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Home » PMP Practice Exam » Efficiently 217 Free Online PMP Exam Practice Questions On Planning The Project – Part 2

Efficiently 217 Free Online PMP Exam Practice Questions On Planning The Project – Part 2

02/26/2015 Brenda Wilson 0 Comment

Efficiently 217 Free Online PMP Exam Practice Questions On Planning The Project – Part 2

As Same other examination that you will be checked by the system of basic questions about your major to get successfully a certification, PMP 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. Visit here to get further 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 2. After completing this part, Please check total of final result to know that you what you need to prepare. Don’t miss any questions because they are maybe very important to help your pass your exam. Moreover, don’t forget to your comment below to let us know your problems that you are facing. Good luck!

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

Activity-On-Node.
• Only works for activities where additional resources will shorten the duration. • Doesn't not always produce a viable alternative and may result in increased risk and/or cost
• May result in rework and increased risk. • Only works if activities can be overlapped to shorten the duration
• Duration estimating databases and other reference data,• Productivity metrics, and• Published commercial information
• 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 mile
The activity duration is based on analysis of the best-case scenario for the activity
the project management plan
• Determining the current status of the project schedule,• Influencing the factors that create schedule changes,• Determining that the project schedule has changed, and• Managing the actual changes as they occur
Precedence Diagramming Method. Also referred to as AON.
If using the critical chain scheduling method, comparing the amount of buffer remaining to the amount of buffer needed to protect the delivery date can help determine schedule status. The difference between the buffer needed and the buffer remaining can determine whether corrective action is appropriate
Most project management software for scheduling will handle this situation by using a project calendar and alternative work-period resource calendars that are usually identified by the resources that require specific work periods. In addition to the sequencing logic, the activities will be performed according to the project calendar and the appropriate resource calendars
• Initially, the project schedule network diagram is built using duration estimates with required dependencies and defined constraints as inputs. • The critical path is then calculated. • After the critical path is identified, resource availability is entered and the resource-limited schedule result is determined. • The resulting schedule often has an altered critical path
Identifies the types and quantities of resources required for each activity in a work package. These requirements can then be aggregated to determine the estimated resources for each work package
Mandatory dependencies are those that are contractually required or inherent in the nature of the work. Also sometimes referred to as hard logic.
Can include the type, availability, and capabilities of human resources; The type, quantity, availability, and capability, when applicable, of both equipment and material resources, which could significantly influence the duration of schedule activities, are also considered
• 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 pac
A milestone list identifies all milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based upon historical information
Provides the primary data input for use in estimating those resources required for each activity
The project deliverables, constraints, and assumptions documented in the project scope baseline are considered explicitly while defining activities
1. Activity List2. Activity Attributes3. Milestone List4. Project Scope Statement5. Organizational Process Assets
Schedule Performance Index
Schematic displays of the project's schedule activities and the logical relationships among them, also referred to as dependencies. Can be produced manually or by using project management software
A comprehensive list including all schedule activities required on the project. The activity list includes the activity identifier and a scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed.
• The components for each activity evolve over time. • During the initial stages of the project they include the Activity ID, WBS ID, and Activity Name, and when completed may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions. • Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has
1. Activity List2. Activity Attributes3. Milestone List
Uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration. Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor hours per unit of work
Mandatory dependencies often involve physical limitations, such as on a construction project where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype must be built before it can be tested
• non-work schedule activities to manage uncertainty• The size of each buffer should account for the uncertainty in the duration of the chain of dependent tasks leading up to that buffer. • Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates
Mandatory Dependency
• Existing formal and informal schedule control-related policies, procedures and guidelines• Schedule control tools• Monitoring and reporting methods to be used
zero.Since milestones only indicate when a particular task is going to be started or completed, they will not have any duration
• Activities may or may not have dependencies between them that can affect the application and use of resources.• If there are dependencies, this pattern of resource usage is reflected and documented in the estimated requirements of the activity
The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline
Planning Process Group
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.
• Causes of variances,• Corrective action chosen and the reasons, and• Other types of lessons learned from project schedule control
historical information and expert judgment
Planning Process Group
• 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
using activity attributes, project scope statement, and activity list as inputs
New project schedule network diagrams may be developed to display approved remaining durations and modifications to the work plan. In some cases, project schedule delays can be so severe that development of a new target schedule with forecasted start and finish dates is needed to provide realistic data for directing the work, and for measuring performance and progress
Measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress
The schedule management plan is contained in, or is a subsidiary plan of, the project management plan, and may be formal or informal, highly detailed or broadly framed, based upon the needs of the project, and includes appropriate control thresholds. It selects a scheduling methodology, a scheduling tool, and sets the format and establishes criteria for developing and controlling the project schedule
Defines the rules and approaches for the scheduling process. Some of the better known methodologies include critical path method (CPM) and critical chain
Duration estimates based on the PERT equation, or even on a simple average of the three points, may provide more accuracy, and the three points clarify the range of uncertainty of the duration estimates
• Most Likely• Optimistic• Pessimistic
Schedule activities on a critical path
On any network path, the schedule flexibility is measured by the positive difference between early and late dates
• Schedule data• Project schedule
Consequently, in lieu of managing the total float of network paths, the critical chain method focuses on managing remaining buffer durations against the remaining durations of task chains
• Resource requirements by time period, often in the form of a resource histogram,• Alternative schedules, such as best-case or worst-case, not resource-leveled, or resource leveled, with or without imposed dates, and• Scheduling of contingency reserves• could include such items as resource histograms, cash-flow projections, and order and delivery schedules
Planning Process Group
May need to be updated to reflect opportunities or threats perceived through scheduling assumptions
• Policies and procedures regarding staffing• Policies and procedures relating to rental and purchase of supplies and equipment• Historical information regarding types of resources used for similar work on previous project

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