Schedule 2

Question 1

What is the finished and approved schedule called?

Answer 1

The Schedule Baseline

Question 2

A Gantt Chart allows you to compare what to the schedule?

Answer 2

progress

Question 3

What is a burn up chart?

Answer 3

It shows the amount of work completed versus the total amount of work planned for a project.

Visual of how much work has been completed and how much remains to be done.

Question 4

What is a burn down chart?

Answer 4

Focuses on the remaining work and is ideal for understanding how much work is left to complete.

Question 5

What is a type of bar chart which illustrates a project timeline or schedule with resources?

Answer 5

a Gantt Chart?

Question 6

You are managing a project and need to communicate key achievements and deadlines to stakeholders. Which of the following tools is best suited for showing significant project milestones and their deadlines without providing detailed information on all project activities?

A. Gantt Chart
B. Milestone Chart
C. Network Diagram
D. Burn-Down Chart

Answer 6

B. Milestone Chart

Question 7

You are managing a project and need to accelerate the schedule to meet a critical deadline. You are considering two schedule compression techniques: crashing and fast tracking. Which of the following statements accurately describes the impact of these techniques on project cost and risk?

A. Crashing increases both cost and risk; fast tracking increases cost but reduces risk.

B. Crashing increases cost but does not affect risk; fast tracking increases both cost and risk.

C. Crashing increases cost; fast tracking increases risk but does not affect cost.

D. Crashing increases cost; fast tracking increases both cost and risk.

Answer 7

C. Crashing increases cost; fast tracking increases risk but does not affect cost.

Question 8

You are managing a project and encounter a situation where a key team member who performs a critical function becomes unexpectedly unavailable for a week. You need to adjust the project schedule to accommodate this issue. Which of the following techniques would be appropriate for addressing this situation, and why?

A. Use crashing to add additional resources and minimize the impact on the project schedule.

B. Use fast tracking to perform tasks in parallel and mitigate the delay.

C. Use smoothing to adjust activities within float to accommodate the delay without affecting the overall project finish date.

D. Use schedule compression to shorten the project duration and absorb the impact of the delay.

Answer 8

C. Use smoothing to adjust activities within float to accommodate the delay without affecting the overall project finish date.

Question 9

During a project, you encounter a situation where unexpected events, such as equipment failure or team member illness, force you to adjust the project schedule. You need to determine how to handle this adjustment. Which of the following techniques is appropriate for managing such situations, and what is the primary impact of using this technique?

A. Use smoothing to adjust activities within available float without impacting the project’s finish date.

B. Use crashing to add resources and accelerate the project schedule.

C. Use fast tracking to perform tasks in parallel to mitigate delays.

D. Use resource leveling to adjust the schedule, which may result in extending the project duration to accommodate the unexpected events.

Answer 9

D. Use resource leveling to adjust the schedule, which may result in extending the project duration to accommodate the unexpected events.

Leveling lengthens the schedule, and is usually used equipment is an issue, or the one person with a special skill gets sick, etc.

Question 10

In an Agile project, the project owner and the team are involved in determining the number of sprints or releases. Which of the following statements best describes the role of the project owner and team in this decision-making process?

A. The project owner alone decides the number of sprints or releases based on the project’s requirements and deadlines.

B. The team decides the number of sprints or releases based on their capacity and velocity, while the project owner approves the plan.

C. The project owner and team collaboratively decide on the number of sprints or releases based on project scope, priorities, and capacity.

D. The project manager determines the number of sprints or releases, with input from the project owner and team on the project’s scope.

Answer 10

C. The project owner and team collaboratively decide on the number of sprints or releases based on project scope, priorities, and capacity.

Question 11

You are managing a project and need to communicate the overall project strategy and major deliverables to stakeholders. Which of the following tools is most appropriate for showing planned releases and their associated timeframes throughout the project lifecycle?

A. Gantt Chart

B. Roadmap

C. Work Breakdown Structure (WBS)

D. Network Diagram

Answer 11

B. Roadmap

Roadmap shows releases and timeframes

Question 12

You are reviewing a project schedule and come across a chart that displays a list of project tasks along with their start and end dates, dependencies, and progress. The chart also includes horizontal bars that represent the duration of each task, with bars spanning across a timeline to show when each task is scheduled to occur. Which of the following tools are you most likely looking at?

