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Home » PMP Practice Exam » Efficiently 217 Free Online PMP Exam Practice Questions On Planning The Project – Part 1

Efficiently 217 Free Online PMP Exam Practice Questions On Planning The Project – Part 1

02/26/2015 Brenda Wilson 0 Comment

Efficiently 217 Free Online PMP Exam Practice Questions On Planning The Project – Part 1

Just like other examination that you will be checked by the system of basic questions about your major to get successfully a certification, PMP exam is similar, you need to prepare well your knowledge around planning the project, initiating the project, executing the project, monitoring and controlling the project or closing the project. Please follow here to take detail pmp information. Actually, there are 5 domains I said above included in your real test, each domain has the different percent in total of 100% questions. You need to score 106 out of 200 questions to pass the exam. Thus, in this article, we just introduce 217 Free Online PMP Exam Practice Questions on Planning the Project which are classed two part, each part consist of 2 pages with above 50 questions to ensure that you can be interesting in practice. Here is part 1. After completing this part, please move on next part 2 to be continuous your online practice. Try it now and please let us know your excellent exam or your any request by leaving your comment below! Visit here to move on part 2.

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Efficiently 217 Free Online PMP Exam Practice Questions On Planning The Project - Page 1

For each activity, can include the basis of estimate for each resource, as well as the assumptions that were made in determining which types of resources are applied, their availability, and what quantities are used
Is a specific version of the project schedule developed from the schedule network analysis. It is accepted and approved by the project management team as the schedule baseline with baseline start dates and baseline finish dates. It is a component of the project management plan
Have either a zero or negative Total Float
1. Precedence Diagramming Method (PDM)2. Dependency Determination3. Applying Leads and Lags4. Schedule Network Templates
• Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. • When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal
• existing conditions, • availability of information, and • length of the reporting periods
Includes the processes required to manage timely completion of the project
• The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship.• The use of leads and lags should not replace schedule logic.• Activities and their related assumptions should be documented
Used to optimize the distribution of work among resources
Adjustments to activity durations, logical relationships, leads and lags, or other schedule constraints
A method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram that uses boxes or rectangles, referred to as nodes, to represent activities, and connects them with arrows that show the logical relationships that exist between them. Also called Activity-On-Node (AON), and is the method used by most project management software packages.
skill level, grade level or other information as appropriate to the project
• approving overtime, • bringing in additional resources, or • paying to expedite delivery to activities on the critical path
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
Will have an effect on the duration of the activity, since the resources assigned to the activity and the availability of those resources will significantly influence the duration of most activities
A technique that generates the project schedule. 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
• Project files from the corporate knowledge base used for scheduling methodology
Project team members or other experts, who are experienced and skilled in developing detailed project scope statements, the WBS, and project schedules, can provide expertise in defining activities
A standard activity list or a portion of an activity list from a previous project is often usable as a template for a new project. The related activity attributes information in the templates can also contain other descriptive information useful in defining activities. Templates can also be used to identify typical schedule milestones
A method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram that uses boxes or rectangles, referred to as nodes, to represent activities, and connects them with arrows that show the logical relationships that exist between them. Also called Precedence Diagramming Method (PDM), and is the method used by most project management software packages
• It can include full project details, or have one or more summary activities. • A summary narrative can accompany the diagram and describe the basic approach used to sequence the activities. • Any unusual activity sequences within the network should be fully described within the narrative
Is a schedule network analysis technique that modifies the project schedule to account for limited resources. Adds duration buffers that are non-work schedule activities to manage uncertainty.
1. Expert Judgement2. Alternative Analysis3. Published Estimating Data4. Bottom Up Estimating5. Project Management Software
The activity duration is based on analysis of the worst-case scenario for the activity
Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Also sometimes referred to as preferred or soft logic.
• Milestone charts• Bar charts• Project schedule network diagrams
The resource-constrained critical path
Additional buffers are placed at each point that a chain of dependent tasks not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains
• Activity attributes, and• Assumptions made in developing the activity duration estimate such as skill levels and availability
The printed project schedule information (schedule) from the schedule data and calculations that produce the schedule
• When estimating durations, this technique relies on the actual duration of previous, similar projects as the basis for estimating the duration of the current project. • It is a gross value estimating approach, sometimes adjusted for known differences in project complexity.• Frequently used to estimate project duration when there is a limited amount of detailed information about the project • Uses historical information and expert judgment.• Generally less costly and time consuming than other techniques, b
• Used for estimating resource utilization. • Resource calendars specify when and how long identified project resources will be available during the project. • This information may be at the activity or project level.• This knowledge includes consideration of attributes such as resource experience and/or skill level, as well as various geographical locations from which the resources originate and when they may be available
Contains assumptions and constraints that can impact the development of the project schedule
Start-to-finish. The completion of the successor activity depends upon the initiation of the predecessor activity
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
A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost
Automated scheduling tools expedite the scheduling process by generating start and finish dates based on the inputs of activities, network diagrams, resources and activity durations. A scheduling tool can be used in conjunction with other project management software applications as well as manual methods
An analysis of the question "What if the situation represented by scenario 'X' happens?". A schedule network analysis is performed using the schedule to compute the different scenarios
Allows an acceleration of the successor activity
the more project risk
• Performance Reviews• Variance Analysis• Project Management Software• Resource Leveling• What-If Scenario Analysis• Adjusting Leads and Lags• Schedule Compression• Scheduling Tool
• 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. • Simulation involves calculating multiple project durations with different sets of activity assumptions
1. Activity List2. Acitivity Attributes3. Resource Calendars4. Enterprise Environmental Factors5. Organizational Process Assets
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
Critical Path
• Guided by historical information, can provide duration estimate information or recommended maximum activity durations from prior similar projects. • Can also be used to determine whether to combine methods of estimating and how to reconcile differences between them
The accuracy of activity duration estimates can be improved by considering estimation uncertainty and risk
Critical Path Methodology
The constraints and assumptions from the project scope statement are considered when estimating the activity durations
Includes a planned start date and planned finish date for each activity
• Activity Lists• Activity Attributes• Risk Register
For each project may use different calendar units as the basis for scheduling the project

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