256 Practice PMP Exam on Project Time Management from Chapter 6 of PMBOK 5th Edition

Here are 256 Practice PMP Exam on Project Time Management to help you practice and cover all background of this area. Let’s take 256 free Pmp mock test to improve effectively your knowledge and develop critical thinking. Actually, if you are considering applying for the PMP certification that you need to score 106 out of 200 questions during 4 hours, these 200 questions included a lot of areas such as domain I (initiating the project 13%); Domain II (planning the project 24%); Domain III (executing the project 30%); Domain IV (monitoring and controlling the project 25%); Domain V (closing the project 8%) and knowledge area namely communication, cost, human resource, integration, procurement, quality, risk, scope, shakeholder and time. Let’s take 256 multiple choice questions below to discover that. Just tick the best response to each multiple choice question, and hit submit at the bottom of the page to have your results automatically checked and scored. Don’t worry that you cannot score a lot of correct answers at the first time.

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185 PMP Mock Exam on Project Cost Management from Chapter 7 of PMBOK 5th Edition
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256 Practice PMP Exam on Project Time Management from Chapter 6 of PMBOK 5th Edition - Page 1

Identify the types and quantities of resourcesrequired for each activity used to create the schedule model.
Finish-to-start. The initiation of the successor activity depends upon the completion of the predecessor activity. The most commonly used type of precedence relationship
- The process of identifying the specific actions to be performed to produce the project deliverables.- The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Defines the method used and the level of accuracy along with other criteria required to estimate activity duration including the project update cycle.

1 Activity duration estimates2 Project documents updates

Input (4) of the Plan Schedule Management process
Outputs (2) of the Estimate Activity Durations process
Process: Estimate Activity Resources
Inputs (10) of the Estimate Activity Durations process

A schedule compression technique in which cost and schedule trade offs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.

SF
Crashing
Fast Tracking
Milestone

Characteristics of Parametric Estimating

Start-to-start. The initiation of the successor activity depends upon the initiation of the predecessor activity.
Directs a delay in the successor activity
Defines the method used and the level of accuracy along with other criteria required to estimate activity duration including the project update cycle.
- Can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model.- Can be applied to a total project or to segments of a project, in conjunction with other estimating methods.

Identifies the level of accuracy and the units ofmeasure for the resources to be estimated.

Schedule management plan
Schedule Compression
Scheduling Tool
Schedule forecasts

Tools & Techniques (5) Estimate Activity Resources process

1 Schedule management plan2 Activity list3 Activity attributes4 Project schedule network diagrams5 Activity resource requirements6 Resource calendars7 Activity duration estimates8 Project scope statement9 Risk register10 Project staff assignments11 Resource breakdown structure12 Enterprise environmental factors13 Organizational process assets
1 Activity list2 Activity attributes3 Milestone list
1 Schedule management plan2 Activity list3 Activity attributes4 Activity resource requirements5 Resource calendars6 Project scope statement7 Risk register8 Resource breakdown structure9 Enterprise environmental factors10 Organizational process assets
1 Expert judgment2 Alternative analysis3 Published estimating data4 Bottom-up estimating5 Project management software

Each unit used in measurements (such as staff hours, staff days, or weeks for time measures, or meters, liters, tons, kilometers, or cubic yards for quantity measures) is defined for each of the resources.

Control Schedule
SF
Project Schedule
Units of measure

How to deal with a project with a negative float

The resource-constrained critical path
Provide the details used to build the schedule model.
May be updated to reflect a change in the way the schedule is managed.
The project manager will have to either fast-track or crash the project schedule.

Often required to assess the resource-related inputs to this process. Any group or personwith specialized knowledge in resource planning and estimating can provide such expertise.

Schedule Data
Benefit of PERT
Expert Judgement
PERT

- The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.- The key benefit of this process is that it providesthe means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

Project calendars
Resource calendars
Process: Control Schedule
Purpose of Control Schedule

Slack for tasks on the critical path

Directs a delay in the successor activity
Schedule Variance
is equal to zero
Monitoring and Controlling Process Group

The accuracy of activity duration estimates can be improved by considering estimation uncertainty and risk.

Three-Point Estimates
Activity duration estimates
Activity Cost Estimates
Trend analysis

Schedule Variance
Earned Value Management
Schedule Performance Index
the more project risk

The cost of resources may impact resource selection.

PERT: Optimistic Estimate
Activity List
Activity Cost Estimates
Three-Point Estimates

Decomposition

skill level, grade level or other information as appropriate to the project
- Involves subdividing the project work packages into smaller, more manageable components called activities.- Activities represent the effort needed to complete a work package.- The Define Activities process defines the final outputs as activities rather than deliverables, as done in the Create WBS process.- The activity list, WBS, and WBS dictionary can be developed either sequentially or concurrently, with the WBS and WBS dictionary as the basis for development of the final activity list.- Each work package within the WBS is decomposed into the activities required to produce the work package deliverables.- Involving team members in the decomposition can lead to better and more accurate results.
- The most recent version of the project schedule with notations to indicate updates, completed activities, and started activities as of the indicated data date.
Includes the processes required to manage timely completion of the project.

