PMP Schedule Management — Practice Quiz

Explanation — Correct answer: C The critical path is Path 3 (A→D→E) with 18 weeks. Path 2 (A→C→E) = 12 weeks. Float of path 2 = 18 − 12 = 6 weeks. Since activities A and E are shared across paths, the float belongs to activity C: Float = 6 weeks. Activity A and E have zero float (on the critical path). Activity C can be delayed up to 6 weeks without delaying the project end date.

Explanation — Correct answer: B Beta (PERT) formula: (P + 4M + O) / 6 = (20 + 48 + 4) / 6 = 72 / 6 = 12 days. Standard deviation: (P − O) / 6 = (20 − 4) / 6 = 16 / 6 = 2.67 days. Range = 12 ± 2.67 = 9.33 to 14.67 days. Answer B is the most complete and correct. D is wrong because SD = (P−O)/6, not (P−O)/2.

Explanation — Correct answer: A Float = LS − ES = 13 − 5 = 8 weeks. Alternatively: LF − EF = 17 − 9 = 8 weeks. Both formulas give the same result. The float of 8 weeks means this activity can start up to 8 weeks later than planned without impacting the project end date. Answer D is partially correct (LS = 13 is true) but misses the key meaning of float.

Explanation — Correct answer: D The first action is always to analyze the impact and identify options before implementing any solution. The PM should evaluate the feasibility and cost of fast tracking, crashing, scope reduction, etc., and present these options with their respective impacts to management. Jumping directly to fast tracking (A) or crashing (B) without analysis skips the assessment step. Telling the customer it cannot be done (C) is premature — options must be explored first.

Explanation — Correct answer: B Fast tracking overlaps activities that were originally sequential — it is the only compression technique that can reduce duration without necessarily adding cost. The prerequisite is that the dependency is discretionary (which it is here). Crashing (A) always adds cost. Resource leveling (C) typically lengthens the schedule. Monte Carlo (D) is an analysis tool, not a compression technique.

Explanation — Correct answer: C Path 2 was 27 weeks with 3 weeks of float (30 − 27). Adding 6 weeks makes Path 2 = 33 weeks. Since 33 > 30 (the old critical path), Path 2 becomes the new critical path and the project duration is now 33 weeks. The original critical path (Path 1 at 30 weeks) now has float of 3 weeks. The critical path can and does change when activities are added or durations change.

Explanation — Correct answer: A Triangular (simple average) formula: (P + M + O) / 3 = (30 + 18 + 6) / 3 = 54 / 3 = 18 days. This formula gives equal weight to all three estimates. Compare with beta: (30 + 72 + 6) / 6 = 108 / 6 = 18 days. In this specific case both formulas give the same result because the most likely estimate equals the mean of P and O.

Explanation — Correct answer: D Negative float means the current schedule cannot meet the imposed end date. The project manager must not simply accept this situation. The correct response is to first try schedule compression (fast tracking or crashing). If compression cannot eliminate the negative float, a change request to adjust the baseline is required. Simply informing the customer and extending the deadline (C) skips the compression analysis step.

Explanation — Correct answer: B Fast tracking involves overlapping activities — this is only possible if the dependency between them is discretionary (soft logic). Mandatory dependencies (hard logic) cannot be changed; you cannot start an activity before its mandatory predecessor is complete. Crashing adds resources to shorten duration and can be applied regardless of dependency type, although it always adds cost.

Explanation — Correct answer: C Standard deviation (SD = (P − O) / 6) represents the range of possible durations. A higher SD means a wider range and greater uncertainty — therefore greater schedule risk. Activity Y (SD = 4.2) has much more variability than Activity X (SD = 0.5). The activity with the highest standard deviation carries the most risk regardless of its position in the network.

Explanation — Correct answer: A Contingency reserves are allocated for identified risks and are part of the schedule (and cost) baseline. The project manager can use them at their discretion when the associated risk occurs. Management reserves, by contrast, cover unknown unknowns and are NOT part of the baseline — they require approval through the change control system before use. This distinction is critical for the exam.

Explanation — Correct answer: D When the near-critical path is close in duration to the critical path, the project risk is higher because a small delay on Path B could shift it to become the new critical path. The closer the paths in duration, the higher the overall project risk. The project manager must monitor both paths carefully. Having near-critical paths is not a sign of good management — it is a risk indicator.

Explanation — Correct answer: B Average velocity = (22 + 18 + 26) / 3 = 66 / 3 = 22 story points per iteration. Remaining iterations = 200 / 22 = approximately 9.09, rounded up to 10 iterations. In agile planning, you always round up since a partial iteration still counts as a full one. This is the practical use of velocity for schedule forecasting.

Explanation — Correct answer: C Crashing is the technique that shortens schedule duration by adding resources to critical path activities. By definition, crashing always increases costs — it is a direct trade of time for money. Fast tracking (A) overlaps activities without necessarily adding cost. Resource leveling (B) often extends the schedule. Resource smoothing (D) uses float without delaying completion dates.

Explanation — Correct answer: A When historical data is scarce and uncertainty is high, three-point estimating with triangular distribution is the best choice. It explicitly accounts for optimistic, most likely, and pessimistic scenarios. Triangular (not beta) is used when data is limited; beta is preferred when historical data is available. Parametric (B) requires historical data. Bottom-up (C) is time-consuming for early estimates. Single-point (D) encourages padding.

Explanation — Correct answer: B Resource leveling adjusts the schedule to deal with resource constraints and typically extends the project duration. Resource smoothing is a more limited form — it only adjusts resources within the available float of activities, so it does not delay completion dates. The key distinction: leveling can extend the project; smoothing cannot.

Explanation — Correct answer: D Activities on the critical path have zero float. Activity A: LS − ES = 0 − 0 = 0 (critical). Activity B: LS − ES = 5 − 5 = 0 (critical). Activity C: LS − ES = 8 − 5 = 3 (NOT critical, has 3 weeks of float). Therefore only A and B are on the critical path. Activity C runs in parallel with B but has float.

Explanation — Correct answer: C Monte Carlo analysis simulates the project thousands of times using three-point estimates (P, M, O) for each activity. It produces probability distributions showing the likelihood of completing the project by any given date or cost. It also indicates the probability that any given activity will be on the critical path. It does not produce a single exact date (A) or rely on pessimistic estimates only (B).

Explanation — Correct answer: B The project manager's first responsibility is to analyze the request — not to immediately implement a solution or refuse. After analysis, the PM presents options (fast tracking, crashing, scope reduction, reestimating) with their associated impacts. The sponsor then makes an informed decision. Overtime (A) is a last resort. Refusing without analysis (C) is unprofessional. Fast tracking all activities (D) without assessment could add unacceptable risk.

Explanation — Correct answer: C Original float: LF − EF = 21 − 17 = 4 days. After crashing, duration = 4 days. New EF = ES + duration = 10 + 4 = 14. LF stays at 21 (imposed by successors). New float = LF − EF = 21 − 14 = 7 days. The float increases because the activity finishes earlier while its latest allowable finish date (LF) remains unchanged. Crashing a non-critical activity increases its float.