminary stages of your project, you estimate that your
project will last one year. However, an optimistic scenario is that it will get over
within six months and a pessimistic scenario is eighteen months. This kind of
estimate is also called:
A. Definitive
B. Capital Cost
C. Order of Magnitude
D. Feasibility
Correct Choice: C
Justification: The classes of estimates and their accuracy % is as follows:
* Definitive (+- 5%)
* Capital Cost (+- 10% - 15%)
* Appropriation ( +- 15% - 25%)
* Feasibility (+_ 25% - 35 %)
* Order of Magnitude ( > +- 35%)
Reference: Project Management - A Systems Approach to Planning,
Scheduling and Controlling, Page Number: 745

34. 17. If you are calculating an early start and early finish for each task, you are using:
(choose the best answer)
A. PERT
B. CPM
C. GERT
D. PDM

35. 17. If you are calculating an early start and early finish for each task, you are using:
(choose the best answer)
A. PERT
B. CPM
C. GERT
D. PDM
Correct Choice: B
Justification: The critical path method calculates the theoretical early start and finish dates,
and the late start and finish dates, for all schedule activities without regard for any resource
limitations, by performing a forward pass analysis and a backward pass analysis through the
project schedule network paths.
Reference: PMBOK Third Edition, Page Number: 145
pmstudy.com comments: Critical Path Method(CPM) calculates a single, deterministic early
and late start and finish date for each activity based on specified, sequential network logic and a
single duration estimate.

36. 18. Float is the amount of time an activity can be delayed without delaying the project
finish date. It can also be called:
A. Slack
B. Total Float
C. Path Float
D. Critical Path

37. 18. Float is the amount of time an activity can be delayed without delaying the project
finish date. It can also be called:
A. Slack
B. Total Float
C. Path Float
D. Critical Path
Correct Choice: A
Justification: Float is also called slack
Reference: PMBOK Third Edition, Page Number: 361

38. 19. An activity 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 task will be completed within 10 - 16 days?
A. 99.99 %
B. 99.73 %
C. 95.46 %
D. 68.26%

39. 19. An activity 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 task will be completed within 10 - 16 days?
A. 99.99 %
B. 99.73 %
C. 95.46 %
D. 68.26%
Correct Choice: B
Justification: Please refer to Diagram about 6 Sigma below:
In a Normal Distribution, the PERT duration (also called mean)
= (Pessimistic + 4* (Most Likely) + Optimistic)/6
= (10 + 4 * 13 + 16)/6
= 13
1 Standard Deviation (sigma)
= (Pessimistic - Optimistic) / 6
= (16 - 10) / 6
=1
So, if the task has to be completed within 10 days and 16 days, then the probability of completion within the
timeframe is 99.73%(3 sigma) as shown in the exhibit.
Reference: pmstudy.com notes as mentioned above; pmstudy.com comments: To know more about 6 sigma
calculations, please refer to Project Management - A Systems Approach to Planning, Scheduling and
Controlling, Page 693 - Page 695

40. 20. Critical chain is a schedule network analysis technique that modifies the project
schedule to account for limited resources. The critical chain combines
deterministic and probabilistic approaches. Initially, the project schedule network
diagram is built using non-conservative estimates for activity durations within the
schedule model, with required dependencies and defined constraints as inputs.
The critical path is then calculated. After the critical path is identified, resource
availability is entered and the resource-limited schedule result is determined. The
resulting schedule often has an altered critical path.
The critical chain method adds non-work schedule activities to maintain focus on the
planned activity durations, also referred to as:
A. Duration Buffers
B. Resource Leveling
C. Reverse Resource Leveling
D. Crashing

41. 20. Critical chain is a schedule network analysis technique that modifies the project
schedule to account for limited resources. The critical chain combines
deterministic and probabilistic approaches. Initially, the project schedule network
diagram is built using non-conservative estimates for activity durations within the
schedule model, with required dependencies and defined constraints as inputs.
The critical path is then calculated. After the critical path is identified, resource
availability is entered and the resource-limited schedule result is determined. The
resulting schedule often has an altered critical path.
The critical chain method adds non-work schedule activities to maintain focus on the
planned activity durations, also referred to as:
A. Duration Buffers
B. Resource Leveling
C. Reverse Resource Leveling
D. Crashing
Correct Choice: A
Justification: The critical chain method adds duration buffers that are non-work
schedule activities to maintain focus on the planned activity durations.
Reference: PMBOK Third Edition, Page Number: 147

42. 21. 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?
A. Perform crashing to complete project on time
B. Fast track the project
C. Perform additional risk planning
D. Decrease the scope of the project

43. 21. 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?
A. Perform crashing to complete project on time
B. Fast track the project
C. Perform additional risk planning
D. Decrease the scope of the project
Correct Choice: C
Justification: If the number of critical paths increases for the project, delay in any one of the
critical paths has the potential for delaying the project. So, the risk of the project (in meeting the
project schedule) increases. Hence additional risk planning has to be performed.
Reference: pmstudy.com notes as mentioned above

44. 22. You got news that because of bad weather, your shipment has got delayed by two
weeks. What should be the FIRST step that you should take?
A. Fast track the project to ensure that the project schedule is not delayed.
B. Review the performance reports to determine which planned dates have not been met,
and the impact on the critical path.
C. Try to get additional supplies from an alternate location as soon as possible.
D. Take corrective action to minimize the impact of the delay.

