PMI PMI-SP - PMI Scheduling Professional

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.

According to the question, you are required to find out the schedule variance (SV) of the project. Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula:

SV = Earned Value (EV) - Planned Value (PV)

If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target. Now, putting the provided values on the formula:

SV = EV - PV

= 325 - 300

= 25

As the value of SV (which is 25) is a positive number, it means that the project is ahead of the planned schedule. What is BCWP (or EV)? Budgeted cost of work performed (BCWP) or Earned Value (EV) is the value of completed work. It is the budgeted amount for the work actually completed on the schedule activity during a given time period. What is BCWS (or PV)? Budgeted Cost of Work Scheduled (BCWS) or Planned Value (PV) is the authorized budget assigned to the scheduled work to be accomplished for a schedule activity or Work Breakdown Structure (WBS) component. What is ACWP (or AC)? Actual cost of work performed (ACWP) or Actual Cost (AC) is the total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity. It is the cost of the work to date, including direct and indirect costs. AC is money that has actually been expended to date.

Schedule performance index (SPI) is the measure of schedule efficiency on a project. It is used in trend analysis to predict future performance. SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula: SPI = Earned Value (EV) / Planned Value (PV) If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target. You can find the planned value by multiplying where Billy should be in the project, 100 percent, by the project's budget. In this instance the planned value is $655,000 because she is to be 100 percent complete.

Answer option B is incorrect. The SPI simply reports a value not an explanation.

Answer option A is incorrect. 1.23 is the cost performance index for the project.

Answer option D is incorrect. $524,000 is the earned value for the project.

A schedule variance is found by subtracting the planned value from the earned value. A -$37,500 schedule variance is considerable for most projects, but combined with a schedule that is six percent off schedule is more serious. The size of the project, however, and the defined project budget, needs to be determined to evaluate how serious the variance is. Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target.

Answer option B is incorrect. This project is not performing well based on the given information.

Answer option A is incorrect. This project is likely to be late, but we do not know how costs are performing in this question.

Answer option C is incorrect. There is not enough information to determine how well the project is performing from this answer.

Project Integration Management is one of the nine Project Management Knowledge areas. It comprises the following processes:

Develop Project Charter

Develop Preliminary Project Scope Statement

Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project Work

Integrated Change Control

Close Project

These processes occur throughout the project and are repeated quite often during the working of the project. They ensure that the various elements of the project are properly coordinated. What are the Project Management Knowledge Areas? The Project Management Knowledge Areas are groupings that bring together processes that have things in common. For example, Resource Planning, Cost Estimating, Cost Budgeting, etc., are part of the Project Cost Management knowledge group. These processes may or may not be part of different or same process groups. Guide to the PMBOK identifies forty- two processes that are arranged in nine knowledge areas. The knowledge areas are as follows:

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

Answer option A is incorrect. Quality Assurance is a part of the Project Quality Management knowledge area.

If Activity B uses seven days of float, which it can, it does not allow Activity D, G, or J to have any float available. This is because the total duration of path ABDGJK cannot exceed 30 days, the duration of the project. If Activity B uses the seven days of float, then the path meets the project's duration at Day 30.

Answer options B and A are incorrect. These are not the valid calculation.

Answer option C is incorrect. Seven represents the amount of float available on Activity G before Activity B uses the available float.