PMI Scheduling Professional Practice Test

PMI-SP exam Format | Course Contents | Course Outline | exam Syllabus | exam Objectives

The Project Management Institute (PMI) ® offers a professional credential for project schedulers, known as the PMI Scheduling Professional (PMI-SP)®. PMIs professional credentialing examination development processes stand apart from other project management certification examination development practices. PMI aligns its process with certification industry best practices, such as those found in the Standards for Educational and Psychological Testing.

Although many of the domains, tasks, knowledge, and skills outlined by the PMI-SP Examination Content Outline are also covered by the Practice Standard for Scheduling and PMBOK® Guide, there are some that are unique to the PMI-SP Examination Content Outline. Candidates studying for the examination will certainly want to include the current edition of the Practice Standard for Scheduling and PMBOK® Guide as two of their references, and would be well advised to read other current titles on project scheduling.

Schedule Strategy 14%
Schedule Planning and Development 31%
Schedule Monitoring and Controlling 35%
Schedule Closeout 6%
Stakeholder Communications Management 14%
Total 100%

Domain 1: Schedule Strategy (14% of examination)
Task 1 Establish project schedule configuration management policies and
procedures incorporating best practices, regulations, governing standards
and organization policies, and procedures to ensure accessibility, storage,
retrieval, maintenance, change control, and baseline schedule control.
Task 2 Develop schedule approach, based on the unique characteristics of the
project, including enterprise environmental factors and organizational
process assets, in order to define schedule requirements.
Task 3 Establish scheduling policies and procedures regarding methodology,
selection of a scheduling tool, scheduling parameters, performance
thresholds, activity granularity, presentation format, earned value
management (EVM) implementation, analysis techniques, and approval
requirements by using resources such as organizational process assets and
project documents in order to develop the schedule management plan and
standardize operational procedures.
Task 4 Develop the scheduling-related components for project management plans
(for example, integration, scope, cost, quality, resources, communication,
risk, and procurement management), through review of contract
requirements, in order to integrate scheduling activities into the overall
project management process.
Task 5 Provide information about project scheduling objectives and goals, the role of
the scheduler, and scheduling procedures to project team members to
facilitate effective participation in the project.
Knowledge and Skills:
 Applicable contract requirements, regulations, and governing standards
 Schedule control processes (for example, baseline control, status update procedure, variance thresholds)
 Scheduling development concepts (for examples, coding, work breakdown structures, organizational breakdown structure, resource breakdown structures)
 Project charter

Domain 2: Schedule Planning and Development (31% of examination)
Task 1 Develop the work breakdown structure (WBS), organizational breakdown
structure (OBS), control accounts (CA), and work packages through
communication with subject matter experts and stakeholders and analysis of
the contractual commitments in order to ensure completion of the project
scope.
Task 2 Define activities and milestones through communication with subject matter
experts, decomposition, and application of scheduling policies and
procedures to identify and document the work to be performed.
Task 3 Estimate activity durations, utilizing subject matter experts and scheduling
techniques such as three-point estimate, parametric, analogous and/or
Program Evaluation and Review Technique (PERT) in order to develop an
overall schedule model.
Task 4 Sequence activities, incorporating defined dependencies (internal, external,
and cross programs) milestones, and constraints (for example, calendars,
geography, contracts), in order to develop a logical, dynamic schedule model.
Task 5 Identify critical and near-critical path(s) using techniques such as Critical
Path Method, Critical Chain, Program Evaluation and Review Technique
(PERT), and Monte Carlo simulation in order to meet project delivery date
requirements.
Task 6 Develop the project resource breakdown structure (RBS), determine resource
availability, and assign resources to activities by working with functional
managers, project managers, and project team members in order to define the
resource constrained schedule.
Task 7 Adjust schedule model based upon resource availability, available budget,
and other known constraints in order to calculate the resource constrained
schedule.
Task 8 Align schedule with the overall program plan or integrated master plan (IMP),
through review of enterprise objectives and contract documentation, in order
to ensure accomplishment of overall program objectives.
Task 9 Analyze major milestones against statement of work (SOW), the contract,
and/or memorandum of understanding, to assess whether schedule model
delivery estimates meet required deadlines.
