Question 1

An unmotivated team is a key success inhibitor in every project stage with the EXCEPTION of the:

Accepted Answer

A)  Main phase. 
B)  Formation phase. 
C)  Close-out phase. 
D)  Build-up phase. 
A)  Main phase. 
B)  Formation phase. 
C)  Close-out phase. 
D)  Build-up phase.

Question 2

The earned value to date divided by the planned value of work scheduled to be performed is the:

Accepted Answer

A)  Cost performance index. 
B)  Budgeted cost at completion index. 
C)  Budget efficiency index. 
D)  Schedule performance index. 
A)  Cost performance index. 
B)  Budgeted cost at completion index. 
C)  Budget efficiency index. 
D)  Schedule performance index.

Question 3

The closer to completion a project gets, the less precise and useful is the information that EVM provides.

Accepted Answer

A) True 
 B)False

Question 4

A project manager needs the work breakdown structure and a time-phased project budget to establish the project baseline.

Accepted Answer

A) True 
 B)False

Question 5

Use the earned value table for Project Makeready to calculate the estimated cost to completion.

Accepted Answer

A)  $4,285 
B)  $5,250 
C)  $6,050 
D)  $7,645 
A)  $4,285 
B)  $5,250 
C)  $6,050 
D)  $7,645

Question 6

In earned value management analysis, the cumulative amount of the budget becomes the:

Accepted Answer

A)  Planned value. 
B)  Scheduled value. 
C)  Cost basis. 
D)  Cost driver. 
A)  Planned value. 
B)  Scheduled value. 
C)  Cost basis. 
D)  Cost driver.

Question 7

What is the significance of the 0/100 rule and the 50/50 rule and why would each be used?

Accepted Answer

The 0/100 rule and the 50/50 rule are bo

Question 8

Funding problems are a key success inhibitor in the:

Accepted Answer

A)  Build-up phase. 
B)  Close-out phase. 
C)  Main phase. 
D)  Formation phase. 
A)  Build-up phase. 
B)  Close-out phase. 
C)  Main phase. 
D)  Formation phase.

Question 9

Use the data to calculate the earned value for the project. All amounts are in thousands of dollars.

Accepted Answer

A)  $38,500 
B)  $43,250 
C)  $54,750 
D)  $100,000 
A)  $38,500 
B)  $43,250 
C)  $54,750 
D)  $100,000

Question 10

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 11

Your organization is in the midst of a project in uncharted waters; nothing you have attempted before comes close to many of the activities that are necessary to bring this project to completion. Your earned value management should probably be tracked closely with a percentage complete rule in increments of 5 to 10 percent.

Accepted Answer

A) True 
 B)False

Question 12

Use the earned value table to determine the estimated cost to completion given the indicated state of the project.

Accepted Answer

A)  $15,966 
B)  $16,235 
C)  $18,164 
D)  $17,441 
A)  $15,966 
B)  $16,235 
C)  $18,164 
D)  $17,441

Question 13

Use this earned schedule table to determine the schedule variance ($) for this project at the end of Month 6.

Accepted Answer

A)  -$1,460 
B)  -$865 
C)  $865 
D)  $2325 
A)  -$1,460 
B)  -$865 
C)  $865 
D)  $2325

Question 14

The critical success factor that relates to the underlying purpose for the project is the:

Accepted Answer

A)  Project mission. 
B)  Technical acceptance. 
C)  Technical tasks. 
D)  Client consultation. 
A)  Project mission. 
B)  Technical acceptance. 
C)  Technical tasks. 
D)  Client consultation.

Question 15

Use the earned value table to determine the schedule performance index given the indicated state of the project.

