Soft examinations Students: March 23, 2016 jobs

I. Project SCHEDULE Management

1. What are the six processes involved in schedule management?

A: ① activity definition →② Activity sort →③ Activity Resource estimate →④ activity duration estimate →⑤ schedule make →⑥ progress control.

2. What is rolling planning?

A: A form of representation that is planned for gradual improvement, the most recent work to be done in the work breakdown structure at the bottom of the detailed planning, while the work of the planning in the long-term completion of the work breakdown structure, in the work breakdown structure of higher-level planning.

3, what is the control account, planning portfolio?

A: Control accounts: Top management control points can be located at the work breakdown structure of the work mix level above the selected management point. These control points are used as a basis for planning when the relevant work mix has not been planned. Planning mix: Is in the work breakdown structure of the control account below, but in the work combination work above work breakdown structure components.

4, please explain the meaning of FS, FF, SS, SF.

For:

(1) FS: End-start relationship, which indicates that a successor activity can begin after the end of the pre-order activity.

(2) FF: End-to-end relationship, which indicates that subsequent activities can end after the pre-order activity has ended.

(3) SS: Start-start relationship, which indicates that subsequent activities can begin after the start of the pre-order activity.

(4) SF: Start-end relationship, which indicates that subsequent activities can end after the start of the pre-order activity.

5, the meaning of virtual activities?

A: In a complex network diagram, to avoid confusion caused by multiple start or end points, virtual activities can be used to solve the problem of using virtual activity to connect to all nodes that can start immediately.

6. What are the three types of three dependency relationships?

A: mandatory dependencies; discretionary dependencies; external dependencies.

7. Methods, tools and techniques for estimating activity resources? Remember

A: (1) Expert judgment, (2) Multi-programme analysis, (3) published estimates, (4) project management software; (5) bottom-up estimation.

8. What are the methods, tools and techniques used to estimate the activity? Remember

A: (1) Expert judgment, (2) analogy estimation, (3) parameter estimation, (4) Three point estimation, (5) Backup analysis.

9. When can I use analogy estimation?

A: The duration analogy is reliable when the previous activity is, in fact, not just superficially similar, and the project team members who prepare the estimate have the necessary expertise.

10. What is the meaning of parameter estimation?

A: The amount of work to be done multiplied by productivity can be used as a quantitative basis for estimating activity duration.

11, three points estimate formula? Standard deviation calculation formula? What is the probability of a standard deviation with or minus one? Twice times as much? 3 times times as much?

A: The premise ① most likely estimate Tm;② the most optimistic diachronic estimate T0;③ the most pessimistic diachronic estimate TP.

(1) Mean value of activity Duration = (T0+TP+4TM)/6;

(2) standard deviation calculation formula = (TP-T0)/6;

(3) plus or minus one-times the standard deviation, the probability is: 68.27%.

(4) twice times the standard deviation, the probability is: 95.45%.

(5) 3 times times the standard deviation, the probability is: 99.73%.

12, backup analysis, emergency time = time Reserve = Buffer time?

Answer: equals.

13. Which activity's output is the resource calendar? Which activity is entered?

A: The resource calendar is the output of the active resource estimate, which is the input of the activity duration estimate.

14. What are the major technologies and tools used in the development of the schedule? Remember

For:

(1) Schedule network analysis;

(2) Key route law;

(3) Progress compression;

(4) Hypothetical scenario analysis;

(5) resource balance;

(6) Key Chain method;

(7) project management software;

(8) Application calendar;

(9) Adjust the time advance and the lag amount;

(10) Progress model.

15, the key route method, if the total time difference is negative, how do you deal with it?

A: Adjust activity duration, logical relationships, time ahead and lag, or other progress control factors.

16, progress compression refers to what is the premise of shortening the progress time? What are the 2 kinds of technology? What are the drawbacks?

For:

(1) The premise of Progress compression: Reduce project progress time without changing project scope, schedule constraints, imposing dates or other schedule objectives.

(2) Progress compression technology has a catch-up and quick follow-up two kinds. Among them, the pace of progress often leads to increased costs. Quick follow-up often causes rework.

17. What are the most commonly used techniques in scenario analysis?

Answer: Monte Carlo analysis.

18. What is the resource decision method? What is the resource allocation backward scheduling method? (in resource balancing)

For:

(1) The method of allocating scarce resources first to the resource balance of activities on critical routes is called resource determination.

