| 1. | The answer is D. The Scope Statement is the base for all decisions you make about acquiring and utilizing resources during the execution of the project. |
| 2. | The answer is B. The WBS is the document that you use to begin the definition of activities that you will need to do in order to successfully complete the project. |
| 3. | The answer is A. The work packages give you the detail you need to construct a schedule. |
| 4. | The answer is C. Many companies have a collection of templates that contain historical information about a previous project. Templates can help you get started with your activities list, especially with historical information about similar projects. |
| 5. | The answer is B. These refinements tend to occur with riskier projects. |
| 6. | The answer is D. Rolling wave planning is done when new detail is available or you must put in detail in order to progress on the project.. |
| 7. | The answer is B. The activity list is what is used for further work on the scheduling aspects of the project. It is the first document to be done in the Project Time Management process. |
| 8. | The answer is A. Activity attributes identify "multiple attributes associated with each schedule activity" (PMBOK, p. 130). Milestone lists record whether the milestone is required by the contract (mandatory) or based on project requirements. |
| 9. | The answer is B. Milestones are significant events in the project life cycle with zero duration. Milestones show completion of deliverables, phases, and other events you want highlighted. |
| 10. | The answer is D. External dependencies occur because something outside of the project itself causes the need for a task to be done. For instance, a government regulation requires that you report a certain type of information as the first part of a new software package you are writing. |
| 11. | The answer is A. There is no duration for a milestone when you are doing your scheduling. |
| 12. | The answer is C. Finish-to-start dependencies are the most common types used in most projects. |
| 13. | The answer is A. In this example, you are starting a new system but protecting your organization by leaving the old system going until you are certain that a comfortable switchover can be made. |
| 14. | The answer is D. ADM (Arrow Diagramming Method) or activities on arrows uses dummy activities to correctly show all logical relationships. |
| 15. | The answer is A. The names of the activities are placed in the boxes on the diagram that are known as nodes. |
| 16. | The answer is D. This is the most commonly used method. |
| 17. | The answer is A. The graphical evaluation and review technique can show conditional branches that reflect what happens if a certain action is taken. |
| 18. | The answer is C. This is an output from activity sequencing. |
| 19. | The answer is B. The summary tasks do not show the details of all the tasks below them. |
| 20. | The answer is C. We hire people for their expertise; we should let them use it. Allowing the project team to help with duration estimating will build buy-in from the team at the same time. PMBOK refers to this as "expert judgment" (PMBOK, p. 141). |
| 21. | The answer is C. You then work off this schedule for the rest of the project. |
| 22. | The answer is B. Organizational process assets are useful if the information contained in the assets is close to the information you will need to successfully plan and execute a new project. |
| 23. | The answer is C. Analogous estimating is often used to give the first overview of potential costs and schedule for a project that is similar to a previous one. |
| 24. | The answer is B. |
| 25. | The answer is A. These are rules that occur naturally and that can sometimes be used to level resources on a project schedule. |
| 26. | The answer is D. By using multiple scenarios, the Monte Carlo simulation technique shows a range of possible events. |
| 27. | The answer is C. By Fast Tracking on Critical Path, you compress the longest path and gain duration. |
| 28. | The answer is A. Be aware that doing Fast Tracking may save some time but almost always results in rework that may negate the time savings. |
| 29. | The answer is D. Bar charts show progress and are useful tools, but they do not show any of the answers listed here. |
| 30. | The answer is C. |
| 31. | The answer is C. Fast Tracking and Crashing are examples of corrective actions that can be taken. |
| 32. | The answer is D. The sponsor must be told that schedule changes have occurred as soon as they do occur. |
| 33. | The answer is D. |
| 34. | The answer is C. You should rebaseline only if the actual project progress has little to do with the original baseline. |
