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Exam PMI-SP topic 1 question 69 discussion

Actual exam question from PMI's PMI-SP
Question #: 69
Topic #: 1
[All PMI-SP Questions]

You work as a project manager for BlueWell Inc. Some of the activities in your project are not being completed on time. You review these activities with your project team discovered that the time estimates for the project are much more aggressive than what they are actually experiencing in the completion of the activities. You decide on to create a new schedule for the project. What project management process are you working with when you create a new target schedule?

  • A. Estimate activity durations
  • B. Estimate activity resources
  • C. Control schedule
  • D. Develop schedule
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Suggested Answer: C 🗳️
In severe cases, new schedule duration estimates with new forecasted start and finish dates are needed. In these instances, it is an example of using the control schedule process. Control schedule process is a method of monitoring the status of the project to update project progress and deal with the changes to the schedule baseline. It is concerned with: Determining the current status of the project Influencing the factors that create schedule changes Determining that the project schedule has changed Managing the actual changes as they occur Control schedule is a component of the Perform Integration Change Control process.
Incorrect Answers:
A: This is a tempting choice, but according to the PMBOK, new schedules are part of the control schedule process.
B: The activity resources would only address the addition or replacement of resources needed to complete the project work.
D: Develop schedule is not the best choice for this question. It is a process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.

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AvidehParisa
1 month ago
Selected Answer: D
The “Develop Schedule” process involves analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
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