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Exam 13: Project Evaluation and Control

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Question 41

Multiple Choice

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It is possible to measure:

A) Only positive deviations from the schedule baseline with a tracking Gantt chart.
B) Only negative deviations from the schedule baseline with a tracking Gantt chart.
C) Both positive and negative deviations from the schedule baseline with the tracking Gantt chart.
D) Both positive and negative deviations from the budget with the tracking Gantt chart.

E) B) and D)
F) A) and C)

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Question 42

True/False

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The closer to completion a project gets, the less precise and useful is the information that EVM provides.

A) True
B) False

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Question 43

Multiple Choice

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Funding problems are a key success inhibitor in the:

The classic S-curve is a plot of cumulative cost versus elapsed time in weeks.

Use the data to calculate the earned value for the project. All amounts are in thousands of dollars.

Measurement mechanisms should include a clear definition of:

Use the earned value table to determine the estimated cost to completion given the indicated state of the project.

The earned value to date divided by the planned value of work scheduled to be performed is the:

Geoff coolly surveyed his earned value table at the conclusion of month 24. It was hard to believe that two short years ago, with his membership at Match.com about to expire, he had managed to craft an ad that was both urbane and manly enough as to catch the eye of the divine Miss Smylie. (The male model photo he substituted for his own certainly didn't hurt either.) Now he was almost done managing this critical project. Some might think him crass for taking such an approach, but he practiced what he preached at the small commuter school where he taught. Calculate all of the schedule and cost variances (costs in the table are in dollars) for this project and comment on Geoff's skills as a project manager.

What is the significance of the 0/100 rule and the 50/50 rule and why would each be used?

Your organization is in the midst of a project in uncharted waters; nothing you have attempted before comes close to many of the activities that are necessary to bring this project to completion. Your earned value management should probably be tracked closely with a percentage complete rule in increments of 5 to 10 percent.

An unmotivated team is a key success inhibitor in every project stage with the EXCEPTION of the:

You are the new consultant to the project manager for a large chicken project. During your first meeting with the project manager he brings you up to speed on the project status by showing you these S-curves. You glance at the graph, compose your thoughts, and make what comments on this project?

Use this earned schedule table to determine the schedule variance ($) for this project at the end of Month 6.

One strength of S-curve analysis is that it provides real-time tracking information.

Use the earned value table for Project Makeready to calculate the estimated cost to completion.

The critical success factor that relates to the underlying purpose for the project is the:

Use the earned value table to determine the schedule performance index given the indicated state of the project.

A project manager needs the work breakdown structure and a time-phased project budget to establish the project baseline.

In earned value management analysis, the cumulative amount of the budget becomes the: