PMI-SP Exam Dumps

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.

Noise is anything that disrupts the communication method such as static on the telephone line, distracting conversations, or misunderstandings. Answer option A is incorrect. Static is an example of noise, but it is not part of the communication model. Answer option D is incorrect. A barrier to communication is when communication cannot happen under the present conditions. Answer option B is incorrect. A deterrent is not a valid part of the communication model.

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. The earned value in this instance is forty percent of the project budget, $778,000, and the planned value is $398,000 because George is to be fifty percent done at the end of the second quarter, as the work is spread evenly across all quarters. The schedule variance is -$77,800 for the project. Answer option A is incorrect. .96 represents the cost performance index. Answer option C is incorrect. -$34,500 represents the project's variance at completion if the project continues as is. Answer option D is incorrect. -$13,800 is the cost variance for the project.

A performance report is needed to communicate the variance between planned work and actual

work.

A performance report is made by the project team detailing activities, milestones, problems,

accomplishments, and identified issues.

Performance reports are used to report some key information as follows:

Current status

Scheduled activities

Significant accomplishment for the period

Forecasts

Issues

Answer option A is incorrect. An issue report is not the best answer for this scenario. Issues are

recorded in the issue log and an issue owner

is assigned.

Answer option B is incorrect. An exceptions report is a tempting answer as this is an exception to the

project. PMI does not use this

terminology.

Answer option C is incorrect. Variance analysis is the activity of reviewing the variance to determine

why it exists.

The various techniques of group decision making are as follows:

Unanimity: In this technique, everyone agrees on a single course of action.

Majority: In this technique, more than 50% of the members of the group support the decisions.

Plurality: In this technique, the largest block in a group decides even if a bulk is not achieved.

Dictatorship: In this technique, one individual makes the decision for the group.