Project Manager
Project planning and cost control questions
162 questions on Project planning and cost control for project managers, easiest first.
Easy 47
- What is the critical patheasy
- Work breakdown structureeasy
- Reading a Gantt charteasy
- Finish-to-start dependencyeasy
- What total float meanseasy
- Assumption or constraint?easy
- What a baseline iseasy
- Why reveal estimates togethereasy
- What a spike iseasy
- T-shirt sizingeasy
- The 100% rule in a WBSeasy
- What a work package iseasy
- Why keep a WBS dictionaryeasy
- Duration of a milestoneeasy
- Reading a start-to-start linkeasy
- Lead versus lageasy
- A mandatory dependencyeasy
- Spotting an external dependencyeasy
- What rolling wave planning iseasy
- Effect of resource levelingeasy
- Analogous estimatingeasy
- A parametric cost estimateeasy
- Bottom-up estimatingeasy
- What a planning package iseasy
- What an S-curve showseasy
- What earned value measureseasy
- Planned valueeasy
- Budget at completioneasy
- The 0/100 ruleeasy
- The 50/50 ruleeasy
- Why teams use planning pokereasy
- When T-shirt sizing helpseasy
- What is in the cost baselineeasy
- What burn rate meanseasy
- Range of a definitive estimateeasy
- The planning fallacyeasy
- Anchoring in estimationeasy
- Building the cost baselineeasy
- Retention on a progress billeasy
- Spent is not doneeasy
- Reading a Tracking Gantteasy
- The status dateeasy
- A milestone chart for executiveseasy
- What a resource calendar showseasy
- How often to update a scheduleeasy
- Saving a baseline in the tooleasy
- Overtime as a recovery tooleasy
Medium 66
- Reading earned value numbersmedium
- Three-point estimatemedium
- Forward pass durationmedium
- Free float of an activitymedium
- Fast trackingmedium
- Which activity to crashmedium
- Interpreting CPI and SPImedium
- Schedule and cost variancemedium
- Estimate to completemedium
- EAC after a one-off overrunmedium
- Variance at completionmedium
- PERT standard deviationmedium
- Converting points to hoursmedium
- Why a Fibonacci-like scalemedium
- Sizing 150 items fastmedium
- Ideal daysmedium
- Float on a short networkmedium
- The 8/80 rulemedium
- Crash cost per daymedium
- Triangular three-point meanmedium
- Start-to-start with a lagmedium
- What a control account ismedium
- Buffers in critical chainmedium
- Student syndromemedium
- Parkinson's lawmedium
- What negative float tells youmedium
- Range of a rough estimatemedium
- Delay larger than free floatmedium
- Reading a P80 datemedium
- Counting working daysmedium
- Hard date constraintsmedium
- Activities with open endsmedium
- Adding a resource in MS Projectmedium
- Work, duration and unitsmedium
- Why Delphi uses anonymitymedium
- Which links to revisit firstmedium
- Earned value from percent completemedium
- Weighted milestonesmedium
- Earned schedule in monthsmedium
- Interpolating earned schedulemedium
- Sprint capacity in hoursmedium
- An 80% learning curvemedium
- Funding limit reconciliationmedium
- Currency risk on a UAE projectmedium
- GST in an Indian project budgetmedium
- Usage versus rate variancemedium
- Earned value for support workmedium
- Cost baseline versus project budgetmedium
- Reference class forecastingmedium
- What function points measuremedium
- Forecasting from throughputmedium
- Period CPI versus cumulative CPImedium
- When to record actual costmedium
- A not-to-exceed capmedium
- Price escalationmedium
- Padding every estimatemedium
- Where lead time starts on a boardmedium
- Longest path versus zero floatmedium
- Out-of-sequence progressmedium
- A milestone trend chartmedium
- Re-sequencing workmedium
- Protecting a fixed go-livemedium
- Reading a resource histogrammedium
- Float erosionmedium
- Outsourcing to save timemedium
- Getting ranges from expertsmedium
Hard 49
- The sponsor wants an earlier go-livehard
- Adding people to a late projecthard
- Forecasting the final costhard
- To-complete performance indexhard
- EAC using CPI and SPIhard
- Late start from a backward passhard
- The near-critical pathhard
- Forecasting with velocityhard
- When SPI looks finehard
- SPI at project completionhard
- Earned value on an agile releasehard
- Forecasting without pointshard
- Crashing two parallel pathshard
- Several critical paths at oncehard
- Duration with one shared personhard
- Probability within one sigmahard
- Standard deviation of a pathhard
- Backward pass with two successorshard
- A shared specialisthard
- First step in a recoveryhard
- Crashing the wrong activityhard
- A very high float warninghard
- When a lag is acceptablehard
- A start-to-finish examplehard
- What a hammock activity ishard
- Level of effort on the critical pathhard
- Start-to-start and finish-to-finish togetherhard
- EAC from a fresh estimatehard
- A bad CPI from early purchaseshard
- Forecasting duration with earned schedulehard
- Sizing contingency from a simulationhard
- Contingency for a closed riskhard
- