Question 1

A project manager that uses milestones as a project control device is using a:

Accepted Answer

A)  Proactive control system. 
B)  Predictive control system. 
C)  Feedback control system. 
D)  Reactive control system. 
A)  Proactive control system. 
B)  Predictive control system. 
C)  Feedback control system. 
D)  Reactive control system.

Question 2

Take the factors considered by earned value analysis and subtract those considered by project S-curves. The factor(s) you have remaining are:

Accepted Answer

A)  Performance and cost. 
B)  Cost and schedule. 
C)  Time. 
D)  Performance. 
A)  Performance and cost. 
B)  Cost and schedule. 
C)  Time. 
D)  Performance.

Question 3

The earned value divided by the actual, cumulative cost of the work to date 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 4

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

Accepted Answer

A)  -2.74 
B)  -3.74 
C)  -2.26 
D)  -1.26 
A)  -2.74 
B)  -3.74 
C)  -2.26 
D)  -1.26

Question 5

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 6

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

Accepted Answer

A)  35 days 
B)  37 days 
C)  39 weeks 
D)  41 weeks 
A)  35 days 
B)  37 days 
C)  39 weeks 
D)  41 weeks

Question 7

Take the factors considered by earned value analysis and subtract those considered by tracking Gantt charts. The factor(s) you have remaining are:

Accepted Answer

A)  Cost. 
B)  Cost and schedule. 
C)  Schedule and performance. 
D)  Performance. 
A)  Cost. 
B)  Cost and schedule. 
C)  Schedule and performance. 
D)  Performance.

Question 8

Use the information in the table regarding this seven-month project to calculate the SPI in terms of dollars and compare it with the SPI calculated in terms of time. Perform both calculations for months 1 through 6. Then use the SPI(t) to provide the Estimate at Completion for Time (EACt).

Accepted Answer

@#IMG-DLM& The Estimate at Com

Question 9

Planned value is:

Accepted Answer

A)  The total budget for the project. 
B)  A cost estimate of the budgeted resources across the project's life cycle. 
C)  The real budgeted value of the work that has actually been performed to date. 
D)  The cumulative total costs incurred in accomplishing the various project work packages. 
A)  The total budget for the project. 
B)  A cost estimate of the budgeted resources across the project's life cycle. 
C)  The real budgeted value of the work that has actually been performed to date. 
D)  The cumulative total costs incurred in accomplishing the various project work packages.

Question 10

In earned value management, schedule variance is defined as:

Accepted Answer

A)  The difference between the earned value and the actual cost. 
B)  The difference between the earned value and the planned value. 
C)  The difference between the actual cost and the planned value. 
D)  The difference between the cost and schedule performance indices multiplied by the budgeted cost at completion. 
A)  The difference between the earned value and the actual cost. 
B)  The difference between the earned value and the planned value. 
C)  The difference between the actual cost and the planned value. 
D)  The difference between the cost and schedule performance indices multiplied by the budgeted cost at completion.

Question 11

What are the problems with milestones as a project control mechanism?

Accepted Answer

The problem with milestones is that they

Question 12

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

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

A)  $65,500 
B)  $69,550 
C)  $71,100 
D)  $76,125 
A)  $65,500 
B)  $69,550 
C)  $71,100 
D)  $76,125

Question 14

Earned value management jointly considers the impact of:

Accepted Answer

A)  Time, cost, and planned cost. 
B)  Project performance, planned performance, and cost. 
C)  Performance, cost, and time. 
D)  Planned cost, planned performance, and time. 
A)  Time, cost, and planned cost. 
B)  Project performance, planned performance, and cost. 
C)  Performance, cost, and time. 
D)  Planned cost, planned performance, and time.

Question 15

The project baseline is established by combining data from the:

Accepted Answer

A)  Work breakdown structure and the project budget. 
B)  Time-phased project budget and the PERT chart. 
C)  S-curve and the project budget. 
D)  Time-phased project budget and the work breakdown structure. 
A)  Work breakdown structure and the project budget. 
B)  Time-phased project budget and the PERT chart. 
C)  S-curve and the project budget. 
D)  Time-phased project budget and the work breakdown structure.

