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<strong>PMI</strong><br />
<strong>PMI</strong>-<strong>SP</strong> Exam<br />
<strong>PMI</strong> <strong>Scheduling</strong> <strong>Professional</strong><br />
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Questions & Answers<br />
(Demo Version --- Limited Edition)
Question 1<br />
Once the project's WBS has been created what process may happen next?<br />
A. Estmate activty resources<br />
B. Defne activtes<br />
C. Estmate activty duratons<br />
D. Sequence activtes<br />
Aoswern B<br />
Explanatonn<br />
The defne activtes process vs the process that may begvn once the project's WBS has been<br />
completed and approied. It vs possvble, vn some projects, to complete the WBS and the activty lvst at<br />
the same tme. Answer opton D vs vncorrect. Sequencvng the activtes cannot happen untl the<br />
activty lvst has been created. Answer opton A vs vncorrect. Estmatng activty resources vs dependent<br />
on the activty lvst, so thvs chovce vs not ialvd. Answer opton C vs vncorrect. Estmate activty duratons<br />
are dependent on the activty lvst, so thvs chovce vs not ialvd.<br />
Question 2<br />
Whvch of the followvng schedulvng technvques vdentfes the successor activtes and the<br />
predecessoractivtes to assvst the project manager vn sequencvng the project work?<br />
A. Precedence Dvagrammvng Method<br />
B. Schedule network template<br />
C. Dependency determvnaton<br />
D. Activty on the Node<br />
Aoswern A<br />
Explanatonn<br />
The Precedence Dvagrammvng Method uses both predecessors and successors as nodes vn the project<br />
network dvagram. The PDM approach vs the most common network dvagram approach used. Answer<br />
opton C vs vncorrect. Dependency determvnaton vdentfes the order of the project work. Answer<br />
opton B vs vncorrect. The schedule network template vs a tool that uses a preivous project network<br />
dvagram as a base for the current project network dvagram. Answer opton D vs vncorrect. Activty on<br />
the node laces activtes on cvrcles wvthvn a network dvagram. It vs an example of the precedence<br />
dvagrammvng method.<br />
Question 3<br />
You are the project manager of the NHGQ project for your company. You must create and dvstrvbute<br />
performance reports eiery week to your key project stakeholders. What communvcaton technvque<br />
do you normally use to dvstrvbute reports?<br />
A. Push technvque
B. Many-to-many<br />
C. One-to-one<br />
D. Pull technvque<br />
Aoswern A<br />
Explanatonn<br />
Performance reports are dvstrvbuted through the push technvque. Thvs means that the project<br />
manager dvstrvbutes the reports regularly through a mechanvsm, such as emavl. Answer opton C vs<br />
vncorrect. One-to-one technvque descrvbes a coniersaton between two people. Answer opton B vs<br />
vncorrect. Many-to-many technvque descrvbes a coniersaton between many people. Answer opton<br />
D vs vncorrect. A pull technvque descrvbes the recvpvents of the report "pullvng" the vnformaton, such<br />
as from a Websvte.<br />
Question 4<br />
Your project team vs executng the project plan and thvngs are govng well. Your team has reached vts<br />
frst mvlestone and vs now vn the second phase of the project. The project stakeholders haie<br />
requested that you fnd a method to reduce the duraton of the project. They wvll reward you and<br />
your project team wvth a 25 percent bonus of the project costs vf you can fnvsh the project thvrty days<br />
earlver than what was already planned. The stakeholders, howeier, wvll not approie any addvtonal<br />
labor costs as part of the agreement. Whvch approach could you use to shorten the duraton of the<br />
project?<br />
A. Perform resource leielvng for the project.<br />
B. Crash the project schedule.<br />
C. Fast track the project.<br />
D. Remoie thvngs from the project scope.<br />
Aoswern C<br />
Explanatonn<br />
Fast trackvng vs a technvque for compressvng project schedule. In fast trackvng, phases are oierlapped<br />
that would normally be done vn
sequence. It vs shortenvng the project schedule wvthout reducvng the project scope. It does not add<br />
