You are the project manager for your organization. You are managing a project to create new software for your clients. During the project execution, there have been some unforeseen delays that will require your attention. You will need four inputs to the control schedule process. Which of the following documents would not be an input for the control schedule process?

1. A. Project schedule
2. B. Work performance information
3. C. Project management plan
4. D. Earned value management results

Correct Answer: D
The results of earned value management are not an input to the control schedule process. The fourth input is organizational process assets. The inputs of schedule control process are as follows:
Project Management Plan Project Schedule
Work Performance Integration Organizational Process Assets
Answer option C is incorrect. The project management plan is an input to the control schedule process.
Answer option A is incorrect. The project schedule is an input to the control schedule process.
Answer option B is incorrect. The work performance information is an input to the control schedule process.

Don is the project manager of the NQP project for his organization. This project is scheduled to last for 18 months and will have several elements of the project that have government regulations. Management is concerned with the regulations and would like Don to report on the activities that will be affected by the regulations. Which of the following documents should Don refer to, for the information on the activities and the regulations?

1. A. Risk management plan
2. B. Activity list
3. C. Activity list and attributes
4. D. Risk register

Correct Answer: C
The activity list and the attributes will contain the information about the activities that interact with the government regulations.
Answer option A is incorrect. The risk management plan communicates how the risks will be identified, analyzed, responded to, and monitored.
Answer option D is incorrect. The risk register is a list of all the risk events for the project. Answer option B is incorrect. The activity list is not a detailed enough answer for this question.

Which of the following group activity techniques allows a large number of ideas to be sorted into groups for review and analysis?

1. A. Idea/mind mapping
2. B. Nominal group technique
3. C. Delphi technique
4. D. Affinity diagram

Correct Answer: D
The various group creativity techniques are as follows: Brainstorming: It is a technique used to generate and collect multiple ideas related to the project and product requirements. Nominal group technique: It is a technique used to enhance brainstorming with a voting process used to rank the most useful ideas for further brainstorming or prioritization. Delphi technique: It is a techniques used to identify potential risk. In this technique, the responses are gathered via a questionnaire from different experts and their inputs are organized according to their contents. Idea/mind mapping: It is a technique used to map the ideas generated by brainstorming to reflect the commonality and differences in understanding and generating new ideas. Affinity diagram: It is a technique used to allow a large number of ideas to be sorted into groups for review and analysis.

Tom works as the project manager for BlueWell Inc. He is working with his project to ensure timely and appropriate generation, retrieval, distribution, collection, storage, and ultimate disposition of project information. What is the process in which Tom is working?

1. A. Work performance measurement
2. B. Stakeholder expectation management
3. C. Project communication management
4. D. Stakeholder analysis

Correct Answer: C
Tom is working with the project communication management process, as it is required to ensure the timely disposition of project information. Project Communications Management is one of the nine Knowledge Areas. It employs the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. The following processes are part of Project Communications Management:
Identify Stakeholders Plan Communications Distribute information
Manage Stakeholder Expectations
Report Performance
The Project Communications Management processes provide the critical links among people and information that are necessary for successful communications. These processes interact with each other and with the processes in the other Knowledge Areas as well.
Answer option B is incorrect. Managing stakeholder expectation is the process of working and communicating with the stakeholders to meet their requirements.
Answer option A is incorrect. Work performance measurement uses the information to create project activity metrics to evaluate actual progress compared to planned progress. Answer option D is incorrect. Stakeholder analysis is the process of gathering and analyzing quantitative and qualitative information to determine the interest of the stakeholders. You are the project manager for your organization. Management has asked you to document the holidays, weekends, and other corporate working hours, which will supersede the project timings for your schedule. Which calendar will communicate to the project stakeholders, when the project work will take place within the organization?

You work as a project manager for BlueWell Inc. You would like to crash your project to help the project schedule to get back on track. What is the primary danger of crashing?

1. A. Crashing increases project costs.
2. B. Crashing is a top-down approach to project completion.
3. C. Crashing restricts resource utilization.
4. D. Crashing always increases project risks.

Correct Answer: A
Crashing adds project resources and usually increases costs - though it may also increase some project risks. Crashing is a schedule compression technique to obtain the greatest amount of compression for the least incremental cost. Crashing works for activities where additional resources will shorten the duration. Approving overtime, bringing in additional resources, paying to expedite delivery to activities on the critical path are examples of crashing.
Answer option D is incorrect. Crashing does not always increase project risks. Answer option C is incorrect. Crashing does not restrict resource utilization - that is resource leveling.
Answer option B is incorrect. This is not a valid definition or description to crashing the project.