A. Gantt Chart

B. Milestone Chart

C. Burn-Down Chart

D. Resource Histogram

Answer 12

A. Gantt Chart

Provides a visual representation of the project schedule, showing task durations and dependencies, but it is less focused on depicting the sequence of activities compared to a network diagram.

Question 13

You are in the process of planning a project and need to break down the project deliverables into smaller, manageable components. Which of the following tools or techniques is most appropriate for achieving this and ensuring that all project work is captured and organized?

A. Gantt Chart

B. Work Breakdown Structure (WBS)

C. Network Diagram

D. Resource Breakdown Structure (RBS)

Answer 13

B. Work Breakdown Structure (WBS)

Breaks down the project deliverables into smaller components but does not illustrate task dependencies or sequences.

Question 14

You are managing a project and need to visualize the sequence and dependencies of project activities to determine the critical path and overall project duration. Which of the following tools is best suited for this purpose?

A. Gantt Chart

B. Milestone Chart

C. Network Diagram

D. Work Breakdown Structure (WBS)

Answer 14

C. Network Diagram

This tool is used to depict the sequence of project activities and their dependencies. It helps in identifying the critical path, understanding the flow of tasks, and determining the overall project duration.

Question 15

You need to present the key achievements and deadlines of a project to stakeholders in a high-level overview format, without detailing all the tasks and dependencies. Which of the following tools is best suited for this purpose?

A. Gantt Chart

B. Network Diagram

C. Work Breakdown Structure (WBS)

D. Milestone Chart

Answer 15

D. Milestone Chart

This tool provides a high-level overview of key project milestones and their associated deadlines. It highlights significant achievements and deadlines without delving into detailed tasks and dependencies, making it ideal for presenting a summary to stakeholders.

Question 16

You are managing a project using an Agile methodology, and you need to schedule work into fixed-duration iterations to ensure regular delivery and assessment of progress. Which of the following concepts best describes this approach?

A. Timeboxing

B. Resource Leveling

C. Critical Path Method

D. Schedule Compression

Answer 16

A. Timeboxing

This approach involves scheduling work into fixed-duration periods, often called iterations or sprints in Agile methodologies.

Question 17

In an Agile project, you are implementing a scheduling approach that emphasizes obtaining feedback frequently and throughout the development process, rather than waiting until the end of a sprint. What is this approach called, and what is its primary benefit?

A. Timeboxing; it ensures that work is completed within fixed durations to maintain regular review intervals.

B. Continuous Scheduling; it allows for rapid feedback and adjustments throughout the project, improving responsiveness and flexibility.

C. Critical Path Method (CPM); it helps identify the longest path of dependent tasks to optimize project duration.

D. Resource Leveling; it adjusts the project schedule to address resource over-allocations and constraints.

Answer 17

B. Continuous Scheduling; it allows for rapid feedback and adjustments throughout the project, improving responsiveness and flexibility.

Question 18

In a project, you are using a storyboard to organize and prioritize deliverables. How does a storyboard assist in managing deliverables, and what is its primary purpose when showing these deliverables to stakeholders?

A. It provides a detailed schedule of tasks and their dependencies, ensuring all work is completed on time.

B. It visualizes the flow and sequence of deliverables, helping to prioritize and communicate their status to stakeholders.

C. It tracks resource allocation and utilization to ensure that all deliverables are completed with available resources.

D. It outlines the project’s critical path and adjusts schedules based on task durations and dependencies.

Answer 18

B. It visualizes the flow and sequence of deliverables, helping to prioritize and communicate their status to stakeholders.

A storyboard is a visual tool that helps organize and prioritize deliverables by illustrating their sequence and flow. It is particularly useful for ensuring that stakeholders understand the progression of deliverables and their relative importance, facilitating clear communication about the project’s priorities and status.

Question 19

You are managing a project using a Kanban board, which helps visualize the flow of work. How does the Kanban board support task management, and what is its primary focus?

A. It allows for simultaneous execution of multiple tasks to increase productivity and speed up project completion.

B. It ensures that tasks are completed sequentially by moving them through columns representing different stages, with a focus on minimizing the number of tasks in progress.

C. It organizes tasks into fixed iterations or sprints, with a focus on completing a set number of tasks within each iteration.