Question 16

Briefly describe any seven critical success factors for project success contained in the Project Implementation Profile.

Accepted Answer

The project implementation profile conta

Question 17

-At the end of week 20, this project has cost $79,000 and has an earned value as indicated in the table. Use the data to calculate the cost performance index for the project. All amounts are in thousands of dollars.

Accepted Answer

A)  1.11 
B)  0.82 
C)  0.94 
D)  0.90 
A)  1.11 
B)  0.82 
C)  0.94 
D)  0.90

Question 18

An excellent way to coordinate schedules with vendors and suppliers is through the use of:

Accepted Answer

A)  Milestones. 
B)  S-curves that plot expenditures against time. 
C)  S-curves that plot planned expenditures against time. 
D)  A tracking Gantt chart. 
A)  Milestones. 
B)  S-curves that plot expenditures against time. 
C)  S-curves that plot planned expenditures against time. 
D)  A tracking Gantt chart.

Question 19

A tracking Gantt chart:

Accepted Answer

A)  Monitors costs and budget expenditures. 
B)  Identifies key points in the project's progress. 
C)  Identifies the stage of completion for each task. 
D)  Identifies the performance to budget for the overall project by a certain date. 
A)  Monitors costs and budget expenditures. 
B)  Identifies key points in the project's progress. 
C)  Identifies the stage of completion for each task. 
D)  Identifies the performance to budget for the overall project by a certain date.

Question 20

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

A project manager that uses milestones as a project control device is using a:

Take the factors considered by earned value analysis and subtract those considered by project S-curves. The factor(s) you have remaining are:

The earned value divided by the actual, cumulative cost of the work to date is the:

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

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

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

Take the factors considered by earned value analysis and subtract those considered by tracking Gantt charts. The factor(s) you have remaining are:

Use the information in the table regarding this seven-month project to calculate the SPI in terms of dollars and compare it with the SPI calculated in terms of time. Perform both calculations for months 1 through 6. Then use the SPI(t) to provide the Estimate at Completion for Time (EAC_t).

Planned value is:

In earned value management, schedule variance is defined as:

What are the problems with milestones as a project control mechanism?

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

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

Earned value management jointly considers the impact of:

The project baseline is established by combining data from the:

Briefly describe any seven critical success factors for project success contained in the Project Implementation Profile.

-At the end of week 20, this project has cost $79,000 and has an earned value as indicated in the table. Use the data to calculate the cost performance index for the project. All amounts are in thousands of dollars.

An excellent way to coordinate schedules with vendors and suppliers is through the use of:

A tracking Gantt chart:

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

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

A project manager that uses milestones as a project control device is using a:

Take the factors considered by earned value analysis and subtract those considered by project S-curves. The factor(s) you have remaining are:

The earned value divided by the actual, cumulative cost of the work to date is the:

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

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

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

Take the factors considered by earned value analysis and subtract those considered by tracking Gantt charts. The factor(s) you have remaining are:

Use the information in the table regarding this seven-month project to calculate the SPI in terms of dollars and compare it with the SPI calculated in terms of time. Perform both calculations for months 1 through 6. Then use the SPI(t) to provide the Estimate at Completion for Time (EACt).

Planned value is:

In earned value management, schedule variance is defined as:

What are the problems with milestones as a project control mechanism?

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

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

Earned value management jointly considers the impact of:

The project baseline is established by combining data from the:

Briefly describe any seven critical success factors for project success contained in the Project Implementation Profile.

-At the end of week 20, this project has cost $79,000 and has an earned value as indicated in the table. Use the data to calculate the cost performance index for the project. All amounts are in thousands of dollars.

An excellent way to coordinate schedules with vendors and suppliers is through the use of:

A tracking Gantt chart:

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

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

Use the information in the table regarding this seven-month project to calculate the SPI in terms of dollars and compare it with the SPI calculated in terms of time. Perform both calculations for months 1 through 6. Then use the SPI(t) to provide the Estimate at Completion for Time (EAC_t).