PM Test Center

__________ is an activity sequencing technique that uses arrows to represent activities.

A. Critical chain method
B. Activity-on-Arrow (AOA)
C. Activity-on-Node (AON)
D. Precedence Diagramming Method (PDM)

Answer: B. Activity-on-Arrow (AOA)
In an AOA, activities are arrows and nodes are used to connect them.

__________ is an activity sequencing technique that uses nodes to represent activities.

A. Project management software
B. Activity-on-Arrow (AOA)
C. Precedence Diagramming Method (PDM)
D. Critical chain method

Answer: C. Precedence Diagramming Method (PDM)
In a PDM, also known as AON, activities are nodes and arrows are used to show relationships.

As the project manager with a time conscience sponsor, you have been monitoring earned value throughout the year long project. At the halfway point, you report that the SPI is 0.8. This means that the project is:

A. Ahead of schedule
B. Under budget
C. Behind schedule
D. Over budget

Answer: C. Behind schedule
The Schedule Performance Index (SPI) determines how much ahead or behind schedule you are. An SPI of 1.0 means you are on target. Therefore, an SPI of 1.5 means that you are progressing at 150% of the baseline, which is a good thing. Conversely, an SPI of 0.8 represents only moving at 80% of the baseline, not so good. In short, over 1.0 is good, under 1.0 is bad.

For your new software project, you decide you need to use a Graphical Evaluation and Review Technique (GERT) network diagram. When asked by an intern why you chose to use GERT, you explain that one of the main advantages is that you can:

A. Be more accurate than using a PERT
B. Use hammock activities
C. Assign multiple resources
D. Create loops between tasks

Answer: D. Create loops between tasks
GERT allows for conditions or loops between tasks. For projects with iterative tasks, GERT will often tell a better story.

Resource leveling typically results in a:

A. Project cost overrun
B. Project cost savings
C. Project duration longer than the baseline
D. Project duration shorter than the baseline

Answer: C. Project duration longer than the baseline
When resource leveling, work scheduled for resources that are over-allocated will be spread over a longer period of time. As a result, this smoothing out process will usually cause the project to take longer.

While reviewing your weekly report, you notice that two of your resources are over-allocated. One way to solve this is to:

A. Level resources
B. Use PERT
C. Add lag
D. Crash the schedule

Answer: A. Level resources
Of the choices, only leveling resources is the only method that will relieve over-allocated resources. Leveling will take the extra work and move it to a different date so the resources will not exceed their maximum per day.

You plan on using a project management information system (PMIS) to develop a Gantt chart. One drawback of using a Gantt chart is:

A. Finish dates for each project cannot be manually set
B. WBS outline cannot be represented
C. Relationships between tasks are not displayed
D. Only one resource can be assigned to a task

Answer: C. Relationships between tasks are not displayed
Although some PMIS tools do show relationships between tasks (e.g. Microsoft Project), traditionally, Gantt charts do not display them.

While planning a project that has not been accomplished before at the company, your manager asks you to get a three point estimate from Shari, the lead designer. Shari provides you with an optimistic estimate (2 hours), a most likely estimate (4 hours), and a pessimistic estimate (12 hours). What must be the three point estimate for Shari’s task?

A. 5 hours
B. 6 hours
C. 10 hours
D. Not enough information and will need clarification from the manager

Answer: D. Not enough information and will need clarification from the manager
A three point estimate could be derived several ways. Two of the most common are the mean ((O+M+P)/3), which would give you 6 hours and PERT ((O+4M+P)/6), which would give you 5 hours. However, in this example, it is not clear what type of three point estimate to use.

Dwight’s project is behind schedule. As a result, he is looking to reduce the duration of his project to bring it back on track. If cost is not a factor, what tactic should he use?

A. Fast-track
B. Critical path
C. PERT
D. Crash

Answer: D. Crash
Crashing is one method to reduce the project duration. This is done by adding resources which leads to an increase in costs.

Dwight’s project is behind schedule. As a result, he is looking to reduce the duration of his project to bring it back on track. Dwight is also tasked with keeping costs as low as possible to reduce the risk of an overrun. What tactic should he use?

A. Fast-track
B. Critical path
C. PERT
D. Crash

Answer: A. Fast-track
Fast-tracking is one method to reduce the project duration. This is done by overlapping tasks (i.e. adding lead time). Although this does not typically increase cost, it does increase risk.