Task 10 Perform schedule risk analysis using quantitative tools or techniques (for
example, what-if scenarios, Monte Carlo simulation) in order to determine if
project milestone dates are achievable within acceptable risk tolerances.
Task 11 Obtain a consensus of the project customer, sponsor, project manager, and
project team members, in order to establish an approved baseline schedule.
Task 12 Establish the Performance Measurement Baseline (PMB), using organizational
processes and standard techniques, in order to enable performance measurement and management.
Knowledge and Skills:
 Scope statements, including deliverables and deadlines
 Work breakdown structure (WBS)
 Organizational breakdown structure (OBS)
 Resource breakdown structure (RBS)
 Cost structure as related to schedule development
 Activity definition
 Activity execution techniques (duration/time, effort/work)
 Dependency relationship types (Finish to Start, Start to Finish, Finish to Finish, Start to Start)
 Leads and lags
 Prioritization within the schedule model
 Resource groups
 Resource calendars
 Resource allocation techniques
 Activity Network Diagram (AND)
 Precedence Diagramming Method (PDM)
 Capacity requirements/resource requirements
 Contingency reserve or buffer (funds, budget, or time)
 Cost and schedule integration
 Schedule baselining
 Performance Measurement Baseline (PMB)
 Inter-project Dependencies
 Milestone definition
 Schedule model components
 Schedule risk-assessment techniques (for example, Monte Carlo simulation, PERT)

Domain 3: Schedule Monitoring and Controlling (35% of examination)
Task 1 Collect activity status at defined intervals from activity owners via reports,
meetings, inspections, or other standard procedures in order to update and
review the project progress.
Task 2 Collect resource information and updates via reports, timesheets, meetings,
inspections, or other standard procedures in order to report on resource
utilization and availability.
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.
Task 4 Identify alternative project execution options, using tools and techniques
such as what-if scenario analyses, in order to optimize the schedule.
Task 5 Incorporate approved risk mitigation activities into the schedule, by utilizing
defined change control processes, in order to establish a new performance
measurement baseline (PMB).
Task 6 Update the schedule model and document schedule baseline changes,
received through formal change-control processes, in order to maintain an
accurate schedule and facilitate forensic schedule analysis, if required.
Knowledge and Skills:
 Progress measurement techniques (for example, percent complete, actual/remaining duration, estimate to complete)
 Industry standards, guidelines, and best practices with respect to activity status update frequency, format, and content
 Metrics to monitor, analyze, and control the schedule
 Cost and schedule reserve analysis
 Activity prioritization
 Available data, logical data organization/relationships within data elements
 Electronic file storage and retrieval standards
 Resource breakdown structure (RBS)
 Resource calendars
 Resource groups
Resource allocation techniques
 Schedule risk analysis
 Project schedule change control
 Reserve analysis
 Knowledge of ongoing audit analysis
 Activity Network Diagram (AND)
 Precedence Diagramming Method (PDM)
 Schedule risk assessment techniques (for example, Monte Carlo simulation, Program and Evaluation Review Technique [PERT])
Schedule and cost variance management

Domain 4: Schedule Closeout (6% of examination)
Task 1 Obtain final acceptance of the contractual schedule components, by working
with sponsor and/or customer, in order to facilitate project closeout.
Task 2 Evaluate final schedule performance against baseline schedule, scheduling
approach and the implementation, using standard scheduling tools and
techniques, including solicitation of feedback from stakeholders, in order to
identify lessons learned and develop best practices.
Task 3 Update the organizational process assets, through documentation of
identified lessons learned and best practices, in order to Improve business
processes.
Task 4 Distribute final schedule reports, including earned value management (EVM)
calculations and variance analysis, to stakeholders in order to facilitate
project closeout.
Task 5 Archive schedule files (for example, final schedule model, schedule
management plan, periodic status reports, schedule change log), as per
defined procedures in order to satisfy contractual requirements and prepare
for potential forensic schedule analysis.
