06. Schedule Management

An agile team estimates and averages a cycle time of three days per story and there are 30 stories. How much time it would take to complete the project?

• 10 business days
• 90 business days
• 30 business days
• None of the above

The agile project team you are managing is responsive for developing one of the five different components of a complex enterprise solution. Your PMO representative tells you she’s concerned because your team is using a larger story point unit than the other four teams. What should you do?

• Tell the PMO that this is the story point your team has chosen, and it doesn’t matter how large it is relative to the other teams
• Ask your team lead to coordinate their story point metric with the other teams to ensure that the different components interface smoothly
• Explain to the PMO that the size of each team’s story point doesn’t matter since this is just a theoretical concept, not a real-world metric
• Show the PMO why your story point has to be larger, since your part of the solution has more complex requirements than the others

A Scrum Master is conducting sprint retrospective meeting which is becoming contentious. Which of the following action might the Scrum master take to address team conflict?

• Intervening at the first sign of conflict to avoid escalation and potentially damaged relationship

• Intervening when heated discussion occur, and taking a break if needed to address individuals privately.

• Addressing inappropriate behavior during the meeting to hold individual accountable to the team

• Using authority as Scrum master to decide for the team when the discussion reachs an impasse

You are project manager for a construction project. The steering group asked you to accelerate the schedule to meet an imposed date. As agreed with the steering group, you are constructing the foundation for a building before completing all of the architectural drawings. This is an example of ….

• Re-prioritizing
• Crashing
• Fast tracking
• Leads and lags

A project manager is in the middle of executing a large construction project when he discovers the time needed to complete the project is longer than the time available. What is the best thing to do?

• Cut product scope
• Work overtime
• Meet with management, and tell them the required date cannot be met
• Determine options for schedule compression, and present management with the recommended option

A new project manager is walking you through the schedule she has created for her project. She asks you about the duration of a particular milestone, so she knows how to properly schedule it. What will you tell her about a milestone's duration?

• It is shorter than the duration of the longest activity
• It has no duration
• It is shorter than the activity it represents
• It is the same length as the activity it represents

Your sponsor and stakeholders have made it clear they wish to be kept informed on the project status. There are many aspects of the pro on which you will report, and you want to choose the most appropriate tool to use in each case. Which of the following are generally illustrated better by bar charts than network diagrams?

• Logical relationships
• Resource trade-offs
• Critical paths
• Progress or status

While applying the logical relationships to the project activities, a project manager must be careful not to:

• Have closed loops relationships between activities

• Have FF relationships for the critical activities

• Have FS relationships for the non-critical activities

• Select the relationship with the highest impact

Answer explanation

Multiple relationships between the same activities are not recommended,

so a decision has to be made to select the relationship with the highest impact.

Closed loops are also not recommended in logical relationships.

[PMBOK 6th edition, Page 190]

Midway through a year-long project, you discover the schedule estimates you started with are no longer accurate. Another project manager advises you to just cover any delays with your reserve. What do you do?

• Fast track the project

• Use the schedule reserves

• Re-estimate the project

• Compress the schedule

An agile team has been working overtime for the last few iterations. The project manager has decided that from now on the team should maintain a 40-hour workweek. What is the most likely reason behind the project manager's decision?

• To prioritize high-risk user stories for the next sprint

• To minimize the amount of work in progress

• To deliver working software frequently

• To promote sustainable development