Accepted Answer

A)  0.89 
B)  0.92 
C)  1.09 
D)  1.13 
A)  0.89 
B)  0.92 
C)  1.09 
D)  1.13

Question 16

It is possible to measure:

Accepted Answer

A)  Only positive deviations from the schedule baseline with a tracking Gantt chart. 
B)  Only negative deviations from the schedule baseline with a tracking Gantt chart. 
C)  Both positive and negative deviations from the schedule baseline with the tracking Gantt chart. 
D)  Both positive and negative deviations from the budget with the tracking Gantt chart. 
A)  Only positive deviations from the schedule baseline with a tracking Gantt chart. 
B)  Only negative deviations from the schedule baseline with a tracking Gantt chart. 
C)  Both positive and negative deviations from the schedule baseline with the tracking Gantt chart. 
D)  Both positive and negative deviations from the budget with the tracking Gantt chart.

Question 17

One strength of S-curve analysis is that it provides real-time tracking information.

Accepted Answer

A) True 
 B)False

Question 18

Measurement mechanisms should include a clear definition of:

Accepted Answer

A)  The project baseline. 
B)  The reporting relationships among members of the project team. 
C)  What to measure. 
D)  Trigger points. 
A)  The project baseline. 
B)  The reporting relationships among members of the project team. 
C)  What to measure. 
D)  Trigger points.

Question 19

You are the new consultant to the project manager for a large chicken project. During your first meeting with the project manager he brings you up to speed on the project status by showing you these S-curves. You glance at the graph, compose your thoughts, and make what comments on this project?

Accepted Answer

The solid line, representing the cumulat

Question 20

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

Accepted Answer

A) True 
 B)False

An unmotivated team is a key success inhibitor in every project stage with the EXCEPTION of the:

The earned value to date divided by the planned value of work scheduled to be performed is the:

The closer to completion a project gets, the less precise and useful is the information that EVM provides.

A project manager needs the work breakdown structure and a time-phased project budget to establish the project baseline.

Use the earned value table for Project Makeready to calculate the estimated cost to completion.

In earned value management analysis, the cumulative amount of the budget becomes the:

What is the significance of the 0/100 rule and the 50/50 rule and why would each be used?

Funding problems are a key success inhibitor in the:

Use the data to calculate the earned value for the project. All amounts are in thousands of dollars.

Use the earned value table to determine the estimated cost to completion given the indicated state of the project.

Use this earned schedule table to determine the schedule variance ($) for this project at the end of Month 6.

The critical success factor that relates to the underlying purpose for the project is the:

Use the earned value table to determine the schedule performance index given the indicated state of the project.

It is possible to measure:

One strength of S-curve analysis is that it provides real-time tracking information.

Measurement mechanisms should include a clear definition of:

You are the new consultant to the project manager for a large chicken project. During your first meeting with the project manager he brings you up to speed on the project status by showing you these S-curves. You glance at the graph, compose your thoughts, and make what comments on this project?

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

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

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Closeout and Termination

Filters

Exam 13: Project Evaluation and Control

An unmotivated team is a key success inhibitor in every project stage with the EXCEPTION of the:

The earned value to date divided by the planned value of work scheduled to be performed is the:

The closer to completion a project gets, the less precise and useful is the information that EVM provides.

A project manager needs the work breakdown structure and a time-phased project budget to establish the project baseline.

Use the earned value table for Project Makeready to calculate the estimated cost to completion.

In earned value management analysis, the cumulative amount of the budget becomes the:

What is the significance of the 0/100 rule and the 50/50 rule and why would each be used?

Funding problems are a key success inhibitor in the:

Use the data to calculate the earned value for the project. All amounts are in thousands of dollars.

Use the earned value table to determine the estimated cost to completion given the indicated state of the project.

Use this earned schedule table to determine the schedule variance ($) for this project at the end of Month 6.

The critical success factor that relates to the underlying purpose for the project is the:

Use the earned value table to determine the schedule performance index given the indicated state of the project.

It is possible to measure:

One strength of S-curve analysis is that it provides real-time tracking information.

Measurement mechanisms should include a clear definition of:

You are the new consultant to the project manager for a large chicken project. During your first meeting with the project manager he brings you up to speed on the project status by showing you these S-curves. You glance at the graph, compose your thoughts, and make what comments on this project?

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

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

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Closeout and Termination

Filters