Schedule Compression

Shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives.
Contains all schedule activities required on the project, which are to be sequenced. Dependencies and other constraints for these activities can influence the sequencing of theactivities.
A key input from the schedule management plan is the prescribed level of detail necessary to manage the work.
An updated project schedule will be generated from the updated schedule data to reflect the schedule changes and manage the project.

labor, material, equipment, and supplies

Examples of Resource Categories
Resource Leveling
Resource calendars
Characteristics of Resource Calendars

PERT: Most Likely Estimate

The duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.
The cost of resources may impact resource selection.
The outcome of the whatif scenario analysis can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency and response plans to overcome or mitigate the impact of unexpected situations.
Contain information on the availability ofresources during the project.

Scheduling Tool

Descriptions of each of the schedule management processes are documented.
Includes the processes required to manage timely completion of the project.
- Schedule data is updated and compiled into the schedule to reflect actual progress of the project and remaining work to be completed.- The scheduling tool and the supporting schedule data are used in conjunction with manual methods or other project management software to perform schedule network analysis to generate an updated project schedule.
The formats and frequency for the various schedule reports are defined.

A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. The schedule management plan may be formal or informal, highly detailed or broadly framed, based upon the needs of the project, and includes appropriate control thresholds.

Leads and Lags
Activity Total Float
Project management software
Schedule management plan

May be updated to reflect changes caused by compression or crashing techniques.

Calendar
Schedule Baseline
Control Schedule
Cost Baseline

Schedule Compression

Schedule activities on a critical path.
Includes the processes required to manage timely completion of the project.
Used to find ways to bring project activities that are behind into alignment with the plan.
Identifies the activities that will need duration estimates.

Outputs (6) of the Control Schedule process

- As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated.- Contingency should be clearly identified in schedule documentation.
- Contains the schedule management plan and the schedule baseline.- The schedule management plan describes how the schedule will be managed and controlled.- The schedule baseline is used to compare with actual results to determine if a chance, corrective action, or preventative action is necessary.
1 Activity duration estimates2 Project documents updates
1 Work performance information2 Schedule forecasts3 Change requests4 Project management plan updates5 Project documents updates6 Organizational process assets updates

- Most Likely- Optimistic- Pessimistic

Project Schedule
PERT Estimate Types
Three-Point Estimates
Activity attributes

The most common Simulation technique. A distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project.

Trend analysis
Critical Path
Monte Carlo Analysis
Leads and Lags

Earned value management (EVM) rules or other physical measurement rules of performance measurement are set. For example, the schedule management plan may specify:○○ Rules for establishing percent complete,○○ Control accounts at which management of progress and schedule will be measured,○○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.) to be employed (for more specific information, refer to the Practice Standard for Earned Value Management) [9],○○ Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) used to assess the magnitude of variation to the original schedule baseline.

Project Time Management
Techniques of Performance Reviews
Rules of performance measurement
Activity Resource Requirements

Tools & Techniques (3) Sequence Activities process

1 Precedence diagramming method (PDM)2 Dependency determination3 Leads and lags
1 Project schedule network diagrams2 Project documents updates
1 Plan Schedule Management2 Define Activities3 Sequence Activities4 Estimate Activity Resources5 Estimate Activity Durations6 Develop Schedule7 Control Schedule
- Trend analysis- Critical path method- Critical Chain method- Earned Value Management (EVM)

Process: Estimate Activity Durations

The project float compares the critical path with an externally imposed date and may be negative. You may be forced to fast track or perform crashing to ensure that the project is completed on time as required by the management. There will be no change to the critical path.
- The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.- The key benefit of this process is that it providesthe means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.
- The process of approximating the number of work periods needed to complete individual activities with estimated resources.- The key benefit of this process is that it provides the amount of time each activity will take to complete.
- The process of identifying and documenting relationships among the project activities- The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

Factors can be include:- Scheduling methodology- Project calendar

Discretionary Dependencies
Duration of a Project
Organizational procedures links
Organizational Process Assets

Critical Path Methodology

Schedule Model

Representation of the plan for executingthe project's activities including durations, dependencies, and other planning information, used to produce project schedules along with other scheduling artifacts.
Identify the types and quantities of resourcesrequired for each activity used to create the schedule model.
- Bar charts- Milestone charts- Project schedule network diagrams
Shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives.

Resource optimization techniques

Examples of modeling techniques:- What-If Scenario Analysis- Simulation- Monte Carlo analysis
Example of resource optimization techniques that can be used to adjust the schedule model due to demand and supply of resources.Can be:- Resource Leveling- Resource Smoothing
Provide the details used to build the schedule model.
- If resource planning is done at an early stage, then the project schedule would remain preliminary until resource assignments have been confirmed and scheduled start and finish dates are established.- This process usually happens no later than completion of the project management plan.- A project target schedule may also be developed with a defined target start and target finish for each activity.- The project schedule may be presented in summary form, sometimes referred to as the master schedule or milestone schedule, or presented in detail.- Although a project schedule can be presented in tabular form, it is more often presented graphically.