Knowledge and Skills:
 Contractual schedule components
 Schedule close-out procedures
 Feedback techniques
 Schedule review techniques
 Schedule issue management
 Transition planning

Domain 5: Stakeholder Communications Management (14% of examination)
Task 1 Develop and foster relationships with project stakeholders, consistent with
the communication management plan, in order to enhance support for the
project schedule.
Task 2 Generate and maintain visibility of project schedule, by working with the
project manager and/or stakeholders, in order to maintain stakeholder
support.
Task 3 Provide senior management and other stakeholders with verbal and written
schedule status updates and impact on schedule of corrective actions, as
defined by the communication management plan, in order to maintain
stakeholder awareness.
Task 4 Communicate schedule issues that could impact delivery of project scope or
adherence to the schedule management plan, in order to elevate awareness to
relevant stakeholders.
Knowledge and Skills:
 Targeting communications to senior management
 Methods and techniques used to maintain visibility of project schedule Elements of the communication management plan Oral and written communication tools and techniques
 Targeting communications to intended audience
 Presentation tools and techniques
 Negotiation
 Facilitation
 Cultural sensitivity and diversity
 Conflict resolution
 Project life cycle
 Stakeholder-impact analysis
 Change management/control
 Scheduling terminology
 Organizational process assets
 Project management software
 Project management information systems
 Schedule documentation and reporting techniques
 Scheduling data management procedures (for example, archiving, storage, retrieval)
 Estimation techniques (for example, analogy based estimation, parametric estimation, historical data, expert estimation)
 Scheduling methods (for example, critical path method, critical chain, linear, agile)
 Scheduling techniques (for example, resource leveling, schedule compression, simulation)
 Earned Value Management (EVM)
 Gantt Charts
 Quantitative and qualitative schedule analysis (for example, schedule performance index, baseline execution index, float analysis)
 Problem-solving tools and techniques
 Contract schedule requirements

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PMI Scheduling Professional
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QUESTION: 311
A company hires a scheduler for one of its projects. What skills should he possess to efficiently
work with the project team? Each correct answer represents a complete solution. Choose three.
A. Performance control
B. Execution scheduling
C. Leadership
D. Feasibility planning
Answer: D, B, A
Explanation:
A scheduler schedules the constraints for the project into phases with respect to the time and
resources available. He can be hired from outside a company, or from within a company. The
basic roles of a scheduler are as follows: Feasibility Planning: A scheduler is the time
management expert who paints a picture of the project. He develops a strategy for delivery and
to gain consensus. Execution Schedule: A scheduler works with the project team to optimize
and refine the schedule until an agreed schedule has been developed. Performance Control: A
schedule is maintained by the scheduler who optimizes outcomes and instructs the project team
on their presentation. It is important that the scheduler be aware of the changes and trends
related to the project delivery. Answer option C is incorrect. This is the skill possessed by the
project manager.
QUESTION: 312
Which of the following is NOT an output of the control schedule process?
A. Organizational process assets
B. Change requests
C. Project termination request
D. Project document updates
Answer: C
Explanation:
The project termination request is not an output of the control schedule. Early termination of a
project is a closing process and usually does not stem from the project manager. The outputs of
the control schedule process are as follows: Work Performance Measurements: The work
packages and control accounts are documented and communicated to the stakeholders.
Organizational Process Assets Updates: The assets that are updated are: corrective actions
chosen and the reasons, causes of variance, and other types of lessons learned from project
schedule control. Change Requests: It is processed for reviews and disposition through the
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Perform Integrated Change Control process. Project Management Plan Updates: The elements
that need to be updated are: schedule baseline, schedule management plan, cost baseline. Project
Document Updates: The elements that need to be updated in project document updates are:
schedule data and project schedule.
QUESTION: 313
You are the project manager of the NHQ project. This project is scheduled to last for six months
and will require $345,000 to complete. If the project completes earlier than scheduled, your
organization will receive a bonus of $5,000 per day for the early completion. Management has
asked you to develop an aggressive schedule to realize as much of the bonus as possible, but
you must be careful not to increase project risk beyond an acceptable level of risk exposure.
Which of the following approaches is most likely to increase project risk?
