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Prepare for the PMI Scheduling Professional exam with our extensive collection of questions and answers. These practice Q&A are updated according to the latest syllabus, providing you with the tools needed to review and test your knowledge.
QA4Exam focus on the latest syllabus and exam objectives, our practice Q&A are designed to help you identify key topics and solidify your understanding. By focusing on the core curriculum, These Questions & Answers helps you cover all the essential topics, ensuring you're well-prepared for every section of the exam. Each question comes with a detailed explanation, offering valuable insights and helping you to learn from your mistakes. Whether you're looking to assess your progress or dive deeper into complex topics, our updated Q&A will provide the support you need to confidently approach the PMI-SP exam and achieve success.
The questions for PMI-SP were last updated on May 1, 2025.
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You are the project manager of the OOI Project and you're forty percent complete with this project. The project has a BAC of $2,345,650 and you have spent $950,000 to date. Based on your aggressive scheduling you should at the 45 percent milestone today, but due to some early delays you're running late. What is the schedule variance of your project?
The schedule variance is the earned value minus the planned value. In this instance, it is $938,260-$1,055,543 = -$117,282. 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 D is incorrect. This is the cost variance for the project. Answer option A is incorrect. This is the variance at completion. Answer option C is incorrect. This is the inverse of the earned value.
You are the project manager for your organization. You and the project team are developing the project schedule for your current project. In addition to the enterprise environment factors and the organizational process assets, you will need seven other inputs to this process. Which one of the following is NOT an input to the Develop Schedule process?
Schedule data is an output of the Develop Schedule process. The nine inputs to the Develop Schedule process are: activity list, activity attributes, project schedule network diagrams, activity resource requirements, resource calendars, activity duration estimates, project scope statement, enterprise environmental factors, and organizational process assets. Answer options C, A, and D are incorrect. These are the inputs to the Develop Schedule process.
You work as a project manager for Blue Well Inc. You are going through a project with your project team. Some of your project team members are reporting that their activities are running late because there are lag times between activities that do not need to be there. You examine the schedule and see that the lag times have been incorporated into the project schedule for quality control reviews. You also learn that the quality control reviews are not being completed as planned. What is the best approach in this scenario?
The best answer is to make certain quality control happens in the project. This means
reviewing past work and ensuring that future
inspections are met.
Answer option A is incorrect. Removing the lag time does not solve the problem. It actually removes
quality control requirements.
Answer option C is incorrect. Only inspecting future work for quality control ignores potential past
quality issues in the project.
Answer option D is incorrect. While this answer is technically correct, it does not address the quality
faults that may be creeping into the
project deliverables.
Which of the following allows activities to be done in parallel that would normally be done in
equence?
Fast tracking is a technique for compressing project schedule. In fast tracking, phases
are overlapped that would normally be done in
sequence. It is shortening the project schedule without reducing the project scope.
Answer option D is incorrect. Crashing is a process in that the project manager adds more resources
to effort-driven activities in an attempt to
shorten their duration.
Answer option A is incorrect. A lag time is a delay between the predecessor and the successor tasks.
Sometimes it may be needed to
schedule a delay between the predecessor and the successor tasks. For example, if two coats of
paint are required to paint a car, then the
final coat should be applied only when the first coat dries. This delay is known as the lag time. The
lag time is entered as a positive value. The
lag time can be entered as a duration or as a percentage of the predecessor's task duration. It is
entered on the Predecessor tab in the Task
Information dialog box.
Answer option B is incorrect. A lead time is the time that overlaps between the predecessor and the
successor tasks. The successor task can
start before the predecessor task finishes. For example, if a task can start when its predecessor is
one-fourth finished, a finish-to-start
dependency with a lead time of 25 percent for the successor task can be specified. The lead time is
entered as a negative value. The lead time
can be entered as a duration or as a percentage of the predecessor's task duration. It is entered on
the Predecessor tab in the Task
Information dialog box.
with an appropriate phrase.
The ________is defined in terms of either the product or the type of customer or industry sector.
The application area is defined as a type of project that comprises common components important in such projects, but are not required or present in all projects. The application area is defined in terms of either the product or the type of customer or industry sector.
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