PMP

PDM stands for Precedence Diagramming Method, which is a network diagramming technique used in project management. It is true that PDM uses the activity-on-node (AON) diagramming method. In this method, activities are represented by nodes, and the dependencies between activities are shown by arrows. The nodes represent the start and finish of each activity, and the arrows represent the sequence in which the activities must be performed. This allows for a visual representation of the project schedule and helps in identifying the critical path and dependencies between activities.

The correct answer is "The plan must ensure that the level of details and risk management efforts are commensurate with the level of risk and importance of the project." This means that the Risk Management Plan should be tailored to the specific project, taking into account the level of risk and importance. It emphasizes the need to match the level of detail and effort in managing risks with the specific characteristics and requirements of the project. This approach ensures that the plan is effective and efficient in addressing the project's unique risks.

The correct answer is Human resource planning. Human resource planning involves determining project roles, responsibilities, and reporting relationships, as well as developing the staffing management plan. This process ensures that the project has the right people with the necessary skills and expertise to successfully complete the project. It also involves identifying the project's staffing needs, creating job descriptions, and determining how team members will be acquired and managed throughout the project.

The WBS dictionary can be used to determine what work is included in each work package for each of your team members. The WBS dictionary provides detailed information about each work package, including its description, deliverables, activities, and resources required. It helps in clarifying the scope of work and ensuring that everyone understands their responsibilities and the work that needs to be done. The other options, such as the RBS, project scope statement, and project schedule, may provide some information related to the work packages, but the WBS dictionary is specifically designed to provide detailed information about each work package.

Reverse analysis is not a tool or technique used in Activity resource estimation. Reverse analysis is a technique used in risk monitoring and control, cost estimation, cost budgeting, and activity duration estimation. It involves working backwards from the desired outcome to determine the necessary steps and resources needed to achieve that outcome. However, in activity resource estimation, the focus is on determining the types and quantities of resources required for each activity in the project. Therefore, reverse analysis is not applicable in this process.

Reserve analysis is a tool/technique used in cost budgeting, risk monitoring and control, activity duration estimation, and cost estimation. However, it is not used in activity resource estimation. Activity resource estimation involves determining the types and quantities of resources required to complete project activities, while reserve analysis is used to determine the amount of contingency or buffer needed to account for uncertainties in the project. Therefore, reserve analysis is not applicable to activity resource estimation.

The given answer is correct because it states that activity duration estimates should specify a single, specific duration, and NOT a range of durations. This means that when estimating the duration of an activity, it is important to provide a specific time estimate rather than a range of possible durations. This allows for better planning and scheduling of activities within a project.

The Schedule baseline is not an output of the Activity Duration Estimation process. The Activity Duration Estimates are the primary output of this process, providing the estimated durations for each activity. Updates to activity attributes may also be an output, as the estimation process may require adjustments to the attributes of the activities. However, the Schedule baseline is not directly generated from this process, as it is a separate process used to establish the approved project schedule.

Reverse analysis is a tool/technique used in processes such as risk monitoring and control, cost estimation, and cost budgeting. It involves working backward from a desired outcome to determine the necessary resources or steps needed to achieve that outcome. However, it is not used in activity resource estimation, which is the process of identifying and documenting the types and quantities of resources required for each activity in a project.

The next action that should be performed is to obtain approval of the schedule. This is because the project team has already created the WBS, developed estimates, sequenced the activities, applied resource leveling and schedule compression techniques. Once the schedule is approved, it can be considered as the baseline for the project and any changes to the schedule would require schedule change control. Decomposing the work packages into smaller schedule activities, developing activity resource requirements, and obtaining acceptance of completed project scope can be done after the schedule is approved.

The technique being used in this scenario is the Critical chain method. This method involves using average task duration estimates, scheduling backwards from the project's needed date, placing aggregate buffers in the project plan to protect the entire project and key tasks, and using buffer management to control the plan. The Critical chain method is specifically designed to manage uncertainty and ensure efficient project scheduling.

Before beginning the activity definition, it is important to identify the historical information on previous projects. This information can provide valuable insights into the successful implementation of similar projects in the past, including any challenges faced and lessons learned. By understanding the historical information, the project manager can make informed decisions, anticipate potential risks, and ensure that the project is executed efficiently and effectively.

Cost-reimbursable contracts do not resemble fixed unit agreements when the unit rates are preset by the buyer and seller. In cost-reimbursable contracts, the seller is reimbursed for the actual costs incurred, plus a fee for profit. The unit rates are not fixed in advance in this type of contract, unlike in fixed unit agreements where the rates are predetermined. This statement is false because it incorrectly suggests that cost-reimbursable contracts are similar to fixed unit agreements in terms of unit rate setting.

The project scope management plan does not identify the influence and interest of the stakeholders and document their expectations. This statement is false because the project scope management plan focuses on how the project scope will be defined and managed, specifies formal verification and acceptance of deliverables, and is contained within the project management plan. The identification of stakeholders and their expectations is typically done in the stakeholder management plan.