any addvtonal labor but vt can vntroduce project rvsks. Answer opton D vs vncorrect. Remoivng thvngs<br />
from the project scope can reduce the project duraton, but vt wvll not satsfy the requvrements the<br />
stakeholders haie vdentfed. Answer opton A vs vncorrect. Resource leielvng can actually vncrease<br />
the project duraton. Answer opton B vs vncorrect. Crashvng can reduce the project duraton but vt<br />
vncreases the labor expense, somethvng the stakeholders won't approie.<br />
Question 5<br />
The Defne Activtes process vs the frst process vn the project tme management knowledge are<br />
a. The Defne Activtes process creates just three outputs as a result of decomposvton, rollvng waie<br />
plannvng, templates, and expert judgment. Whvch one of the followvng vs not an output of the Defne<br />
Activtes process?<br />
A. Activty lvst<br />
B. Mvlestone lvst<br />
C. Activty atrvbutes<br />
D. Project document updates<br />
Aoswern D<br />
Explanatonn<br />
Project document updates are not an output of the Defne Activtes process. Project document<br />
updates are the outputs for estmate activty resources. Project document updates vnclude the<br />
followvngn Activty lvst Activty atrvbutes Resource calendars Answer opton A vs vncorrect. The activty<br />
lvst vs an output of the defne activtes process. Answer opton C vs vncorrect. The activty atrvbutes vs<br />
an output of the defne activtes process. Answer opton B vs vncorrect. The mvlestone lvst vs an<br />
output of the defne activtes process.
Question 6<br />
Examvne the fgure gvien belown<br />
If Activty B takes evght days to complete vnstead of fie days as schedule, how long can you now<br />
delay Activty H?<br />
A. Three days<br />
B. One day<br />
C. Four days<br />
D. Zero days<br />
Aoswern B<br />
Explanatonn<br />
Activty B vs not on the crvtcal path and vt has a total of four days of foat. If Activty B takes a total of<br />
evght days, vt wvll consume three days of foat. Howeier, the total duraton of the path ABEHJ may not<br />
exceed 26 days, as thvs vs the total duraton for the project. Although Activty H has a total of four<br />
days of foat aiavlable, the consumpton of three days of foat on thvs path wvll reduce the total foat<br />
for Activty H to just one day. If Activty H vs delayed by more than one day, then the project wvll be<br />
late. Answer opton D vs vncorrect. There vs one day of foat stll aiavlable for Activty H. Answer<br />
optons A and C are vncorrect. These are not the ialvd answers, as there vs just one day of foat<br />
aiavlable for Activty H.<br />
Question 7<br />
You are the project manager of the GHT Project. Ben, one of your project team members, does not<br />
understand the vdea of a mvlestone. Whvch of the followvng best descrvbes what a mvlestone vs?<br />
A. A svgnvfcant povnt vn the project<br />
B. A goal of reachvng a svgnvfcant delviery of project benefts by an vdentfed date<br />
C. An vmposed date for the project to reach a gvien povnt
D. The completon of a project activty that vs crucval to project completon<br />
Aoswern A<br />
Explanatonn<br />
A mvlestone vs svmply a svgnvfcant povnt or eient vn the project. It does not haie to be assvgned to a<br />
specvfc date, but vs usually assvgned to the completon of project phases. A mvlestone vs the end of a<br />
stage that marks the completon of a work package or phase, typvcally markd by a hvgh leiel eient<br />
such as completon, endorsement or svgnvng of a delvierable, document or a hvgh leiel reivew<br />
meetng. In addvton to svgnalvng the completon of a key delvierable, a mvlestone may also svgnvfy an<br />
vmportant decvsvon or the derviaton of a crvtcal pvece of vnformaton, whvch outlvnes or afects the<br />
future of a project. In thvs sense, a mvlestone not only svgnvfes dvstance traieled (key stages vn a<br />
project) but also vndvcates dvrecton of traiel svnce key decvsvons made at mvlestones may alter the<br />
route through the project plan. To create a mvlestone, enter 0 (zero) vn the Duraton feld. The task<br />
wvll automatcally be classvfed as a mvlestone. Answer opton C vs vncorrect. Thvs vs a project<br />