A. Using the critical chain method
B. Crashing
C. Adding leads to the project work
D. Fast tracking
Answer: D
Explanation:
Fast tracking allows entire phases of the project to overlap and this action does increase risks.
This is an approach that you would want to avoid in your project. Answer option B is incorrect.
Crashing adds labor to the project and typically drives project costs. Answer option A is
incorrect. The critical chain method considers the availability of project resources as part of its
network diagramming technique. Answer option C is incorrect. Lead time allows project
activities to overlap and may introduce project risks, but not to the extent of using fast tracking.
QUESTION: 314
You are the project manager of the GHY Project. This project is scheduled to last for one year
and has a BAC of $4,500,000. You are currently 45 percent complete with this project, though
you are supposed to be at your second milestone, which accounts for half of the project
completion. There have been some errors in the project, which has caused you to spend
$2,073,654. What is this project's planned value?
A. $2,025,000
B. There is not enough information to know
C. $4,500,000
D. $2,250,000
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Answer: D
Explanation:
The planned value is the worth of the project if it were on time. In this instance, the project
should be 50 percent complete, so the planned value is half of the project budget - $2,250,000.
Planned value (PV) is the authorized budget assigned to the schedule work to be accomplished
for a schedule activity or work breakdown structure component. It serves as a baseline against
which real performance is measured. The theory of planned value is of vital importance to the
project management team and it is important to keep careful track of this. The term planned
value can also be in some situations referred to by the project management team and the project
management team leader as the budgeted cost of work scheduled (BCWS). Answer option C is
incorrect. This is the budget at completion. Answer option A is incorrect. This is the earned
value for the project. Answer option B is incorrect. There is enough information to know.
QUESTION: 315
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?
A. Activity attributes
B. Project management plan
C. Schedule Management Plan
D. Roles and Responsibilities Matrix
Answer: A
Explanation:
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.
211
QUESTION: 316
Steve is the project manager for the POK Project. He is working with the project customers to
determine how frequently they'd like to receive the project information. The customers would
like weekly status reports on how the project is performing. Where should Steve document this
information?
A. Communications management plan
B. Issues log
C. Project schedule
D. Schedule management plan
Answer: A
Explanation:
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.
QUESTION: 317
Jenny is the project manager for her organization. Her project is not doing well on project
schedule performance, and management wants her to predict how the project schedule and cost
will end. Management has asked Jenny to report and forecast her project's performance based
on the Judgmental methods. Which of the following judgmental methods will Jenny use to
accomplish the task? Each correct answer represents a complete solution. Choose all that apply.
A. Forecast by analogy
B. Technology forecasting
C. Autoregressive moving average
D. Scenario building
Answer: D, B, A
Explanation:
The judgmental forecasting method incorporates intuitive judgments, opinions and subjective
probability estimates. Some examples of judgmental forecasting are as follows: Composite
forecasts Surveys Delphi method Scenario building Technology forecasting Forecast by analogy
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Answer option C is incorrect. Autoregressive moving average is an example of the
causal/econometric method.
QUESTION: 318
You work as a project manager for BlueWell Inc. You are creating the activity list for the
project. The activity list is based on the work packages defined in the project's WBS. Activities
provide a basis for all of the following information except for which one?
A. Scope baseline
B. Executing
C. Scheduling
D. Estimates
Answer: A
Explanation:
The project's scope baseline is not derived or provided by the project's activity list. The scope
baseline is made of the project's WBS, WBS Dictionary, and the Project Scope Statement. The
activity list provides for estimating, scheduling, executing, and monitoring and controlling the
project work. The scope baseline is an element of the project management plan. The contents of
the scope baseline include the following: Project scope statement: It includes the product scope
description and the project deliverables, and defines the product user acceptance criteria. WBS:
It defines each deliverable and the decomposition of the deliverables into work packages. WBS
dictionary: It contains the detailed description of work and technical documentation for each
WBS element. Answer option D is incorrect. Estimates do provide a basis for creating time and
cost estimates. Answer option B is incorrect. Activities are executed in the project. Answer
option C is incorrect. Activities are scheduled as part of project planning.
QUESTION: 319
Tom is the project manager of the GHQ Project for his organization and he is working on
recovering the project schedule. As Tom examines his schedule, he is especially aware of
project activities with hard logic. What is hard logic?