D. It provides a detailed schedule of tasks and their dependencies, with a focus on managing and adjusting task durations to optimize project timing.

Answer 19

B. It ensures that tasks are completed sequentially by moving them through columns representing different stages, with a focus on minimizing the number of tasks in progress.

The primary focus of Kanban is on limiting the number of tasks in progress at any given time, ensuring that work is completed sequentially and efficiently before new tasks are started.

Trello is like a Kanban styled program

Question 20

What happens if a backlog item does not get completed within a sprint?

Answer 20

It goes back into the backlog to be reprioritized.

Question 21

In an Agile project, you encounter several instances of incomplete backlog items. Which of the following factors could contribute to these incomplete items?

A. The stakeholder decides that a different feature is more important, leading to changes in priority and potential backlog adjustments.

B. A team member is pulled off the team, causing delays in completing the backlog items assigned to them.

C. A new team member with less experience is assigned tasks, leading to slower progress and incomplete backlog items.

D. A backlog item is too large to fit within a single sprint, necessitating a breakdown into smaller, more manageable tasks.

E. All of the above factors can contribute to incomplete backlog items.

Answer 21

E. All of the above factors can contribute to incomplete backlog items.

Question 22

What does a team member do if they finish all the planned backlog items on day 7 of a 10-day sprint?

Answer 22

Pull a backlog item that can be completed in 3 days or less.

In Agile there is not a PM. So, they go to the backlog. There’s a scrum master or Product manager, not a PM. The product owner prioritizes the backlog. The team has really created the backlog so it’s up to the individual to grab next task from backlog.

Question 23

What does a team member do if they finish all the planned backlog items on day 9 of a 10-day sprint?

Answer 23

Assuming there are no 1-day backlog items, they can move on to conduct cross-training, upskilling, or team morale activities

Question 24

What are causes of incomplete backlog items?

Answer 24

People (Availability, skill level)
Size
Resource

Question 25

How do you know how many backlog items will fit in a sprint?

Answer 25

Measure EFFORT not time

Question 26

In Agile project management, how can a team determine the number of backlog items that will fit into a sprint? A. By calculating the total number of hours each team member is available and dividing this by the number of backlog items. B. By using historical sprint data (velocity) to estimate how many story points or backlog items the team can complete in a sprint. C. By prioritizing backlog items based on stakeholder requests and selecting as many items as possible until the sprint ends. D. By setting a fixed number of backlog items to complete per sprint, regardless of their size or complexity.

Answer 26

B. By using historical sprint data (velocity) to estimate how many story points or backlog items the team can complete in a sprint. By leveraging historical data and adjusting for current capacity, teams can effectively estimate and manage the number of backlog items in each sprint.

Question 27

Here’s a PMI exam-style question focused on story points: Question: In Agile project management, story points are used for estimating the effort required to complete a user story. Which of the following statements accurately describes the purpose and use of story points? A. Story points measure the actual time it will take to complete a user story and are used for scheduling purposes. B. Story points represent the complexity, effort, and uncertainty of a user story, allowing teams to estimate and plan work relative to other stories. C. Story points are used to assign a specific budget to each user story to track financial expenditure during the project. D. Story points indicate the priority of a user story and help prioritize the order in which stories should be developed.

Answer 27

B. Story points represent the complexity, effort, and uncertainty of a user story, allowing teams to estimate and plan work relative to other stories. Story Points: Story points are a unit of measure used in Agile to estimate the relative effort required to complete a user story. They take into account factors such as complexity, effort, and uncertainty, rather than focusing on exact time estimates.

Question 28

In Agile project management, teams often use the Fibonacci sequence for estimating the effort required to complete user stories. What is the primary reason for using the Fibonacci sequence in estimation? A. The Fibonacci sequence provides a time-based estimate that helps in creating a detailed project schedule. B. The Fibonacci sequence simplifies the estimation process by introducing larger gaps between higher numbers, which helps in representing increasing uncertainty and effort. C. The Fibonacci sequence is used to prioritize user stories based on their estimated completion time. D. The Fibonacci sequence is a financial model used to allocate budgets to different user stories.