constravnt. Answer opton B vs vncorrect. A project goal vs an objectie for tme, cost, scope, and other<br />
metrvcs. Answer opton D vs vncorrect. All activtes must be completed vn order to complete the<br />
project work. Activtes that are not completed are qualvty vssues that preient the project from<br />
completng the project scope.<br />
Question 8<br />
You are the project manager of the GHY Project. Management wants you to create a process<br />
vmproiement plan for your project. Your project wvll be studved by management and wvll become a<br />
standard for all future organvzatonal projects based on your project's performance, approach, and<br />
vmplementaton of project processes. All of the followvng should be vncluded vn your project's process<br />
vmproiement plan except for whvch one?<br />
A. Process boundarves<br />
B. Process confguraton<br />
C. Targets for vmproied performance<br />
D. Identfcaton of project rvsks<br />
Aoswern D<br />
Explanatonn<br />
Identfcaton of the project rvsks vs not part of the process vmproiement plan. Identfy rvsks vs a rvsk<br />
management process, and rvsks are recorded vn the rvsk regvster. Answer optons A, B, and C are<br />
vncorrect. Process boundarves, Process confguraton and Targets for vmproied performance are parts<br />
of the process vmproiement plan.
Question 9<br />
George vs the project manager of the NHQ Project and has a budget of $778,000. The project vs<br />
scheduled to last for one year wvth an equal amount of work completed each quarter. The second<br />
quarter of the project has ended and George has spent $325,000 but has only fnvshed forty percent<br />
of the project. Management needs a iarvance report for the project schedule. What ialue<br />
shouldGeorge report vn thvs vnstance?<br />
A. .96<br />
B. -$77,800<br />
C. $-34,500<br />
D. -$13,800<br />
Aoswern B<br />
Explanatonn<br />
Schedule iarvance (SV) vs a measure of schedule performance on a project. The iarvance notfes that<br />
the schedule vs ahead or behvnd what was planned for thvs pervod vn tme. The schedule iarvance vs<br />
calculated based on the followvng formulan SV = Earned Value (EV) - Planned Value (PV) If the<br />
resultng schedule vs negatie, vt vndvcates that the project vs behvnd schedule. A ialue greater than 0<br />
shows that the project vs ahead of the planned schedule. A ialue of 0 vndvcates that the project vs<br />
rvght on target. The earned ialue vn thvs vnstance vs forty percent of the project budget, $778,000, and<br />
the planned ialue vs $398,000 because George vs to be fiy percent done at the end of the second<br />
quarter, as the work vs spread eienly across all quarters. The schedule iarvance vs -$77,800 for the<br />
project. Answer opton A vs vncorrect. .96 represents the cost performance vndex. Answer opton C vs<br />
vncorrect. -$34,500 represents the project's iarvance at completon vf the project contnues as vs.<br />
Answer opton D vs vncorrect. -$13,800 vs the cost iarvance for the project.<br />
Question 10<br />
You are the project manager of the NHQ Project. Management has set a conformance to the project<br />
schedule for your project at 0.95. What does thvs term mean?<br />
A. It means the largest schedule iarvance you can haie vs fie percent.<br />
B. It vs the earned ialue dvivded by the planned ialue for your project.<br />
C. It vs the expectaton of management to be 95 on schedule at 95 percent of the project.<br />
D. It means you wvll need to earn at least 95 cents per dollar vniested vn the project.<br />
Explanatonn<br />
Aoswern A
Conformance to schedule vs a requvred adherence for the project's schedule. In thvs vnstance, the<br />
project manager must not allow the schedule to slvp more than fie percent. Answer opton B vs<br />
vncorrect. Thvs vs the descrvpton of the schedule performance vndex. Answer opton D vs vncorrect.<br />
Thvs vs the descrvpton of the cost performance vndex. Answer opton C vs vncorrect. Thvs vs not a ialvd<br />
statement about the project performance.<br />
Question 11<br />
Whvch one of the followvng estmate types vs a form of expert judgment?<br />
A. Parametrvc estmate<br />
B. Analogous estmate<br />
C. Botom-up estmate<br />
D. Defnvtie estmate<br />