45. 22. You got news that because of bad weather, your shipment has got delayed by two
weeks. What should be the FIRST step that you should take?
A. Fast track the project to ensure that the project schedule is not delayed.
B. Review the performance reports to determine which planned dates have not been met,
and the impact on the critical path.
C. Try to get additional supplies from an alternate location as soon as possible.
D. Take corrective action to minimize the impact of the delay.
Correct Choice: B
Justification: Performance reports provide information on schedule performance, such as
which planned dates have been met and which have not.
Reference: PMBOK Third Edition, Page Number: 153
pmstudy comments: Since performance reports are used to track project execution, they should
be consulted first when there is a delay in the project to determine the potential impacts

46. 23. A planning package is a:
A. Unit of the project plan
B. Unit of the scope management plan
C. WBS component below the control account
D. Template used for the project

47. 23. A planning package is a:
A. Unit of the project plan
B. Unit of the scope management plan
C. WBS component below the control account
D. Template used for the project
Correct Choice: C
Justification: A planning package is a WBS component below the control account, but
above the work package
Reference: PMBOK Third Edition, Page Number: 129

48. 24. Please refer to this diagram:
What is the slack of task G?
A. 0 weeks
B. 1 week
C. -1 week
D. Cannot be determined

49. Correct Choice: A
Justification: Justification: Please refer to this diagram:
START -> G -> I -> C -> D -> END: 23 lies on the critical path. So, slack of task G = 0
Reference: pmstudy.com notes as mentioned above

50. 25. In your project, you realize the importance of determining the start and finish dates
for project activities. If the project start or end dates are not realistic, then the project
may not be completed on time. This is done as part of:
A. Activity Sequencing
B. Activity Duration Estimating
C. Schedule Development
D. Activity Definition

51. 25. In your project, you realize the importance of determining the start and finish dates
for project activities. If the project start or end dates are not realistic, then the project
may not be completed on time. This is done as part of:
A. Activity Sequencing
B. Activity Duration Estimating
C. Schedule Development
D. Activity Definition
Correct Choice: C
Justification: Project Schedule Development, an iterative process, determines the planned start
and finish dates for project activities. Schedule development can require that duration estimates and
resource estimates are reviewed and revised to create an approved project schedule
Reference: PMBOK Third Edition, Page Number: 143

52. 26. You have taken information on project scope and resources and then developed
duration of activities for input to schedules. Since there was very limited information
about the project, you used the actual duration of a previous, similar activity as the
basis for estimating future activity. What should you do next?
A. Use diagramming techniques like GERT and Systems Dynamics
B. Calculate theoretical early and late start and finish dates for all project activities
C. Use Standardized Networks to expedite preparation of Project Network Diagrams
D. Subdivide project work packages into smaller more manageable components for better
management control

53. 26. You have taken information on project scope and resources and then developed
duration of activities for input to schedules. Since there was very limited information
about the project, you used the actual duration of a previous, similar activity as the
basis for estimating future activity. What should you do next?
A. Use diagramming techniques like GERT and Systems Dynamics
B. Calculate theoretical early and late start and finish dates for all project activities
C. Use Standardized Networks to expedite preparation of Project Network Diagrams
D. Subdivide project work packages into smaller more manageable components for better
management control
Correct Choice: B
Justification: Analogous Duration Estimating means using the actual duration of a previous
similar schedule activity as the basis for estimating the duration of a future schedule activity - this is
done as part of Activity Duration Estimating.
Reference: PMBOK Third Edition, Page Number: 141
pmstudy.com comments: Activity Duration Estimating will be followed by Schedule Development -
one tool and technique used is Schedule Network Analysis (which involves calculating theoretical
early and late start and finish dates : Refer PMBOK Page 145) - so, correct choice is # 2

54. 27. Activity definition involves identifying and documenting the specific activities that
must be performed to produce the deliverables and sub-deliverables identified in the
work breakdown structure (WBS). All the following statements about the activity list
produced as an output from activity definition are true EXCEPT:
A. The activity list must include all activities that will be performed on the project
B. The activity list may include some activities that are not required as part of the project
C. The activity list should include descriptions of each activity to ensure that the project
team members will understand how the work is to be done
D. The activity list is used in the schedule model and is a component of the project
management plan

55. 27. Activity definition involves identifying and documenting the specific activities that
must be performed to produce the deliverables and sub-deliverables identified in the
work breakdown structure (WBS). All the following statements about the activity list
produced as an output from activity definition are true EXCEPT:
A. The activity list must include all activities that will be performed on the project
B. The activity list may include some activities that are not required as part of the project
C. The activity list should include descriptions of each activity to ensure that the project
team members will understand how the work is to be done
D. The activity list is used in the schedule model and is a component of the project
management plan
Correct Choice: B
Justification: The activity list does not include any schedule activities that are
required as part of the project scope.
Reference: PMBOK Third Edition, Page Number: 129
pmstudy.com comments: Option 2 refers to "Gold Plating" or adding features
not mentioned in the project scope - this practice is not recommended by PMI

56. Wrap Up
Conference Number: 547-941-6414 or 866-547-8978
Passcode: Leader – 844306338, Participant – 370670831
6 Cost Management October 23 2:00pm EST Presenter: https://
(PMBOK Chapters 7)
www.rooms.hp.com/attend/default.aspx?key=EHKYYTFNGJ
Participant: https://
www.rooms.hp.com/attend/default.aspx?key=EPBJY3JEZ4