A project manager is assigned to a strategic project Senior management asks the project manager to give a presentation in order to request support that will ensure the success of the project.
Which entities will the project manager attempt to influence?

• A.The organization and the industry
• B.The change control board and the organization
• C.The subject matter experts and the project
• D.The project and the organization

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An input to the Create WBS process is a:

• A.project charter.
• B.requirements traceability matrix.
• C.stakeholder register.
• D.project scope statement.

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What is the number of stakeholders, if the project has 28 potential communication channels?

• A.7
• B.8
• C.14
• D.16

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What is the difference between verified and accepted deliverables?

• A.Accepted deliverables have been formally signed off and approved by the authorized stakeholder; verified deliverables have been completed and checked for correctness.
• B.Accepted deliverables have been formally accepted by the project manager; verified deliverables are the outputs from the Control Quality process.
• C.Accepted deliverables have been inspected by the quality team; verified deliverables are outputs from the Validate Scope process.
• D.Accepted deliverables have been completed and checked for correctness; verified deliverables have been formally approved by the customer or authorized stakeholder.

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Which of the following buffers protects the target finish date from slippage along the critical chain?

• A.Critical buffer
• B.Project buffer
• C.Duration buffer
• D.Feeding buffer

Correct Answer: B

Explanation/Reference:
Explanation:
6.6.2.3 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.
The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty.
One buffer, placed at the end of the critical chain, as shown in Figure 6-19, is known as the project buffer and protects the target finish date from slippage along the critical chain. Additional buffers, known as feeding buffers, are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains. The size of each buffer should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer. Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates. Consequently, instead of managing the total float of network paths, the critical chain method focuses on managing the remaining buffer durations against the remaining durations of chains of activities.

Figure 6-19. Example of Critical Chain Method

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