A. Hard logic describes activities that can be completed in any order but are positioned with
finish-to-start relationships.
B. Hard logic describes activities that have external constraints, such as a vendor.
C. Hard logic describes activities that must be completed in a particular order unless additional
resources with comparable skill sets can be added to the project.
D. Hard logic describes activities that must be completed in a particular order.
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Answer: D
Explanation:
Hard logic, also known as mandatory dependencies, describes activities that must be completed
in a particular order. Hard logic is a binding connection between activities. It is also known as
mandatory dependency or hard dependency. Hard logic requires activities to take place in a
specific order according to the nature of work. It is a well-built connection where an activity
cannot start until and unless a previous one is completed. There are also substantial hard logic
connections where soft logic does not usually apply. Several activities rely on hard logic for the
successful completion of the project. Answer options B, A, and C are incorrect. These are not a
valid description of hard logic.
QUESTION: 320
You are the project manager for your organization. You are working with your project team to
create the schedule baseline for your project. You will also be creating the schedule data for this
project. The schedule data typically includes all of the following except for which one?
A. Risk activities
B. Schedule activities
C. Activity attributes
D. Schedule milestones
Answer: A
Explanation:
Risk activities are not part of the schedule data. Risk is documented in the risk register, and
monitored and controlled throughout the project. In some instances, risk may be part of the
activity attributes. The schedule data includes the schedule milestones, schedule activities,
activity attributes, and the assumptions and constraints. The schedule data includes the schedule
activities, schedule milestones, activity attributes, and documentation of all known assumptions
and constraints. The sum of additional data varies by application area. The schedule data
commonly supplied as supporting details includes: Resource requirement by time period,
frequently in the category of histogram Alternative schedules, such as best case or worst case,
or resource leveled, with or without imposed dates Scheduling of contingency reserves Answer
option D is incorrect. Schedule milestones are part of the schedule data. A Answer option B is
incorrect. Schedule activities are part of the schedule data. Answer option C is incorrect.
Activity attributes are part of the schedule data.
QUESTION: 321
Mary is the project manager of the H1QZ Project. This project is a subproject of the HQZ
Project and the project schedule is fixed and cannot vary. Stephen, a project team member,
214
reports that he's having trouble completing his project assignment and will likely be at least two
days late. Examine the figure given below:
If Stephen's assignment is Activity B, what impact will his two days of lateness have on the
project end date?
A. The project will complete on time.
B. The project will be late by one day.
C. The project will be late by two days.
D. The project will be early by two days.
Answer: Pending. Please send your suggestions to support@
QUESTION: 322
Which of the following provides a method to track project progress during project execution
against what was planned?
A. Team members profile
B. Benefit-cost ratio
C. Schedule baseline
D. Detailed project budget
Answer: C
Explanation:
A schedule baseline provides a method to track project progress during project execution
against what was planned.
What is schedule baseline?
Schedule baseline is a project schedule used in measuring project progress. It helps provide a
comparison with the real progress of work against the schedule and to determine if
performance to date is within acceptable parameters. Any change caused by change in scope of
the project invalidates the original schedule and requires a new baseline schedule. Answer
215
options D, A, and B are incorrect. A detailed project budget, team members profile, and benefit-
cost ratio will not help you track project progress.
What is BCR?
A benefit-cost ratio (BCR) is an indicator, used in the formal discipline of cost-benefit analysis,
that attempts to summarize the overall value for money of a project or proposal. A BCR is the
ratio of the benefits of a project or proposal, expressed in monetary terms, relative to its costs,
also expressed in monetary terms. All benefits and costs should be expressed in discounted
present values. For e.g., a BCR of $3.8 indicates a payback of $3.8 for each dollar expended.
QUESTION: 323
You have been hired as a contract project manager for Tech Perfect Inc. The project has already
been started. Sufficient details of the project have already been structured. You are working
with your team for cost estimation of the project. Which of the following estimating techniques
will you use for the highest degree of accuracy?