Aoswern B<br />
Explanatonn<br />
An analogous estmate vs a form of expert judgment because vt relves on hvstorvcal vnformaton. The<br />
hvstorvcal vnformaton, assumvng that vt vs accurate, series as the conduvt to the expert that created<br />
the hvstorvcal vnformaton. Answer opton C vs vncorrect. A botom-up estmate creates an activty<br />
duraton estmate for each work package vn the WBS. Answer opton A vs vncorrect. Parametrvc<br />
estmatng uses a parameter, such as 10 hours per fxture vnstallaton, as a base to predvct the<br />
duraton of the project. Answer opton D vs vncorrect. A defnvtie estmate, also known as a botomup<br />
estmate, accounts for the cost of each work package.<br />
Question 12<br />
You are the project manager of the NHA Project. Thvs project vs expected to last one year wvth<br />
quarterly mvlestones throughout the year. Your project vs supposed to be at the thvrd mvlestone today<br />
but you're lvkely only 60 percent complete. Your project has a BAC of $745,000 and you'ie spent<br />
$440,000 of the budget-to-date. What vs your schedule performance vndex for thvs project?<br />
A. 80<br />
B. 1.02<br />
C. 102<br />
D. 0.80<br />
Aoswern D<br />
Explanatonn<br />
The schedule performance vndex can be found by dvivdvng the earned ialue by the planned ialue. In<br />
thvs project, vt's $447,000 dvivded by the $558,750 for a ialue of 0.80. Schedule performance vndex<br />
(<strong>SP</strong>I) vs the measure of schedule efcvency on a project. It vs used vn trend analysvs to predvct future<br />
performance. <strong>SP</strong>I vs the rato of earned ialue to planned ialue. The <strong>SP</strong>I vs calculated based on the<br />
followvng formulan
<strong>SP</strong>I = Earned Value (EV) / Planned Value (PV)<br />
If the <strong>SP</strong>I ialue vs greater than 1, vt vndvcates beter than expected performance, whereas vf the ialue<br />
vs less than 1, vt shows poor performance. The <strong>SP</strong>I ialue of 1 vndvcates that the project vs rvght on<br />
target.<br />
Answer opton A vs vncorrect. "80" vs not the same ialue as ".80". Answer opton B vs vncorrect. 1.02 vs<br />
the cost performance vndex. Answer opton C vs vncorrect. 102 vs not a ialvd calculaton for thvs<br />
queston.<br />
Question 13<br />
Fvll vn the blank wvth an approprvate phrase.<br />
The __________ vncludes a descrvpton of any collateral serivces requvred, such as performance<br />
reportng or post-project operatonal support for the procured vtem.<br />
Aoswern pricuremeot<br />
SOW Explaoation<br />
The pricuremeot<br />
SOW ciosists if a<br />
descriptio if sim<br />
collateral serivces requvred, such as performance reportng or post- project operatonal support for<br />
the procured vtem. The procurement SOW vs reivsed and refned as requvred when vt moies through<br />
the procurement process untl vncorporated vnto a svgned contract award.<br />
Question 14<br />
Mark vs the project manager of the GHQ Project. He vs happvly reportng that hvs project has a<br />
schedule performance vndex of 2.12. Management, howeier, does not thvnk thvs vs good news. What<br />
vs the most lvkely reason why management does not lvke an <strong>SP</strong>I of 2.12?<br />
A. It vs not good news because a larger number means the schedule duraton estmates were lvkely to<br />
be wrong to begvn wvth.<br />
B. They lvkely do not understand the <strong>SP</strong>I formula.<br />
C. It vs not good news, as the number should be closer to 100 than 0.<br />
D. It vs good news, but Mark may haie large cost iarvances to achveie thvs ialue.<br />
Aoswern A<br />
Explanatonn<br />
Cost and schedule performance vndexes should be as close to 1 as possvble. A larger ialue, such as<br />
2.12, means that the schedule duraton estmates were lvkely bloated or vncorrect to begvn wvth.<br />
Answer opton B vs vncorrect. Thvs vs not the best chovce for thvs queston. Answer opton C vs<br />
vncorrect. The number should not be close to 100; vt should be close to 1. Answer opton D vs<br />
vncorrect. Whvle Mark may haie crashed the schedule and drvien up costs to achveie the <strong>SP</strong>I ialue, a<br />
more lvkely reason vs that the tme estmates were bloated.
