Question 1

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. C

Question 2

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

Accepted Answer

A) True 
 B)False  False

Question 3

Earned 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. C

Question 4

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 5

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.

Question 6

Use the earned value table for Project Makeready to determine the earned value at week 49.

Accepted Answer

A)  $4,950 
B)  $6,050 
C)  $4,155 
D)  $5,250 
A)  $4,950 
B)  $6,050 
C)  $4,155 
D)  $5,250

Question 7

In the formation stage,failed projects are more likely to have:

Accepted Answer

A)  Technical limitations. 
B)  Personal ambition. 
C)  Clear objectives. 
D)  Team motivation. 
A)  Technical limitations. 
B)  Personal ambition. 
C)  Clear objectives. 
D)  Team motivation.

Question 8

Use the S-curve where the solid line is actual cost and the dashed line is budgeted cost to choose the BEST statement.

Accepted Answer

A)  The project is further ahead of budget from weeks 36 through 40 than from weeks 8 through 12. 
B)  The project never experiences negative variance. 
C)  The project is further behind budget from weeks 0 through 16 than from 24 through 40. 
D)  The project is in a constant state of positive variance. 
A)  The project is further ahead of budget from weeks 36 through 40 than from weeks 8 through 12. 
B)  The project never experiences negative variance. 
C)  The project is further behind budget from weeks 0 through 16 than from 24 through 40. 
D)  The project is in a constant state of positive variance.

Question 9

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

Accepted Answer

The problem with milestones is that they

Question 10

Inspired by his trip to Greece,the gentleman farmer decided he needed a Mykonos-style windmill pumping a pond for his sheep and orchard.His earned value table for the project appears below.Develop a plot that shows the project baseline and earned value through June and comment on the project.

Accepted Answer

The project is sligh

Question 11

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 12

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 13

Use the earned value table for Project Makeready to calculate their schedule performance index.

Accepted Answer

A)  1.46 
B)  0.68 
C)  0.79 
D)  1.26 
A)  1.46 
B)  0.68 
C)  0.79 
D)  1.26

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

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 16

The project control cycle is continuous.

Accepted Answer

A) True 
 B)False

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

The earned value of a project is the cumulative total costs incurred in accomplishing the various work packages.

Accepted Answer

A) True 
 B)False

Question 19

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 20

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

Earned value management jointly considers the impact of:

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

Earned value is:

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

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

Use the earned value table for Project Makeready to determine the earned value at week 49.

In the formation stage,failed projects are more likely to have:

Use the S-curve where the solid line is actual cost and the dashed line is budgeted cost to choose the BEST statement.

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

Inspired by his trip to Greece,the gentleman farmer decided he needed a Mykonos-style windmill pumping a pond for his sheep and orchard.His earned value table for the project appears below.Develop a plot that shows the project baseline and earned value through June and comment on the project.

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

Use the earned value table for Project Makeready to calculate their schedule performance index.

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

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

The project control cycle is continuous.

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.

The earned value of a project is the cumulative total costs incurred in accomplishing the various work packages.

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

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

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

Earned value management jointly considers the impact of:

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

Earned value is:

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

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

Use the earned value table for Project Makeready to determine the earned value at week 49.

In the formation stage,failed projects are more likely to have:

Use the S-curve where the solid line is actual cost and the dashed line is budgeted cost to choose the BEST statement.

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

Inspired by his trip to Greece,the gentleman farmer decided he needed a Mykonos-style windmill pumping a pond for his sheep and orchard.His earned value table for the project appears below.Develop a plot that shows the project baseline and earned value through June and comment on the project.

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

Use the earned value table for Project Makeready to calculate their schedule performance index.

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

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

The project control cycle is continuous.

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.

The earned value of a project is the cumulative total costs incurred in accomplishing the various work packages.

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

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

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