A. Parametric modeling
B. Analogous
C. Top-down
D. Bottom-up
Answer: D
Explanation:
According to the question, you have to use the estimating technique that has a higher degree of
accuracy. The most accurate estimating technique is bottom-up estimating.
What is bottom-up estimating?
Bottom-up is a cost estimating technique that involves estimating the cost of individual work
packages or schedule activities with the lowest level of detail. The detailed cost is rolled up (or
summarized) to higher levels for total project estimates. This summarized data is very useful for
reporting and tracking purposes. Bottom-up estimating provides a higher degree of accuracy,
provided the estimates at the work package level are accurate. Answer options C, A, and B are
incorrect. Parametric modeling and analogous estimating techniques use top-down estimation
model. These are less accurate than the bottom-up estimation.
What is analogous estimating?
Analogous is an estimating technique that uses the values of parameter, such as scope, cost,
budget, and duration or measures of scale such as size, weight, and complexity from a previous,
similar activity as the basis for estimation of the same parameter for a future activity. It is a top-
down estimating technique and is a form of expert judgment. It provides a lower degree of
accuracy than other estimating techniques. This technique is primarily used when there is a
limited amount of detailed information about the project or program.
What is parametric modeling?
216
Parametric modeling is an estimating technique that uses parameters, or project characteristics,
to forecast project costs. It involves a top-down approach and is similar but more accurate than
analogous estimating. It uses historical data and other variables to calculate an estimate for
activity parameters, such as scope, cost, budget, and duration.
QUESTION: 324
Beth is the project manager of the KJH project. Sarah is Beth's administrative assistant and Ben
is the project team leader. Beth's project has eight virtual teams throughout the world that will
be working on the activities relevant to the deliverables in their locales. Thomas, the project
sponsor, has told Beth that he is to be kept abreast of all communication between her project
and the stakeholders. In this project, who is the lead person responsible for communication with
all stakeholders?
A. Thomas
B. Sarah
C. Each of the team leaders for the eight virtual teams
D. Beth
Answer: D
Explanation:
Beth, the project manager, is responsible for communication with all stakeholders. According to
the PMBOK, the project manager occupies the center of the interactions between stakeholders
and the project itself. Answer option B is incorrect. Sarah may help with the communications,
but she is not responsible for the communications. Answer option A is incorrect. Thomas, the
project sponsor, just needs to be kept abreast of the information. Answer option C is incorrect.
The project team leaders for the virtual sites are not responsible for communicating with the
project stakeholders.
QUESTION: 325
What project management plan will document the time frame and frequency for the distribution
of required information?
A. Scope Management Plan
B. Communications Management Plan
C. Stakeholder Management Plan
D. Schedule Management Plan
Answer: B
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Explanation:
The project's Communications Management Plan defines what information will be distributed,
when it will be distributed, to whom it will be distributed, and the modality of the information.
Answer option D is incorrect. The Schedule Management Plan defines the project work, when
the project work will happen, resource utilization, and how the schedule will be monitored and
controlled. Answer option C is incorrect. There is a stakeholder management strategy, but not a
Stakeholder Management Plan. Answer option A is incorrect. The project's Scope Management
Plan defines how the scope will be created, how the changes will be allowed, how the scope
will be executed, monitored and controlled, and finally closed.
QUESTION: 326
Fill in the blank with the appropriate word. When activities are logically linked, they become
the . __________
Answer: Schedule.
Explanation:
An activity is an individual element of work that is logically linked to other activities to form
the schedule. Its primary characteristics include an overall duration based upon the resources
applied to it (manpower, material, and equipment), as well as a start and completion date that is
tied to a work calendar. It also has a relationship with other activities (predecessors and
successors).
QUESTION: 327
Examine the figure given below.
In this project network diagram, what is the total float for Activity I?
218
A. Three
B. Zero
C. Five
D. One
Answer: A
Explanation:
The float for Activity I is three days. The early start for Activity I is Day 17 and the late start for
Activity I is Day 20. Therefore, the difference of the early start and the late start reveals the
float as three days. It is possible, and acceptable, to use the difference of the early finish and the
late finish to find the float, as the value will be the same amount. Answer options B, D, and C
are incorrect. These are not the valid calculation for the total float.
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