Question 1

One of these things is NOT like the others (that happen to directly predict project success). The one that's different is:

Accepted Answer

A)  lack of budgetary pressure. 
B)  adequacy of project structure and control. 
C)  project coordination and relations among stakeholders. 
D)  the tenure of the project manager. 
A)  lack of budgetary pressure. 
B)  adequacy of project structure and control. 
C)  project coordination and relations among stakeholders. 
D)  the tenure of the project manager.

Question 2

The first step in the control cycle is:

Accepted Answer

A)  setting a goal. 
B)  measuring progress. 
C)  comparing actual with planned performance. 
D)  taking action. 
A)  setting a goal. 
B)  measuring progress. 
C)  comparing actual with planned performance. 
D)  taking action.

Question 3

Earned value management at the portfolio level requires:

Accepted Answer

A)  a single project manager with a single metric system. 
B)  aggregation of all earned value measures across the firm's entire project portfolio. 
C)  only positive variances for both budget and schedule. 
D)  only negative variances for both budget and schedule. 
A)  a single project manager with a single metric system. 
B)  aggregation of all earned value measures across the firm's entire project portfolio. 
C)  only positive variances for both budget and schedule. 
D)  only negative variances for both budget and schedule.

Question 4

Identify a different key success driver and inhibitor for the project stages of formation, build-up, main phase, and close-out.

Accepted Answer

There is considerable overlap in many of

Question 5

Use the earned value table for Project Terrace to determine the earned value (all dollar amounts are in hundreds).

Accepted Answer

A)  $325 
B)  $7600 
C)  $4800 
D)  $3250 
A)  $325 
B)  $7600 
C)  $4800 
D)  $3250

Question 6

The first step in earned value management is to:

Accepted Answer

A)  create the activity and resource usage schedules. 
B)  develop a time-phased budget that shows expenditures across the project's life. 
C)  total the actual costs of doing each task to arrive at the actual cost of work performed. 
D)  clearly define each activity that will be performed including its resource needs and budget. 
A)  create the activity and resource usage schedules. 
B)  develop a time-phased budget that shows expenditures across the project's life. 
C)  total the actual costs of doing each task to arrive at the actual cost of work performed. 
D)  clearly define each activity that will be performed including its resource needs and budget.

Question 7

Positive variance on an S-curve represents significant project progress.

Accepted Answer

A) True 
 B)False

Question 8

What is a tracking Gantt chart and what are the benefits and drawbacks of its use?

Accepted Answer

A tracking Gantt chart is a Gantt chart

Question 9

Project Terrace has an actual cost of $3,000, but their earned value (all dollar amounts are in hundreds) table appears below. What is their cost variance?

Accepted Answer

A)  $250 
B)  -$250 
C)  1.08 
D)  0.92 
A)  $250 
B)  -$250 
C)  1.08 
D)  0.92

Question 10

The classic project S-curve is a plot of:

Accepted Answer

A)  labor hours versus money expended. 
B)  money expended versus elapsed time. 
C)  elapsed time versus labor hours. 
D)  number of personnel versus days behind schedule. 
A)  labor hours versus money expended. 
B)  money expended versus elapsed time. 
C)  elapsed time versus labor hours. 
D)  number of personnel versus days behind schedule.

Question 11

The classic S-curve is a plot of cumulative cost versus elapsed time in weeks.

Accepted Answer

A) True 
 B)False

Question 12

Gap analysis refers to any measurement process that first determines the goals and then the degree to which the actual performance lives up to those goals.

Accepted Answer

A) True 
 B)False

Question 13

What are any four benefits to using milestones as a form of project control? What advantage do they hold over pure S-curve analysis?

Accepted Answer

There are several benefits to using mile

Question 14

Define human factors and discuss their impact on project success?

Accepted Answer

Human factors in project management focu

Question 15

Can earned value be used to manage a portfolio of projects? If so, how would this analysis proceed?

Accepted Answer

I'm glad you asked! Earned value managem

Question 16

The schedule performance index is the ratio of the actual cost to the earned value.

Accepted Answer

A) True 
 B)False

Question 17

Project control should be:

Accepted Answer

A)  maintained by the project organization using the most complete measurement system, earned value management. 
B)  maintained by the project organization using the simplest measurement, an S-curve. 
C)  maintained by both the project organization and the customer using the most complete measurement system, earned value management. 
D)  tailored to the needs and culture for which an organization intends it. 
A)  maintained by the project organization using the most complete measurement system, earned value management. 
B)  maintained by the project organization using the simplest measurement, an S-curve. 
C)  maintained by both the project organization and the customer using the most complete measurement system, earned value management. 
D)  tailored to the needs and culture for which an organization intends it.

