Mark is the project manager of the NHQ Project. Mark wants to create a salience model as part of his communications planning and scheduling. What does a salience model do for a project?

Correct Answer:A
A salience model uses three values to classify stakeholders: power, urgency, and legitimacy in the project. The salience model is a technique for categorizing stakeholders according to their importance. The various difficulties faced by the project managers are as follows: How to choose the right stakeholders? How to prioritize competing claims of the stakeholders communication needs? Stakeholder salience is determined by the evaluation of their power, legitimacy and urgency in the organization. Power is defined as the ability of the stakeholder to impose their will. Urgency is the need for immediate action. Legitimacy shows the stakeholders participation is appropriate or not. . The model allows the project manager to decide the relative salience of a particular stakeholder.
Answer option D is incorrect. This is a description of a power/interest grid.
Answer option B is incorrect. This is a description of an influence/impact grid over the project.
Answer option C is incorrect. This is a description of a power/impact over the project.

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?

Correct Answer:B
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 BlueWell Inc. There have been changes to the project scope in your project. These changes will cause the project schedule to change as well, so you will need to update the schedule and the schedule baseline. The schedule baseline is a component of what?

Correct Answer:D
The schedule baseline is a required component of the project management plan. Project management plan is a formal, agreed document that defines how the project is executed, monitored and controlled. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents. The objective of a project management plan is to define the approach to be used by the project team to deliver the intended project management scope of the project. The project manager creates the project management plan with the inputs from the project team and key stakeholders. The plan should be agreed and approved by at least the project team and its key stakeholders.
Answer option C is incorrect. The schedule baseline is not a project objective.
Answer option A is incorrect. The project calendar defines when the project will take place. Answer option B is incorrect. Project constraints are restrictions imposed on the project, such as time, cost, and scope.

Fred is the project manager of a hotel restoration project. The hotel has 456 rooms. All rooms need to be primed and painted. Before each room can be painted, the primer must cure for twenty-four hours. Fred has arranged these tasks with a finish to start relationship between the priming and the painting. What else should Fred do to account for the twenty- four hours of cure time?

Correct Answer:B
Fred should add lag time to each painting activity. Since lag time is waiting time, Fred will
have to wait twenty-four hours after the priming is finished before he can start painting. What is a lag? A lag directs a delay in the successor activity. Lags require the dependent activity to have added either to the start date or to the finish date of the activity. For example, in a project of making radio-controlled airplanes, after applying glue and pasting stickers, it requires twenty-four hours to dry the glue. Any activity can be started after that only. This period, of twenty-four hours, is a lag.
Answer option C is incorrect. There is no reason to add an intermediary task as waiting. Adding lag time is the most appropriate as there are fewer activities to manage.
Answer option D is incorrect. Priming all of the room first and then painting all of the rooms would cause Fred to readjust the entire sequencing of activities. In addition, we do not know the reason why Fred has scheduled all the rooms to be primed and then painted. There may be successor activities in the project that need to enter each room, such as carpeting, as soon as a room has been painted. If that were the case the additional activities would have to wait for all of the priming to be completed and then the sequential rooms to be painted before they could start.
Answer option A is incorrect. Lead time actually moves activities closer together rather than farther apart. Lead time would cause the painting and priming activities to overlap, something that Fred does not want to happen. What is a lead? A lead allows an acceleration of the successor activity. It works just the opposite of lag. For example, in a software application project, before designing is fully completed for first phase, a program development group can start this phase programming. This overlapping of timing is a lead.

You are the project manager for your organization. You are working with your project team to create activity duration estimates using the PERT method. What is the formula for PERT?

Correct Answer:D
PERT, which means the Program Evaluation and Review Technique, is a duration estimating technique that uses the formula (O+(4M)+P)/6 for the optimistic, most likely, and pessimistic values for each work package. A PERT chart is a project management tool used to schedule, organize, and coordinate tasks within a project. PERT stands for Program Evaluation Review Technique, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A PERT chart presents a graphic illustration of a project as a network diagram consisting of numbered nodes (either circles or rectangles) representing events, or milestones in the project linked by labeled vectors (directional lines) representing tasks in the project. The direction of the arrows on the lines indicates the sequence of tasks.
Answer option C is incorrect. This is the formula for the three-point estimate. Answer options A and B are incorrect. These are not the valid formulas.

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?

Correct Answer:D
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.