Task 3 Perform Schedule Analysis and Audit, on In-House and Subcontractor Schedules, Using Industry Standards, Guidelines and Best Practices in Order to Identify and Report Project Schedule, Status, Changes, Impacts or Issues. PMI-SP Practice Questions (Page 3)

Questions 11–15

1. 11foundation · easy

   Which of the following is a key element of an effective schedule status report?

   • AA clear summary of schedule variances and their causes
   • BA complete copy of the project schedule
   • CA list of all team member names
   • DA detailed list of all project risks
   Reveal Solution Discussion Select an answer first
2. 12application · medium

   A project manager is comparing planned versus actual progress for a task that was supposed to be 50% complete by the status date. The actual progress is 40%. The task has a total float of one week. What is the most appropriate conclusion?

   • AThe task is ahead of schedule because it has float available.
   • BThe task is on schedule because the float compensates for the delay.
   • CThe project is definitely delayed by 10% of the task duration.
   • DThe task is behind schedule, but the project may not be delayed if the float is not consumed.
   Reveal Solution Discussion Select an answer first
4. 13foundation · easy

   What is the purpose of schedule risk and impact analysis?

   • ATo update the project charter
   • BTo identify potential risks and assess their impact on the project schedule
   • CTo create the project budget
   • DTo assign resources to activities
   Reveal Solution Discussion Select an answer first
5. 14foundation · easy

   What is a best practice for ongoing schedule monitoring?

   • ARegularly updating the schedule with actual progress data
   • BAvoiding schedule updates to keep the baseline stable
   • CUpdating the schedule only at project milestones
   • DDelegating all schedule monitoring to the project sponsor
   Reveal Solution Discussion Select an answer first
6. 15application · medium

   A general contractor is reviewing a subcontractor's schedule for a critical foundation pour. The subcontractor's schedule shows the pour completing two weeks later than the project master schedule requires. The subcontractor claims the delay is due to a late equipment delivery that was not their fault. The project manager needs to assess the impact and report to the owner. What should the project manager do first?

   • AAnalyze the subcontractor's schedule to determine if the late pour affects the project's critical path and by how much.
   • BUpdate the master schedule to reflect the subcontractor's new date and inform the owner of the delay.
   • CRequire the subcontractor to submit a recovery schedule before any further work is performed.
   • DImmediately issue a formal notice of default to the subcontractor for missing the contractual milestone.
   Reveal Solution Discussion Select an answer first