Quiz for Project Time Management

Precedence diagramming method (PDM) or Activity-on-Node (AON) is the right answer. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

Program Evaluation and Review Technique (PERT) is applied with Three_Point Estimate technique. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques - .4 Three Point Estimates]

Time management processes can be used with different processes and overlap each other during the course of the project. [PMBOK. Project Time Management.]

As long as the dependency is outside of the project it called External", regardless of its location or nature. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

Process of identifying and documenting relationship between the project activities. [1 - 6.2 Sequence Activities]

The Activity Attributes are missing along with resource calendars, enterprise environment factors and organizational process assets. All other choices are deliverables of the same process of Estimate Activity Resources. [1 - 6.3 Estimate Activity Resources]

Work breakdown structure should be used as a base for effective and accurate estimation.

Integrated change control process approvals or rejects for changes.

Longest duration path defines shortest time to complete project. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Total float defines the time that an activity can be delayed without delaying the project, while free float defines the time and activity can delay without delaying start date of its successor. In addition, the project float is the amount of time that project can delay without delaying other related projects. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Expert judgement, analogous, parametric, three point estimates, and reserve analysis are tools and techniques that used for Estimate Activity Duration.

Schedule compression is used during planning and integrated change control (monitoring and controlling). During planning project manager optimizes the schedule to meet deadlines without changing scope, and in integrated change control, checks if there is any impact to scope, time, cost, risk, resources or customer satisfaction. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Sequencing of the activities can be performed using project management software. [1 - 6.2 Sequence Activities]

Optimize schedule to meet project or milestone deadline without changing project scope. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Tree-point estimate analyzes risks and produces optimistic, most likely and pessimistic estimates. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques - .4 Three Point Estimates]

Baselines for scope, cost, and time should not be changed unless the change is approved?

Cut time as a choice of schedule compression usually leads to reduced quality standards. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

All choices are right; all listed tools and techniques are used to Control Schedule. [1 - 6 Project Time Management]

All choices are right. All these documents are input to the estimate activity duration process. [1 - 6 Project Time Management]

This is a cross-knowledge question requires deep understanding of scope, time and procurement areas of project management. The recommenced topic to start is PERT. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques - .4 Three Point Estimates]

Precedence diagramming method has four logical types of relations between nodes: finish-to-start, finish-to-finish, start-to-start, start-to-finish. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

Duration, quality, risks, efforts, and complexity - these parameters usually used for analogous estimation (top-down). [1 - 6.4.2. Estimate Activity Duration: Tools and Techniques]

Rule of thumb is a heuristic technique. An example is rule 80/20, which states that 80% of problems come from 20% of sources. Another example... 10 per cent of project time should be allocated to project closing. Such parametric estimation may become heuristic.

Scope Baseline, Organizational Process Assets, and Enterprise Environment Factors are the input to Define Activities process. [1 - 6 Project Time Management]

to complete sequence activities process project manager needs List of Activities, Activities Attributes, Milestones, and Organizational Process Assets. [1 - 6 Project Time Management]

Project manager should periodically recalculate estimate to complete (ETC) to make sure that adequate time and funds available to complete the project.

Activity list, activity attribute, resource calendar, enterprise environmental factors and organizational process assets are inputs to estimate activity resources. Other choices whether incomplete while, activity resource requirements is the output of this process. [1 - 6 Project Time Management]

Scatter diagram is created in parametric estimation where the time measures per action component like per line of code, per meter, or per setup, etc. Learning Curve is another parametric method that states the following similar activity should take less time than previous because of obtained more experience, improved skills and techniques. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques]

Work packages need to be decomposed to activities, which to be estimated. Estimation of smaller work components is more accurate.

Actually, the question is how often a project manager and project team are concern about project schedule - ideally, at least ones on the project and project phase. In reality, time management processes are used quite often in combination with other processes. For example, a number of processes, including time, will be used in managing change requests and controlling schedule during the course of the project. [PMBOK. Project Time Management]

Define activities identifies specific actions and their details to produce project deliverables. [PMBOK. Project Time Management: Define Activities]

Project schedule, schedule baseline, schedule data and project document update are deliverables of the develop schedule. [1 - 6 Project Time Management]

The person who will be executing the work can provide more accurate information for estimating the required work efforts and duration.

Activity duration can be identified as a firm quantitative period, as well as a period with added probability. [1 - 6.4.3 Estimate Activity Duration: Outputs]

Finalized and approved schedule, which is used as a baseline, is needed to perform control schedule process. [1 - 6 Project Time Management]

All choices are right, that's what project manager is entitled to do during estimation process.