Question 15<br />
You are the project manager of the BHG Project. You are creatng a network dvagram as shown vn the<br />
fguren<br />
Mary, a project team member, reports that an vdentfed rvsk vs lvkely to happen vn the project that<br />
wvll afect the completon date of Activty D . She reports that the rvsk eient wvll lvkely cause the<br />
duraton of the activty to vncrease by svx days. If thvs happens what vs the earlvest the project can<br />
complete?<br />
A. 32 days<br />
B. 29 days<br />
C. 27 days<br />
D. 26 days<br />
Aoswern D<br />
Explanatonn<br />
If Activty D vncreases by svx days, the duraton of the project wvll not change. There vs 11 days of foat<br />
aiavlable for Activty D so vt may delay by svx days wvthout afectng the project end date. What vs<br />
foat? Float or total foat (TF) vs the total amount of tme that a schedule activty may be delayed from<br />
vts early start date wvthout delayvng the project fnvsh date, or ivolatng a schedule constravnt. It vs<br />
calculated by usvng the crvtcal path method technvque and determvnvng the dvference between the<br />
early fnvsh dates and late fnvsh dates. Answer optons A, B, and C are vncorrect. These are not ialvd<br />
answers for the queston.
Question 16<br />
Sam vs the project manager of the NQQ project. He and the project team haie completed the<br />
stakeholder vdentfcaton process for hvs project. What vs the mavn output of the vdentfy<br />
stakeholders process?<br />
A. Communvcatons management plan<br />
B. Stakeholder regvster<br />
C. Requvrements<br />
D. Stakeholder management strategy<br />
Aoswern B<br />
Explanatonn Accordvng to the PMBOK, the mavn output of the vdentfy stakeholders process vs the<br />
stakeholder regvster. The stakeholder regvster vs a project management document that contavns a lvst<br />
of the stakeholders assocvated wvth the project. It assesses how they are vniolied vn the project and<br />
vdentfes what role they play vn the organvzaton. The vnformaton vn thvs document can be iery<br />
perceptie and vs meant for lvmvted exchange only. It also contavns releiant vnformaton about the<br />
stakeholders, such as thevr requvrements, expectatons, and vnfuence on the project. Answer opton<br />
A vs vncorrect. The communvcatons management plan vs an output of communvcatons plannvng.<br />
Answer opton D vs vncorrect. The stakeholder management strategy vs an output of stakeholder<br />
vdentfcaton, but vt vs not the mavn output. Answer opton C vs vncorrect. Requvrements are not an<br />
output of the stakeholder vdentfcaton process.<br />
Question 17<br />
You work as a project manager for BlueWell Inc. Management has asked you not to communvcate<br />
performance unless the CPI vs less than 0.96 or the <strong>SP</strong>I dvps below 0.98. What type of report would<br />
you create for management, vf these vnstances deielop vn your project?<br />
A. Cost iarvance report<br />
B. Exceptons report<br />
C. Performance management report<br />
D. Schedule iarvance report<br />
Explanatonn<br />
The best answer vs svmply an excepton report.<br />
Aoswern B
An excepton report refers and documents the major mvstakes, mvshaps, and goofs. In other words, vt<br />
vtemvzes the vmportant and crvtcally svgnvfcant pvece of documentaton that vs ivtal to the proper and<br />
efectie functonvng of a project. It does not document what has gone rvght, but rather documents<br />
what has gone wrong. Answer opton C vs vncorrect. A performance management report vs not a ialvd<br />
project management report. Answer opton A vs vncorrect. The queston vs asked aout cost and<br />
schedule so thvs answer would not be approprvate for both the cost and the schedule. Answer opton<br />
D vs vncorrect. The queston vs asked about cost and schedule so thvs answer would not be<br />
approprvate for both the cost and the schedule.<br />
