Free PMI PMI-SP Practice Exam with Questions & Answers | Set: 10

The estimate to complete wants to know how much more money the project will need to complete its objectives. The estimate to complete (ETC) is the expected cost needed to complete all the remaining work for a scheduled activity, a group of activities, or the project. ETC helps project managers predict what the final cost of the project will be upon completion. The formula for the ETC is EAC- AC. The EAC is BAC/CPI.

Answer option A is incorrect. This is the estimate at completion based on the current project performance.

Answer option C is incorrect. This is the current schedule variance.

Answer option B is incorrect. 1.02 is the to-complete performance index based on the BAC.

According to the question, you are required to calculate the schedule performance index (SPI) of the project. Schedule performance index (SPI) is the measure of schedule efficiency on a project. It is used in trend analysis to predict future performance. SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula: SPI = Earned Value (EV) / Planned Value (PV) If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target. Here, SPI is calculated as follows: SPI = EV / PV = 425/400 = 1.0625 As the SPI (1.0625) is greater than 1, it shows that the schedule performance is better than expected. What is BCWP (or EV)? Budgeted cost of work performed (BCWP) or Earned Value (EV) is the value of completed work. It is the budgeted amount for the work actually completed on the schedule activity during a given time period. What is BCWS (or PV)? Budgeted Cost of Work Scheduled (BCWS) or Planned Value (PV) is the authorized budget assigned to the scheduled work to be accomplished for a schedule activity or Work Breakdown Structure (WBS) component. What is ACWP (or AC)? Actual cost of work performed (ACWP) or Actual Cost (AC) is the total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity. It is the cost of the work to date, including direct and indirect costs. AC is money that has actually been expended to date.

The communications management plan defines who needs what information, when the information is needed, and the modality the information is expected in.

Answer option C is incorrect. The project schedule could include project management activities such as schedule communication, but the communications management plan is the best answer as this information is absolutely documented in this plan.

Answer option D is incorrect. The schedule management is not the best location for this information.

Answer option B is incorrect. The request for customer communication is not an issue, so this choice is not the most appropriate.

Activity E has four days of float. The entire project will take 19 days to complete. Float, also called slack, is the amount of time an activity can be delayed without affecting any subsequent activities. There are two types of floats available: Free Float: It is the amount of time a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities. Total Float: It is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating schedule constraint. Float is calculated by using the critical path method technique.

Answer option D is incorrect. Activity E is not on the critical path.

Answer options C and B are incorrect. These are incorrect calculations of the amount float available for Activity

E.

The schedule variance for a project can be found by subtracting the planned value from the earned value. In this instance, it would be as follows:

SV = EV - PV

=(0.85*9,850,400) - (0.95*9,850,400)

= 8,372,840 - 9,357,880

=-985,040

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.

Answer option B is incorrect. $130,901 is the cost variance.

Answer option A is incorrect. $163,626 is the variance at completion for this project.

Answer option D is incorrect. 0.16 is the difference between the schedule performance index of .84 and a perfect schedule.

Stakeholders are interviewed and can help identify other stakeholders that should be included in the project communications.

Answer option B is incorrect. According to the PMBOK, this is not the best answer.

Answer option A is incorrect. Stakeholders are entered into a stakeholder register, not identified by it.

Answer option C is incorrect. Project customers are stakeholders.