Rolling wave is the method of progressing elaboration planning. [1 - 6.1.1 Define Activities: Input]

Usually critical paths does not have floats (slacks). [1 - 6.5.2 Develop Schedule: Tools and Techniques]

While re-estimating activities for the purpose of schedule compression you should focus on risks. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

All choices are right. All listed here information needs to be updated when Control Schedule is completed. [1 - 6 Project Time Management]

Scheduling methodology defines rules and approaches for scheduling process. [1 - 6 Project Time Management]

Provide input to estimating, scheduling, executing, and monitoring and controlling of project work is the most completed answer to the question. [1 - 6.1 Project Time Management: Define Activities]

Project management plan, project schedule, work performance data, project calendars, schedule data, and organizational process assets are inputs to Control Schedule process. [PMBOK. Project Time Management, Control Schedule]

Activity resources requirements, resource breakdown structure, and update project document are results of Estimate Activity Resources. [1 - 6 Project Time Management]

All choices are right. Expert judgement and alternative analysis, published estimation data, bottom-up estimation, and project management software are tolls and techniques used in estimate activity resources. [1 - 6 Project Time Management]

Schedule baseline needs to be accepted and approved by a project management team including both baselines for start and finish dates. The schedule baseline is a part of project management plan. [1 - 6.5.3 Develop Schedule: Outputs]

Work breakdown structure identifies the deliverables at their lowest level, which called packages, while define activities process decomposes work packages into smaller components identified as activities to deliver those packages. Other choices are made up. [1 - 6.1 Project Time Management: Define Activities]

Resource leveling technique is used to stabilize use of resources. The longer project duration is an option to stabilize usage of resources on the project, instead hiring resources for shorter periods, releasing them and hiring back, when needed. This also may save cost of procurement and reduce risk for spending extra effort for training and/or knowledge transfer. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Discretionary dependency, preferred or soft logic all refer to an activity that has options to be performed in different sequences. Also, while the work will be done in parallel with other activity, availability of resources is critical. Accordingly, Fast Track may also add risks and more management efforts to manage parallel tasks. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Activity-on-the-node is the method of constructing a visual project schedule network diagram that uses nodes to indicate logically related activities. In other words, this called precedence diagramming method. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

Mandatory dependency in other words called had logic and represent the unavoidable dependency from the related activity. For example, an activity that must be done as per law requirement or corporate SDLC standard. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

All the listed processes are the part of the Time Management: define activities, sequence activities, estimate activity resources, estimate activity duration, develop schedule, and control schedule. [PMBOK. Project Time Management]

Precedence diagramming method, Precedence diagramming method, applying leads and lags, and schedule network templates are tools and techniques to be used while defining sequence activities. [1 - 6 Project Time Management]

All choices are right. All the listed documents are needed to develop schedule. [1 - 6 Project Time Management]

Precedence diagramming method is used for constructing a visual project schedule network diagram that uses nodes to indicate logically related activities. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

Resources and budget are two major concerns when crashing activities of the project for schedule compressing. Crashing always increases costs, whether by adding more resources, more experienced (means more expensive) resources, or purchasing more advanced tools. In addition, more management time may require to manage Crashing. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Network diagram provides the sequence of work will be processed for the develop schedule process. [1 - 6.5 Develop Schedule]

Two signs refer here to Parametric Estimating. Statistical information from previous projects, and especially number of hours per work. The analogous estimating would be the choice if the details of the work would be comparing, such as duration, complexity, etc. Analogous Estimating are usually top-down; although, can be the high-level and definitive. Other choices also related to the tool and techniques for Estimate Activity Duration, but not a suitable choice here. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques]

Graphical Evaluation and Review Techniques (GERT) allows using between project activities. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

Scheduling tool that used in the company is usually listed in the enterprise environment factors that need to be obtained in the project initiation. [1 - 6 Project Time Management]

Build a network diagram and then determine critical path. [1 - 6.2 Sequence Activities]

The finish of successor depends on start of predecessor. In other words, the start of activity will allow to finish the next related activity. [1 - 6.2.2. Sequence Activities: Tools and Techniques]

While analyzing change request project manager needs to check if the change impacts critical path.

The completion of successor depends on completion of predecessor. In other words, the activity must finish before the related activity finished. [1 - 6.2.2. Sequence Activities: Tools and Techniques]

Historical information is a valuable resource of organizational process assets for estimating, based on experiences on previous projects.

Lead and lags time between activities can be used to support realistic schedule. [1 - 6.2 Sequence Activities]

Negative float indicates that project is behind of schedule.

Resource leveling technique is used to stabilize use of resources. The longer project duration is an option to stabilize usage of resources on the project, instead hiring resources for shorter periods, releasing them and hiring back, when needed. This also may save cost of procurement and reduce risk for spending extra effort for training and/or knowledge transfer. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

PERT uses the following formulas and calculations... Expected Activity Duration (P+4M+O) / 6 = (18+4*15+10) / 6 = 14.666; Activity Standard Deviation P-O / 6 = 18-10 / 6 = 1.333; Activity Variance (P-O)**2 / 6 = 1.777 (wasn't asked in this question) [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques - .4 Three Point Estimates]

Baselines for scope, cost, and time should not be changed unless the change is approved?