Question 18

It is possible to measure both positive and negative deviations from the schedule baseline with the tracking Gantt chart.

Accepted Answer

A) True 
 B)False

Question 19

Geoff coolly surveyed his earned value table at the conclusion of month 24. It was hard to believe that two short years ago, with his membership at Match.com about to expire, he had managed to craft an ad that was both urbane and manly enough as to catch the eye of the divine Miss Smylie. (The male model photo he substituted for his own certainly didn't hurt either.) Now he was almost done managing this critical project. Some might think him crass for taking such an approach, but he practiced what he preached at the small commuter school where he taught. Calculate all of the schedule and cost variances (costs in the table are in dollars) for this project and comment on Geoff's skills as a project manager.

Accepted Answer

The schedule variances for this earned v

Question 20

Once an activity is begun, it is assumed to be half done under the:

Accepted Answer

A)  "once begun, half done" rule. 
B)  minimal effort rule. 
C)  midway rule. 
D)  50/50 rule. 
A)  "once begun, half done" rule. 
B)  minimal effort rule. 
C)  midway rule. 
D)  50/50 rule.

One of these things is NOT like the others (that happen to directly predict project success). The one that's different is:

The first step in the control cycle is:

Earned value management at the portfolio level requires:

Identify a different key success driver and inhibitor for the project stages of formation, build-up, main phase, and close-out.

Use the earned value table for Project Terrace to determine the earned value (all dollar amounts are in hundreds).

The first step in earned value management is to:

Positive variance on an S-curve represents significant project progress.

What is a tracking Gantt chart and what are the benefits and drawbacks of its use?

Project Terrace has an actual cost of $3,000, but their earned value (all dollar amounts are in hundreds) table appears below. What is their cost variance?

The classic project S-curve is a plot of:

The classic S-curve is a plot of cumulative cost versus elapsed time in weeks.

Gap analysis refers to any measurement process that first determines the goals and then the degree to which the actual performance lives up to those goals.

What are any four benefits to using milestones as a form of project control? What advantage do they hold over pure S-curve analysis?

Define human factors and discuss their impact on project success?

Can earned value be used to manage a portfolio of projects? If so, how would this analysis proceed?

The schedule performance index is the ratio of the actual cost to the earned value.

Project control should be:

It is possible to measure both positive and negative deviations from the schedule baseline with the tracking Gantt chart.

Once an activity is begun, it is assumed to be half done under the:

Introduction: Why Project Management

The Organizational Context: Strategy, Structure, and Culture

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Project Team Building, Conflict, and Negotiation

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks, Duration Estimation, and Critical Path

Project Scheduling: Lagging, Crashing, and Activity Networks

Critical Chain Project Scheduling

Resource Management

Project Closeout and Termination

Filters

Exam 13: Project Evaluation and Control

One of these things is NOT like the others (that happen to directly predict project success). The one that's different is:

The first step in the control cycle is:

Earned value management at the portfolio level requires:

Identify a different key success driver and inhibitor for the project stages of formation, build-up, main phase, and close-out.

Use the earned value table for Project Terrace to determine the earned value (all dollar amounts are in hundreds).

The first step in earned value management is to:

Positive variance on an S-curve represents significant project progress.

What is a tracking Gantt chart and what are the benefits and drawbacks of its use?

Project Terrace has an actual cost of $3,000, but their earned value (all dollar amounts are in hundreds) table appears below. What is their cost variance?

The classic project S-curve is a plot of:

The classic S-curve is a plot of cumulative cost versus elapsed time in weeks.

Gap analysis refers to any measurement process that first determines the goals and then the degree to which the actual performance lives up to those goals.

What are any four benefits to using milestones as a form of project control? What advantage do they hold over pure S-curve analysis?

Define human factors and discuss their impact on project success?

Can earned value be used to manage a portfolio of projects? If so, how would this analysis proceed?

The schedule performance index is the ratio of the actual cost to the earned value.

Project control should be:

It is possible to measure both positive and negative deviations from the schedule baseline with the tracking Gantt chart.

Once an activity is begun, it is assumed to be half done under the:

Introduction: Why Project Management

The Organizational Context: Strategy, Structure, and Culture

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Project Team Building, Conflict, and Negotiation

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks, Duration Estimation, and Critical Path

Project Scheduling: Lagging, Crashing, and Activity Networks

Critical Chain Project Scheduling

Resource Management

Project Closeout and Termination

Filters