Answer 28

B. The Fibonacci sequence simplifies the estimation process by introducing larger gaps between higher numbers, which helps in representing increasing uncertainty and effort. Fibonacci Sequence: The Fibonacci sequence (1, 2, 3, 5, 8, 13, 21, etc.) is used in Agile for estimating the relative size or complexity of user stories. The increasing gaps between numbers reflect the growing uncertainty and effort required for larger and more complex stories. Using the Fibonacci sequence helps Agile teams to make more accurate relative estimates and manage the planning process by accounting for increasing levels of complexity and uncertainty.

Question 29

In Agile project management, Planning Poker is a technique used to estimate the effort required for user stories. How does Planning Poker facilitate this estimation process, and what is its primary benefit? A. Planning Poker uses a random number generator to assign points to user stories, ensuring a quick estimation process. B. Planning Poker involves team members discussing each user story and using a set of cards with values (often based on the Fibonacci sequence) to collaboratively estimate effort, which helps achieve consensus and reduces bias. C. Planning Poker assigns fixed time estimates to user stories based on historical data, which helps in creating a detailed project schedule. D. Planning Poker is a financial estimation tool used to determine the cost of each user story based on resource allocation.

Answer 29

B. Planning Poker involves team members discussing each user story and using a set of cards with values (often based on the Fibonacci sequence) to collaboratively estimate effort, which helps achieve consensus and reduces bias.

Question 30

In Agile project management, velocity is used to estimate how much work a team can complete in a sprint. How is velocity typically determined, and how does it impact sprint planning? A. Velocity is calculated based on the total number of hours worked by the team and is used to allocate resources for the sprint. B. Velocity is determined by the number of user stories completed in previous sprints and is used to estimate the number of story points that can be included in the current sprint. C. Velocity is measured by the amount of budget spent during the sprint and helps in financial planning for the project. D. Velocity is based on the time each team member spends on individual tasks and is used to create detailed project timelines.

Answer 30

B. Velocity is determined by the number of user stories completed in previous sprints and is used to estimate the number of story points that can be included in the current sprint. In Agile, velocity is a measure of the amount of work a team has completed in past sprints, typically expressed in story points. It helps the team estimate how many story points or user stories they can realistically complete in the upcoming sprint based on their historical performance.

Question 31

When selecting a team for an Agile project, why should velocity not be the sole criterion for choosing team members? A. Velocity measures the amount of work completed but does not account for individual skills, experience, and team dynamics that are crucial for successful project execution. B. Velocity is only relevant for determining the project budget and does not influence team selection or composition. C. Velocity is a measure of time spent on tasks and does not affect the team's ability to meet deadlines or manage resources. D. Velocity fluctuates unpredictably, making it an unreliable factor for team selection or project planning.

Answer 31

A. Velocity measures the amount of work completed but does not account for individual skills, experience, and team dynamics that are crucial for successful project execution.

Question 32

In Agile project management, what are the primary responsibilities of the Project Manager and Scrum Master in relation to project planning and execution? A. The Project Manager is responsible for planning high-level project phases and milestones, while the Scrum Master facilitates sprints and ensures Agile processes are followed. B. The Project Manager oversees daily team activities and facilitates sprints, while the Scrum Master is responsible for planning project phases and milestones. C. The Project Manager and Scrum Master both share responsibility for running sprints and planning high-level project phases. D. The Project Manager focuses solely on managing the project budget, while the Scrum Master handles all aspects of project planning and execution.

Answer 32

A. The Project Manager is responsible for planning high-level project phases and milestones, while the Scrum Master facilitates sprints and ensures Agile processes are followed.

Question 33

In traditional project management, which of the following responsibilities does the Project Manager handle to ensure effective project scheduling and resource management? A. Ensures that work packages are broken down into required activities, dependencies and precedence relationships are determined, activity durations are estimated, the critical path is identified, resource overallocations are resolved, and the schedule is compressed to meet any constraints. B. Focuses solely on estimating activity durations and identifying the critical path, leaving dependencies and resource management to the Scrum Master. C. Handles only resource overallocations and schedule compression, with all other responsibilities managed by the Agile Coach. D. Assigns the breakdown of work packages, dependencies, and activity durations to team members, while focusing on team dynamics and Agile facilitation.

Answer 33

A. Ensures that work packages are broken down into required activities, dependencies and precedence relationships are determined, activity durations are estimated, the critical path is identified, resource overallocations are resolved, and the schedule is compressed to meet any constraints.