20.

Decomposition is a technique used for both WBS development and activity

definition. However, in Define Activities, decomposition—

a. The final output is described in terms of work packages in the WBS.

b. The final output is described as deliverables or tangible items.

c. The final output is described as activities.

d. Is used the same way in scope definition and activity definition.

21. When sequencing project activities in the schedule, you should ensure—

a. There always are scheduled dates for specific milestones

b. Every activity is connected to at least one predecessor and at least one

successor

c. Lead or lag time should be used in each schedule

d. Necessary sequencing of events may be described by the activity

attributes

22. A schedule performance index of less than 1.0 indicates that the—

a. Project is running behind the monetary value of the work it planned to

accomplish

b. Earned value physically accomplished thus far is 100%

c. Project has experienced a permanent loss of time

d. Project may not be on schedule, but the project manager need not be

concerned

23. Assume you are working to sequence the activities in your schedule. You

have focused on the need for predecessors and successors for your tasks.

Now, you have finished, and you realize—

a. You have a fragnet.

b. There can be multiple predecessors for some tasks.

c. Several identical or nearly identical series of activities are repeated

throughout the project.

d. There are too many successors.

24. To meet regulatory requirements, you need to crash your project schedule.
Your first step is to compute—

a. The cost and time slope for each critical activity that can be expedited

b. The cost of additional resources to be added to the project’s critical path

c. The time saved in the overall schedule when tasks are expedited on the

critical path

d. Three probabilistic time estimates of PERT for each critical path activity

Project Schedule Management ◾ 59

25. A key input to the Define Activities process is the—

a. Project management plan

b. Project scope statement

c. Project scope baseline

d. Project charter

26. Unlike bar charts, milestone charts show—

a. Scheduled start or completion of major deliverables and key external

interfaces

b. Activity start and end dates of critical tasks

c. Expected durations of the critical path

d. Dependencies between complementary projects

27. Project managers should pay attention to critical and subcritical activities

when evaluating project time performance. One way to do this is to analyze

10 subcritical paths in order of ascending float. This approach is part of—

a. Variance analysis

b. Simulation

c. Earned value management

d. Trend analysis

28. An activity has an early start date of the 10th and a late start date of the
19th. The activity has a duration of four days. There are no non-workdays.

From the information given, what can be concluded about the activity?

a. Total float for the activity is nine days.

b. The early finish date of the activity is the end of the day on the 14th.

c. The late finish date is the 25th.

d. The activity can be completed in two days if the resources devoted to it

are doubled.

29. In project development, schedule information, such as who will perform

the work, where the work will be performed, activity type, and WBS

classification, are examples of—

a. Activity attributes

b. Constraints

c. Data in the WBS repository

d. Refinements

60 ◾ PMP® Exam Preparation: Test Questions, Practice Test, and Simulated Exam

30. There are purposes and benefits in the Control Schedule process. Its benefit

is—

a. It maintains the schedule baseline

b. It minimizes risk

c. It reprioritizes remaining work as required

d. It describes how the schedule will be managed and controlled

31. It is important to use the critical path method in Control Schedule because—

a. It assists in reviewing scenarios to bring the schedule in line with the

plan

b. It enables a consideration of the resource availability and the project time

c. It examines project performance over time

d. It can help identify schedule risks

32. Several types of float are found in project networks. Float that is used by a

particular activity and does NOT affect the float in later activities is called—

a. Extra float

b. Free float

c. Total float

d. Expected float

33. Assume your organization has decided to use agile for most of it projects.

You are managing a project using agile and are working to develop your

schedule. In doing so, you are using agile release planning. Your schedule is

based on the—

a. Resources available

b. The requirements plan

c. Start and finish dates from activities

d. Product roadmap