Question 18<br />
You are the project manager of the HQQ Project. Your project vs runnvng late by ten percent of where<br />
you should be at thvs tme. Management vs concerned. Consvdervng that the project has a BAC of<br />
$567,899, you are thvrty percent complete, and you haie spent $179,450. What vs thvs project's tocomplete<br />
performance vndex based on the current BAC?<br />
A. 1.02<br />
B. 0.010<br />
C. 0.75<br />
D. 0.95<br />
Aoswern A<br />
Explanatonn Thvs project vs not performvng well on schedule, but moderately well on costs. The<br />
project's TCPI based on the current BAC vs 1.02. To-complete Performance Index (TCPI) vs the<br />
measured projecton of the antcvpated performance requvred to achveie evther the BAC or the EAC.<br />
TCPI vndvcates the future requvred cost efcvency needed to achveie a target EAC (Estmate At<br />
Complete).Once approied, the EAC supersedes the BAC as the cost performance goal. Any svgnvfcant<br />
dvference between TCPI and the CPI needed to meet the EAC should be accounted for by<br />
management vn thevr forecast of the fnal cost. The formula for TCPI vs as followsn TCPI = {(BAC-<br />
EV)/(BAC-AC)} Answer opton D vs vncorrect. 0.95 vs the project's TCPI ialue based on the estmate at<br />
completon. Answer opton C vs vncorrect. 0.75 vs the project's schedule performance vndex. Answer<br />
opton B vs vncorrect. 0.010 vs not a ialvd calculaton.
Question 19<br />
Andy works as the project manager for Bluewell Inc. He vs deielopvng the schedule for the project.<br />
There are evght tools and technvques that a project manager can use to deielop the project schedule.<br />
Whvch of the followvng vs a tool and technvque for the Schedule Deielopment process?<br />
A. Schedule compressvon<br />
B. Reserie analysvs<br />
C. Varvance analysvs<br />
D. Expert judgment<br />
Aoswern A<br />
Explanatonn<br />
Schedule compressvon vs a tool used as part of the Schedule Deielopment process. The tools and<br />
technvques for schedule deielopment are as followsn Schedule network analysvs Crvtcal path method<br />
Crvtcal chavn method Resource leielvng What-vf scenarvo analysvs Applyvng leads and lags Schedule<br />
compressvon Schedulvng tool Answer optons D, B, and C are vncorrect. These are not tools and<br />
technvques for schedule deielopment.<br />
Question 20<br />
You are the project manager for your organvzaton. You haie recorded the followvng duraton<br />
estmates for an activty vn your projectn optmvstc 20, most lvkely 45, pessvmvstc 90. What tme wvll<br />
you record for thvs activty?<br />
A. 48<br />
B. 20o, 45m, 90p<br />
C. 90<br />
D. 45<br />
Aoswern A<br />
Explanatonn<br />
Thvs vs an example of a three-povnt estmate. A three-povnt estmate records the optmvstc, most<br />
lvkely, and the pessvmvstc duraton, and then records an aierage for the predvcted duraton Threepovnt<br />
estmate vs a way to enhance the accuracy of activty duraton estmates. Thvs concept vs<br />
orvgvnated wvth the Program Eialuaton and Reivew Technvque (PERT). PERT charts the followvng<br />
three estmatesn
Most lvkely (TM)n The duraton of activty based on realvstc factors such as resources assvgned,<br />
vnterruptons, etc. Optmvstc (TO)n The activty duraton based on the best-case scenarvo Pessvmvstc<br />
(TP)n The activty duraton based on the worst-case scenarvo The expected (TE) activty duraton vs a<br />
wevghted aierage of these three estmatesn TE = (TO + 4TM + TP) / 6 Duraton estmates based on the<br />
aboie equatons (sometmes svmple aierage of the three estmates vs also used) proivde more<br />
accuracy. It can be calculated as followsn TE = ( 20 + 45*4 + 90) / 6 = 290/6 =48 Answer optons B, C,<br />
and D are vncorrect. These are not the ialvd answers for thvs queston.
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