Q & As for the PMBOK Guide - Fifth Edition by Project Management Institute

Author:Project Management Institute
Language: eng
Format: epub
Publisher: Project Management Inst
Published: 2013-11-30T00:00:00+00:00

Project Time Management

(Chapter 6 of the PMBOK® Guide)

66. Answer: B.

PMBOK® Guide, page 141, Introduction; and page 143, Figure 6-1

Project Time Management

Project Time Management includes the processes required to manage the timely completion of the project.

Figure 6-1 provides an overview of the Project Time Management processes, which are as follows:

6.1 Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities.

6.4 Estimate Activity Resources—The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.

6.5 Estimate Activity Durations—The process of estimating the number of work periods needed to complete individual activities with estimated resources.

6.6 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

6.7 Control Schedule—The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.

67. Answer: B.

PMBOK® Guide, page 152, Section 6.2.2.2

Rolling Wave Planning

Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration. Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.

68. Answer: A.

PMBOK® Guide, page 156, Section 6.3.2.1

Precedence Diagramming Method

The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. Activity-on-node (AON) is one method of representing a precedence diagram. This is the method used by most project management software packages.

69. Answer: D.

PMBOK® Guide, page 165, Section 6.4.3.1; and page 167, Section 6.5.1.4

Activity Resource Requirements

Activity resource requirements identify the types and quantities of resources required for each activity in a work package. These requirements then can be aggregated to determine the estimated resources for each work package and each work period. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area. The resource requirements documentation 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.

Activity Resource Requirements

Described in Section 6.4.3.1. The estimated activity resource requirements will have an effect on the duration of the activity, since the level to which the resources

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