A project manager is identifying the risks of a project.
Which technique should the project manager use?

• A.Audits
• B.Representations of uncertainty
• C.Prompt lists
• D.Risk categorization

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Which of the following tasks is related to the Perform Qualitative Risk Analysis process?

• A.Identify the project risks and assign a probability of occurrence
• B.Analyze the effect of identified project risks as numerical data
• C.Perform a sensitivity analysis to determine which risk has the most potential for impacting the project
• D.Prioritize each protect risk and assign the probability of occurrence and impact for each one

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In addition to the project charter, what other artifact is produced as a result of the Develop Project Charter process?

• A.Assumption log
• B.Milestone list
• C.Business case
• D.Risk register

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The Human Resource Management processes are:

• A.Develop Human Resource Plan, Acquire Project Team, Develop Project Team, and Manage Project Team.
• B.Acquire Project Team, Manage Project Team, Manage Stakeholder Expectations, and Develop Project Team.
• C.Acquire Project Team, Develop Human Resource Plan, Conflict Management, and Manage Project Team.
• D.Develop Project Team, Manage Project Team, Estimate Activity Resources, and Acquire Project Team.

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The project manager at an organization has just realized that some of the engineering staff has been allocated to project Y and will not be available to finish task X. The project manager has also discovered that at the current pace, it will not be possible to complete the project on time. Due to cost constraints, hiring more work force is not a viable option. Which tools are at the manager's disposal?

• A.Resource leveling and fast tracking
• B.Fast tracking and crashing
• C.Crashing and applying leads and lags
• D.Scheduling tools and applying leads and lags

Correct Answer: A

Section: Volume D
Explanation:
6.6.2.7 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding

resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Fast tracking. A schedule compression technique in which activities or phases normally done in sequence

are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.

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