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Funding limit reconciliation is the correct answer because it refers to the process of comparing and aligning the expenditure of funds with the funding limits set by the performing organization. This technique ensures that the actual spending stays within the approved budget and helps in identifying any discrepancies or overages. It is an important tool for financial management and control, allowing organizations to track and manage their expenses effectively.

EMV is not a tool or technique of Qualitative Risk Analysis. Instead, it is a statistical concept that calculates the average outcome of project outcomes based on assumptions and scenarios. EMV is calculated by multiplying the value of each possible outcome by its probability of occurrence and summing them together. Decision tree analysis is a type of EMV analysis.

Monte Carlo analysis is a form of what-if scenario analysis. This type of analysis involves simulating different scenarios by using random variables to model uncertain inputs in order to understand the potential outcomes and risks associated with a particular decision or project.

Control account and planning package are planning components of the Activity Definition Process. Control accounts are used to manage and control the work within a project, while planning packages are subsets of control accounts that are used to plan and estimate the work. These components help in organizing and defining the activities required to complete a project. Rolling wave planning, decomposition, milestone list, and schedule network templates are not planning components in this context.

Reserve analysis is not a tool/technique used in the process of numerically analyzing the effects of identified risks. Reserve analysis is a technique used in project cost management to determine the amount of contingency reserves needed to account for identified risks. It involves analyzing the project's overall risk exposure and determining the appropriate amount of funds to set aside as reserves. However, in the context of numerically analyzing the effects of identified risks, other tools/techniques such as sensitivity analysis, expected monetary value analysis, modeling and simulation, and decision tree analysis are more commonly used.

When resource cost rate information is unavailable from commercial databases, it will not directly influence the cost estimates because the cost rates are not known. The cost estimates will instead be based on other factors such as historical data, industry standards, or negotiations with suppliers.

The given answer is correct because using a network diagram is the correct way to estimate the schedule in project management. A network diagram helps to identify the dependencies between different tasks and activities, allowing for a more accurate estimation of the project timeline. By not using a network diagram, the project manager may not have considered the interdependencies and may have underestimated or overestimated the time required for each task. This could lead to delays or inefficiencies in the project execution. Therefore, using a network diagram is essential for producing accurate estimates and ensuring the project is completed on time.

The activity resource requirements document is a document that outlines the resources needed for each activity in a project. It includes information such as the types and quantities of resources required, as well as any constraints or limitations on resource availability. When developing this document, the project manager would consider factors such as resource availability, the project management plan, the activity list, and the activity attributes. However, the resource breakdown structure is not directly related to the estimation of resource requirements for activities, so it would not be considered when developing the activity resource requirements document.

When identifying and documenting project roles and responsibilities and creating a staffing management plan, all aspects should be addressed except for compliance. Competency refers to the skills and qualifications required for each role, authority defines the decision-making power and level of control each role has, responsibility outlines the tasks and duties assigned to each role, and role defines the position and function within the project. Compliance, on the other hand, does not directly relate to the identification and documentation of project roles and responsibilities.

A project schedule can be presented in various formats such as activity-on-node diagram, logic bar chart, time-scaled schedule network diagram, and milestone charts. However, flow charts are not a valid format for presenting a project schedule. Flow charts are typically used to represent processes or workflows, but they do not provide a comprehensive representation of the project schedule including activities, dependencies, and timelines. Therefore, flow charts are not a valid format for presenting a project schedule.

A hammock activity is a group of related schedule activities that are summarized and reported as a single activity at a summary level. It represents a higher-level task or deliverable that encompasses multiple individual activities. This allows for easier tracking and reporting of progress for larger, more complex projects.

In the given scenario, where the software development process is following the extreme programming (XP) methodology, the project manager needs to identify the logical relationships between tasks during the Activity Sequencing phase. GERT (Graphical Evaluation and Review Technique) is the most suitable sequencing method for this purpose. GERT allows for the representation of complex dependencies and relationships between tasks using a network diagram. This method is particularly useful in iterative and dynamic development processes like XP, where tasks may have multiple dependencies and can be executed in parallel. Therefore, GERT is the correct sequencing method to ensure the correct order of activities in this scenario.

Control accounts and planning packages are tools / techniques of the Cost Management process, not the Schedule Development process. The Schedule Development process focuses on creating and maintaining the project schedule, while the Cost Management process focuses on estimating, budgeting, and controlling project costs. Control accounts and planning packages are used in the Cost Management process to monitor cost and schedule performance, but they are not directly related to the Schedule Development process.

Schedule network templates are not tools/techniques of the Activity Definition Process. The Activity Definition Process involves identifying and documenting the specific activities that need to be performed to complete the project. Expert judgment, decomposition, templates, rolling wave planning, and planning component are all tools/techniques commonly used in this process. However, schedule network templates are not directly related to defining activities but rather to developing the project schedule.

The activity cost estimates and activity cost estimate supporting detail are the least helpful inputs because they are the actual estimates of the costs of each activity. The other inputs such as the WBS, WS dictionary, market place conditions, commercial databases, cost estimating policies/templates, historical information, project team knowledge, schedule management plan, staffing management plan, and risk register provide valuable information and resources for developing the cost estimates.