All choices are right. Project manager uses Decomposition, Rolling Wave Planning, Templates and Expert Judgement while Defining Activities. [1 - 6 Project Time Management]

All these techniques are applicable to calculate the early and late start, and finish dates for the project activities. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Analogous Estimating are usually top-down; although, can be the high-level and definitive. In this situation, the details of the activity were compared, such as complexity, functionality, etc. The Parametric Estimating would be the choice if statistical information from previous projects, as number of time units would be used. Other choices also related to the tool and techniques for Estimate Activity Duration, but not a suitable choice here. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques]

Define activities identifies specific actions and their details to produce project deliverables. [1 - 6.1 Project Time Management: Define Activities]

Sum of PERT estimates for each activity on critical path, plus or minus square root of the sum of active variances is a formula for calculate estimate of project duration. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques - .4 Three Point Estimates]

Scope baseline is one of the results of create work breakdown structure process. [1 - 6.1.1 Define Activities: Input]

All choices are right in general, but the PRIMARY role of a project manager is create a REALISTIC project management plan PRIOR to project execution. [PMBOK. Project Time Management.]

Contingency reserve is calculating to compensate schedule uncertainty for overall project, and can determine the schedule tolerance. [1 - 6.4.2 Estimate Activity Duration: Tools and Techniques - .5 Reserve Analysis]. Contingency reserve discussed mo in Cost Management Chapter.

You should concern about Scope, when an earlier planned activity has been cancelled for the purpose of schedule compression. In addition, while this may save time and cost, it possible impacts customer satisfaction. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Develop project management plan that produces a schedule management plan is the process that defines project scheduling methodology to be used during the course of the project. [1 - 6 Project Time Management]

All choices are right, as all the listed tools and techniques are needed to develop schedule effectively.

Outputs from processes to define and sequence activities, estimate activity resources, and estimate activity duration are needed to develop project schedule. [1 - 6 Project Time Management]

Control Schedule process is used when the project activities are being performed to ensure completion of work on planned schedule. [1 - 6 Project Time Management]

Late Start - Earlier Start or Late Finish - Early Finish are the equations to calculate Float (Slack). [1 - 6.5.2 Develop Schedule: Tools and Techniques]

If the project has negative slack (float) it means the project is behind the schedule; compress schedule is the recommended action (fast track, crash, reduction of scope or quality). [1 - 6.5.2 Develop Schedule: Tools and Techniques]

A project may have many critical paths. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

The crash the activity or activities with lowest cost to be selected for the purpose of schedule compression. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Project Schedule Management Plan is a part of Project Management Plan and describes the project management processes, tools and techniques to be used on the project. [1 - 6 Project Time Management]

The longest path in the network diagram, as well as the earliest and latest start and finish dates for project activities. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Mandatory dependency in other words called hard logic and represent the unavoidable dependency from the elated activity. For example, an activity that must be done as per law requirement or corporate SDLC standard. [1 - 6.2.2 Sequence Activities: Tools and Techniques]

The start of successor depends on start of predecessor. [1 - 6.2.2. Sequence Activities: Tools and Techniques]

As near-critical path closer to critical path, the project has more risk; as identified, both paths needs to be monitored and managed. [1 - 6.5.2 Develop Schedule: Tools and Techniques]

Project schedule can be documented with using very detailed information about time or include only mile stones; the level of required details is depending on needs of the project and include appropriate realistic thresholds. [1 - 6 Project Time Management]

Activity attributes provide more details for each of multiple components associated with each activity. [1 - 6.1.3 Define Activities: Output]

Activity list, activity attributes, and milestone list are deliverables of define activities process. [1 - 6 Project Time Management]

Finish-to-star relations prescribes that the activity must finish before the next activity can start.

Milestone chart graphically presents only major start and end dates, which usually used for reporting to senior management. Bar chart is handful for graphically presenting progress of the project activities while discussing with the team. Project schedule network diagram shows time-scaled logical relations between activities. [1 - 6.5.3 Develop Schedule: Outputs]

Activity resources requirements, resource breakdown structure, and update project document are results of Estimate Activity Resources. [1 - 6 Project Time Management]

By completion of estimate duration activity project manager has to update project document with Activity Duration Estimate. [1 - 6 Project Time Management]

Network diagram shows interdependency of the activities through the whole project. [1 - 6.2 Sequence Activities]

Project schedule network diagram and updated project document are results of sequence activities process. [PMBOK. Project Time Management.]

Network diagram shows interdependency of the activities through the whole project. [1 - 6.2 Sequence Activities]