Influence the Plan Schedule Managementprocess include:- Organizational culture and structure can all influence schedule management;- Resource availability and skills that may influence schedule planning;- Project management software provides the scheduling tool and alternative possibilities for managing the schedule;- Published commercial information, such as resource productivity information, is often available from commercial databases that track;- Organizational work authorization systems.

Project Document Updates
Total Float
Enterprise environmental factors
Resource Calendars

For control and management communication, the broader, more comprehensive summary activity, is used between milestones or across multiple interdependent work packages, and is displayed in barchart reports.

Meetings
Hammock Activity
Simulation
Activity list

Activity Resource Requirements

- Mandatory dependencies are those that are contractually required or inherent in the nature of the work.- Also sometimes referred to as hard logic or hard dependencies.
Identify the types and quantities of resourcesrequired for each activity used to create the schedule model.
Identifies the level of accuracy and the units ofmeasure for the resources to be estimated.
1 Activity duration estimates2 Project documents updates

Project Schedule Network Diagrams

These diagrams, with activity date information, usually show both the project network logic and the project's critical path schedule activities. These diagrams can be presented in the activity-on-node diagram format, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart.
skill level, grade level or other information as appropriate to the project
The project deliverables, constraints, and assumptions documented in the project scope baseline are considered explicitly while defining activities.
- Technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.- Uses parameters such as duration, budget, size, weight, and complexity, from a previous, similar project, as the basis for estimating the same parameter or measure for a future project.

Contain information on the availability ofresources during the project.

Resource calendars
Critical Path
Calendar
Project Schedule

- Crashing- Fast-tracking

Schedule Baseline
Schedule Compression Techniques
Schedule management plan
Resource optimization techniques

1 Activity resource requirements2 Resource breakdown structure3 Project documents updates

Outputs (2) of the Estimate Activity Durations process
Outputs (3) of the Estimate Activity Resources process
Purpose of Resource Breakdown Structure
Outputs (2) of the Sequence Activities process

Includes the availability, capabilities, and skills of human resources

Composite Resource Calendar
Decomposition
Cost Baseline
Examples of Resource Categories

The outcome of the whatif scenario analysis can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency and response plans to overcome or mitigate the impact of unexpected situations.

Characteristics of What-If Analysis
Alternative Analysis
Characteristics of Fast Tracking
Monte Carlo Analysis

skill level, grade level or other information as appropriate to the project

Examples of Resource Types
PERT Estimate Types
External Dependencies
Milestone Charts

Simulation

Includes a planned start date and planned finish date for each activity.
Involves calculating multiple project durations with different sets of activity assumptions.
Will be reviewed and updated in the Control Schedule process.
Used to find ways to bring project activities that are behind into alignment with the plan.

Project Document Updates

- Crashing- Fast-tracking
Identifies the activities that will need duration estimates.
Have either a zero or negative Total Float
- Activity list- Activity attributes- Resource calendars

Inputs (4) of the Define Activities process

1 Expert judgment2 Analytical techniques3 Meetings
1 Schedule management plan2 Scope baseline3 Enterprise environmental factors4 Organizational process assets
- Mandatory dependencies- Discretionary dependencies- External dependencies- Internal dependencies
1 Schedule management plan2 Activity list3 Activity attributes4 Resource calendars5 Risk register6 Activity cost estimates7 Enterprise environmental factors8 Organizational process assets

Input (4) of the Plan Schedule Management process

1 Project management plan2 Project charter3 Enterprise environmental factors4 Organizational process assets
1 Schedule baseline2 Project schedule3 Schedule data4 Project calendars5 Project management plan updates6 Project documents updates
1 Schedule network analysis2 Critical path method3 Critical chain method4 Resource optimization techniques5 Modeling techniques6 Leads and lags7 Schedule compression8 Scheduling tool
1 Activity list2 Activity attributes3 Milestone list

the more project risk

Reporting formats
Three-Point Estimates
Project calendars
The more critical paths

All baselines and plans are a part of

Earned Value Management
the project management plan
Near critical paths
- Crashing- Fast-tracking

- Should be calculated after drawing a network diagram and determining the critical path.- The length of the critical path and not the sum of the duration of all the tasks in the project.

Duration of a Project
Change Requests
Level of accuracy
Risk Register

Resource Smoothing

Identifies the activities that will need duration estimates.
- A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits.- Opposite the technique resource leveling.- The project's critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float.- May not be able to optimize all resources.
Provide the details used to build the schedule model.
A technique that generates the project schedule model. It employs various analytical techniques, such as critical path method, critical chain method, what-if analysis, and resource leveling to calculate the early and late start and finish dates for the uncompleted portions of project activities. Some network paths may have points of path convergence or path divergence that can be identified and used in schedule compression analysis or other analyses.

Comments

Tanima says

05/20/2016 at 06:50

Great learning!

- Brenda Wilson says
  
  07/02/2016 at 03:06
  
  Thanks for your feedback to our site, Tanima. Hope you have a nice practice. Don’t forget to recommend this site to your friends in order to prepare well the knowledge for the real exam.
  Good luck! ?

256 Practice PMP Exam on Project Time Management from Chapter 6 of PMBOK 5th Edition