Pass the PMI Certification PMI-SP Questions and answers with ExamsMirror

Reserve analysis is not an input to the determine budget process. It is a technique used for determining the budget. The inputs to the determine budget process are as follows: Activity cost estimates Basis of estimates Scope baseline Project schedule Resource calendars Contracts Organizational process assets

According to the question, the SPI of Martha's project is 0.835. This figure is less than 1. Hence, it shows that the schedule performance is below expectation. What is SPI? Schedule performance index (SPI) is the measure of schedule efficiency on a project. It is used in trend analysis to predict future performance. SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula: SPI = Earned Value (EV) / Planned Value (PV) If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target.

Answer options B and A are incorrect. An SPI value of 1 or above indicates that the schedule performance is either right on target or better than expected.

Answer option C is incorrect. SPI has nothing to do with cost performance.

Report performance is a project process that collects and distributes information on the project work.

Answer option C is incorrect. Earned value management may be used as the tool and technique for determining project performance.

Answer option D is incorrect. Monitor and control project performance is not a project process so this choice is not valid.

Answer option A is incorrect. Corrective action is a response to project performance to bring the project back into alignment with expectations.

The milestone list is needed as an input to the sequence activities process. Milestones are timeless events in the project schedule that are generally created as a result of phase completion. What is a milestone list? A milestone list provides a sequence of indicators about project progress to date and achievements or goals, which are to be achieved. The milestone list is used in project management as an indication of progress through the achievement of a major project accomplishment. It is a project document that is not part of the project management plan. The list contains all the project milestones along with information indicating whether they are mandatory to achieve or not.

Answer option B is incorrect. While the activity list is an input to activity sequencing, it is not a document that shows timeless events or the results of activity phases.

Answer option A is incorrect. Activity attributes describe the work, nature of the activity, and required resources for the activity.

Answer option C is incorrect. The project scope statement is an input to the activity sequence, but it does not define the end result of activity phases.

The WBS is not an input, directly, to the develop schedule process. Technically, you will need the scope baseline, which does include the WBS. The inputs in developing a schedule process are of nine types, which are as follows:

Activity list

Activity attributes

Project schedule network diagrams

Activity resource requirements

Resource calendars

Activity duration estimates

Project scope statement

Enterprise environmental factors

Organization process assets

Crashing adds project resources and usually increases costs - though it may also increase some project risks. Crashing is a schedule compression technique to obtain the greatest amount of compression for the least incremental cost. Crashing works for activities where additional resources will shorten the duration. Approving overtime, bringing in additional resources, paying to expedite delivery to activities on the critical path are examples of crashing.

Answer option D is incorrect. Crashing does not always increase project risks.

Answer option C is incorrect. Crashing does not restrict resource utilization - that is resource leveling.

Answer option B is incorrect. This is not a valid definition or description to crashing the project.

The planned value is the percentage of where the project should be times the budget at completion. In this instance, it is 45 percent of the $950,000. Here, it can be calculated as follows: PV = 45% of BAC = 0.45 * 950,000 = 427,500 Planned value (PV) is the authorized budget assigned to the schedule work to be accomplished for a schedule activity or work breakdown structure component. It serves as a baseline against which actual performance is measured. The theory of planned value is of vital importance to the project management team and it is important to keep careful track of this. The term planned value can also be in some situations referred to by the project management team and the project management team leader as the budgeted cost of work scheduled (BCWS).

Answer option A is incorrect. -$47,500 is the schedule variance (SV = EV-PV).

Answer option B is incorrect. This is the schedule performance index (SPI = EV/PV).

Answer option D is incorrect. This is the cost performance index (CPI = EV/AC).

The schedule management plan is the intent of the project manager. It defines how the schedule will be managed and controlled. The schedule baseline is a benchmarking tool to compare actual results against the planned results.

Answer options C, D, and B are incorrect. These are not valid definitions of the schedule management plan and the schedule baseline.

The resource calendar is needed because it will help Wendy and the project team to determine when the project team resources will be available. The availability of the project resources can affect the overall duration of the project. A resource calendar is used to make sure that work resources (people and equipment) are scheduled only when they are available for work. They affect a specific resource or category of resources. By default, the working time settings in the resource calendar are the same as in the project calendar. However, a user can customize the resource calendar to show individual schedule information, such as vacations, leaves of absence, or equipment maintenance time.

Answer option B is incorrect. The project scope statement is an input to the estimate activity duration estimate, but it is not the best choice for this question.

Answer option C is incorrect. The project communications management plan is not an input to the estimate activity duration process.

Answer option A is incorrect. The project charter is not an input to the estimate activity duration process.

When it comes to creating the project's activity duration estimating, the critical path is not yet a concern. The critical path will be determined by the duration of the project activities and the sequencing of the project events. A critical path is the sequence of project activities, which add up to the longest overall duration. This determines the shortest time possible to complete the project. Any delay of an activity on the critical path directly impacts the planned project completion date (i.e. there is no float on the critical path). A project can have several, parallel, near critical paths. An additional parallel path through the network with the total durations shorter than the critical path is called a sub-critical or non-critical path. These results allow managers to prioritize activities for the effective management of project completion, and to shorten the planned critical path of a project by pruning critical path activities, by "fast tracking" (i.e., performing more activities in parallel), and/or by "crashing the critical path" (i.e., shortening the durations of critical path activities by adding resources).

Answer option C is incorrect. The resource calendar must be considered for the availability of the project resource.

Answer option A is incorrect. The project calendar must be considered to determine when the project work is allowed to take place in the different sites.

Answer option D is incorrect. Time zone differences must be considered for communication demands and coordination of events between the geographical sites.