(2) A limited number of key project resources, resources can be from the end date of the project to reverse the arrangement, this practice is called the resource allocation backward scheduling method.

19. What is resource constraint schedule? (In the Critical Chain method)

A: After determining the critical route, take into account the availability of resources and determine the resource constraints schedule.

20. What is the output of the progress benchmark? What is the output of the range datum? What is the output of the project benchmark? What is the output of the cost benchmark?

For:

(1) Progress benchmark: Is the output of the development schedule.

(2) Scope datum: Is the output of the WBS.

(3) Project benchmark: The output of the overall change control.

(4) Cost benchmark: Is the output of the cost budget.

21. What are the content of progress control? (remember), what does scope control focus on? Compare memories?

For:

Progress control should focus on the following 4 items:

(1) Determine the current status of the project.

(2) Influence factors that cause changes in progress to ensure that this change is in a more favourable direction.

(3) Make sure the project schedule has been changed.

(4) Manage actual changes when the change occurs.

Scope control requires the following 2 points to be managed:

(1) The reasons for the change (including the external environment, the scope of the project, the new technology in the market, new means or new programs, the implementation of the organization itself, changes in demand, etc.).

(2) The focus of the change control (including whether the change has occurred, the impact on the factors causing the scope change, to ensure that the change can be unanimously recognized, the changes have been taken to manage).

22. What methods are usually used to shorten the project duration? Remember

For:

(1) Invest more resources to speed up the process of activity.

(2) Assigning more experienced people to complete or assist in the completion of project work.

(3) Reduce the scope of activities or reduce the activity requirements after obtaining the consent of the owner.

(4) Improve production efficiency through improved methods or techniques.

23, the main technology and tools of project schedule control? Remember

For:

(1) Progress report;

(2) Schedule change control system;

(3) Performance measurement;

(4) project management software;

(5) deviation analysis;

(6) Progress comparison Gantt chart;

(7) resource balance;

(8) Hypothetical condition scenario analysis;

(9) Progress compression;

(10) Tools for making progress.

Second, the project cost management

1. What are the processes involved in project cost management?

A: ① develop cost management plan →② cost estimate →③ cost budget →④ cost control.

2. What are the reasons for the project cost out of control? (remember 4 small headings)

For:

(1) Insufficient understanding of the project;

(2) The organization system is not perfect;

(3) Methodological issues;

(4) Technical constraints.

3. What are the four types of cost? and definition?

For:

(1) Fixed cost: Refers to the non-recurring cost that does not change with production, workload or time.

(2) Variable cost: Refers to the cost that changes with production, workload or time. Also known as variable cost.

(3) Direct cost: Refers to the cost directly attributable to the project work.

(4) Indirect cost: The cost of the project from the general Management expense account or the project cost shared by several projects.

3. What is the definition of management reserve?

A: A single column of planned costs to be used in case of future unforeseen events.

4, the main steps of project cost estimation? Remember

For:

(1) Identification and analysis of the cost of the constituent account.

(2) estimate the cost of each account based on the identified project cost account.

(3) Analysis of cost estimates, to find a variety of mutually replaceable costs, coordination of the proportional relationship between the various costs.

5. Tools and techniques for estimating costs? Remember

For:

(1) analogy estimation;

(2) Determining the rate of resources;

(3) bottom-up estimation;

(4) parameter estimation;

(5) project management software;

(6) Supplier bidding analysis;

(7) reserve analysis;

(8) Quality cost.

6, the use of the analogy estimate of the premise?

A: Similar to the substance of previous projects, not just superficial similarities, and the individual or collective who makes the estimates has the required expertise.

7, what is known unknown?? What is unknown and unknown? (in the reserve analysis)

For:

(1) Known unknown: Contingency Reserve is an estimated cost that the project manager is free to use to handle expected but uncertain events.

(2) Unknown unknown: The management reserve is a budget that is reserved to address unplanned but potentially required project scope and cost changes. And the project manager must be approved before it is used or spent on the reserve.

8, the main steps of project cost budget? Remember

For:

(1) Allocate the total project cost to each work package of the project work breakdown structure.

(2) The cost of each work package is redistributed to the activities contained in the work package.

(3) Determine the time plan and project cost budget plan of each cost budget expenditure.

