You are the project manager for your organization. You want to record some details about the work that the project team has to complete. You want to document the level of effort, where the work is to be performed, and the person who will be responsible for completing the work. Which of the following is the best place to document this information?

1. A. Activity attributes
2. B. Project management plan
3. C. Schedule Management Plan
4. D. Roles and Responsibilities Matrix

Correct Answer: A
The activity attributes initially include the Activity ID, WBS ID, and the Activity Name, but it can evolve over time to include other components about the work. Activity attributes are an output of the Define Activity process. These attributes refer to the multiple components that frame up an activity. The components for each activity during the early stages of the project are the Activity ID, WBS ID, and Activity name. At the later stages, the activity attributes include Activity codes, Predecessor activity, activity description, logical relationship, successor activity, leads and lags, imposed dates, and constraints and assumptions. Activity attributes are used for schedule development and for ordering, selecting, and sorting the planned schedule activities in a number of ways within reports.
Answer option B is incorrect. A project management plan is a formal document that defines how the project is being monitored, controlled, and executed. It is not the best answer. Answer option D is incorrect. The roles and responsibilities matrix records the work and the person to record the work, but does not offer additional information such as locale for the work, level of effort, and other information.
Answer option C is incorrect. The Schedule Management Plan defines how the schedule will be created, executed, and controlled.

You are the project manager for your organization. You are meeting with your customers to discuss the project performance. In this meeting, you will have eight project customers, the project sponsor, and ten members of your project team. What type of communication method are you using in this instance?

1. A. Interactive communication
2. B. Active communication
3. C. Pull technique
4. D. Push technique

Correct Answer: A
Any meetings, phone calls with multiple participants, or conferences are examples of the interactive communications.
Answer option B is incorrect. Active communication is not a PMBOK term for project management.
Answer option D is incorrect. A push technique describes a distribution from the project manager out to the message recipients, such as email.
Answer option C is incorrect. A pull technique describes a distribution method where the recipients of the message pull the message from a source, such as a Web server.

You are a project manager in a matrix environment and management is concerned about the utilization of the resources on your project team and when you'll release them. What project management plan will guide how and when project resources will be released from the project team?

1. A. Project Human Resources Management Plan
2. B. Project Staffing Management Plan
3. C. Project Communications Management Plan
4. D. Project Schedule Management Plan

Correct Answer: B
The Project Staffing Management Plan will define how resources are brought onto the project team, how they are managed while on the project team, and how they may be released from the project team. The staffing management plan is part of human resources plan. It is a subsidiary plan of the overall project management plan and defines when project team members will be brought onto and released from the project. It describes when and how human resource requirements will be met. Depending upon the needs of the project, it can be formal or informal, highly detailed or broadly framed. The staffing management plan may include the following items: Staff acquisition, resource calendars, staff release plan, training needs, recognition and rewards, compliance, and safety.
Answer option C is incorrect. The communications management plan defines project communication requirements and expectations.
Answer option A is incorrect. This is not a valid project management plan.
Answer option D is incorrect. The project schedule management will define when resources are needed and scheduled, but not how resources are allowed to be released from the project.

You work as a project manager for BlueWell Inc. You want to increase the overall duration of the project. If the management elects to use resource leveling, then what will happen to the project duration?

1. A. The duration will increase, but the labor will stay the same.
2. B. The duration will decrease as new team members are brought onto the project.
3. C. Nothing, new resources will be incorporated into the project team.
4. D. The duration will increase, but the labor will decrease.

Correct Answer: A
Resource leveling usually increases the overall duration of the project because management restricts the amount of labor which can be utilized in a given time period. Resource leveling heuristics is a prioritization method that allocates inadequate resources to critical path activities first. It is a schedule network analysis technique useful to a schedule that has already been analyzed by the critical path method. It is used when shared or critical essential resources are only available at certain times, in limited quantities, or to keep resource usage at a constant level. It is a technique that resolves resource conflicts by delaying tasks within their slack allowances. Resource leveling is the process in which project teams come across problems when developing their project schedules. If a company has multiple projects running simultaneously that require the same resources, then problems can arise. It can often cause the critical path method to change. Answer option C is incorrect. New resources are not added as part of resource leveling.
Answer option D is incorrect. Labor remains the same in resource leveling, but their availability decreases.
Answer option B is incorrect. New resources are not added as part of resource leveling.

Allen works as a project manager of the NHY project. This project is scheduled to last for two years and has a BAC of $5,400,000. He is currently 45 percent complete with this project, though he is supposed to be at his second milestone, which accounts for half of the project completion. There have been some errors in the project, which have caused Allen to spend $2,093,754. What is this project's schedule variance?

1. A. - $210,000
2. B. - $720,000
3. C. - $250,000
4. D. - $270,000

Correct Answer: D
The schedule variance can be found by subtracting the planned value from the earned value. In this instance, it is
EV = (0.45 * 5,400,000)
= 2,430,000
PV = (0.50 * 5,400,000)
= 2,700,000
SV = EV - PV
= 2,430,000 - 2,700,000
= - $270,000
Schedule variance (SV) is a measure of schedule performance on a project. The variance
notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target.