Mark is the project manager of the NHQ Project. Mark wants to create a salience model as part of
his communications planning and scheduling. What does a salience model do for a project?

You are the project manager for the GHY Project. This project has stakeholders, both internal and
external, that need to receive performance reports from you on a regular basis. You have decided
that in addition to emailing the weekly performance report, you will also keep the performance
reports available on your secured project management Website. The Website is an example of
what type of communication reporting?

You work as a project manager for BlueWell Inc. You and your project team is undergoing the
decision making process for the project. You want to involve key participants to gain acceptance
and commitment to make the solution work. Which of the following phases of the decision- making
model defines this process of work?

Billy is the project manager of the PQW Project and she has an assigned project budget of
$655,000. Currently she is 80 percent complete with the project though she was scheduled to be
100 percent done by this date. She has spent $490,000 to date and other than the project
schedule, which was delayed because of a vendor, the project is going well. What should Billy
report as her schedule performance index for this project?

Which of the following techniques is used in businesses to determine the effect different costs or
investments have on profit and other financial indicators?

Della works as a Project Manager for BlueWell Inc. A number of projects are running under her
guidance. You, being a team leader of a project, provide Della the performance indexes of your
project. The schedule variance (SV) of your project is zero. What does this figure depict?

You are the project manager of the NQQ project. You are working with your project team to create
the activity duration estimates for the project. For each reported activity duration, your project team
offers you an addition of five percent extra time for risks, errors, or aggressive estimating. What
does Parkinson’s Law state about this scenario?

You work as a project manager for BlueWell Inc. You are going through a project with your project
team. Some of your project team members are reporting that their activities are running late
because there are lag times between activities that do not need to be there. You examine the
schedule and see that the lag times have been incorporated into the project schedule for quality
control reviews. You also learn that the quality control reviews are not being completed as
planned. What is the best approach in this scenario?

You are the project manager of the GHY Project. This project is scheduled to last for one year and
has a BAC of $4,500,000. You are currently 45 percent complete with this project, though you are
upposed to be at your second milestone, which accounts for half of the project completion. There
have been some errors in the project, which has caused you to spend $2,073,654. Based on the
estimate at completion, what is this project’s to-complete performance index?

You are the project manager for your organization. You are working with your virtual team to
create activity duration estimates for your current project. This virtual team is comprised of team
members from around the world. Much of this process will be completed by geographical locations
though some conferences will require all the team members to participate and to coordinate the
activities that will interact between the different sites. The project manager must consider all of the
following when creating the activity duration estimates except for which one?