9. What are the tools and techniques for project cost budgeting? Remember

For:

(1) Cost summary;

(2) reserve analysis;

(3) parameter estimation;

(4) Balance of capital limitation.

10, the parameters of the use of the estimated conditions?

For:

(1) The historical information used to build the model is accurate.

(2) The parameters used in the model are easily quantified.

(3) models can be extended and are suitable for large projects and small projects.

11, the main content of cost control? (9)

For:

(1) Influence factors that cause cost benchmark changes.

(2) Ensure that the request for change is agreed.

(3) When changes occur, manage these actual changes.

(4) To ensure that the potential cost overruns do not exceed the authorized project stage funds and overall funds.

(5) Supervise the implementation of the cost (performance) to find deviations from the cost benchmark.

(6) Accurately record all the deviations of the cost benchmark.

(7) Prevent erroneous, inappropriate or unapproved changes from being included in the cost or Resource Usage report.

(8) Notify the project stakeholders of changes to the validation.

(9) Take measures to control the anticipated cost overruns within an acceptable range.

12, cost control tools and technology? Remember

For:

(1) Cost change control system.

(2) Performance measurement analysis.

(3) Predictive technology.

(4) Project performance audit.

(5) Project management software.

(6) Deviation management.

13, PV, EV, AC, CV, SV, CPI, SPI, BAC, ETC, what does the EAC mean?

For:

PV: Plan value, to do the job.

EV: Earned value, finished work.

AC: Actual costs, actual cost.

CV: Cost deviation, cv=ev-ac.

SV: Progress Deviation, SV=EV-PV.

CPI: Cost performance index, CPI=EV/AC.

SPI: Progress performance Index, SPI=EV/PV.

BAC: Estimated at completion, total PV at completion of bac=.

ETC: The completion of the need to estimate, Etc=bac-ev.

EAC: helps you evaluate the amount or work cost of completing a planned activity. Eac=ac+etc (ETC ').

14, please explain the typical deviation, the meaning of the non-typical deviation?

For:

(1) Typical deviation: If the current deviation is considered to represent a typical deviation of the future deviation, the typical deviation processing is commonly used. Etc= (Bac-ev)/cpi.

(2) Non-typical deviation: If the current deviation is considered atypical, and the project team expects that this similar deviation will not occur in the future, the typical deviation calculation is often used, etc=bac-to the current cumulative earned value.

15, the completion still need to estimate Etc=bac-ev, how to understand?

A: The current deviation is an atypical deviation, and the project team expects no such deviation to occur in the future.

16, please do 2014 of the first half of the high afternoon exam questions two, and understand.

Question One

For:

(1) 1th Zhou Yan: The input amount is: 90+50+30=170 million yuan. The order of activity execution is: A+b+c.

(2) 10th Zhou Yan: The input amount is: 30+60x (3/9) = 500,000 yuan. Activity Execution Order: d+f (12,13,14)

(3) 15th Zhou Yan: The input amount is: 60x (6/9) +40+20=100 million yuan. The order of activity execution is: F (15~20) +g+e

Question Two

A: The cost deviation and schedule deviation for the 9th weekend are calculated as follows:

ac=100+55+35=190 million Yuan

pv=90+50+30=170 million Yuan

ev=90+50+30=170 million Yuan

(1) cv=ev-ac=170-190=-20.

(2) sv=ev-pv=170-170=0.

The current progress of the project is cost overruns, the progress is normal.

Question Three

A: The cost deviation and schedule deviation at the beginning of the 15th week are as follows:

ac=100+55+35+30+40=260 million Yuan

pv=90+50+30+30+60* (3/9) +20+40* (2/3) = 2.668 million Yuan

ev=90+50+30+30+60*20%=212 million Yuan

(1) cv=ev-ac=230-260=-30.

(2) sv=ev-pv=212-266.8=-54.8 million yuan.

The current progress of the project is a lag in progress and cost overruns of 548,000 yuan.

Question Four

For:

(1) Because the problem does not give the cause of deviation, so the problem should be treated according to the typical deviation.

ETC ' =bac-ev= (90+50+30+30+60+20+40) -212=108 million

cpi=ev/ac=212/260=0.815

Etc=etc '/cpi=108/0.815=132.5 million yuan.

(2) eac=ac+etc=260+132.5=392.5 million yuan.

This article from "11233637" blog, declined reprint!

Soft examinations Students: March 23, 2016 jobs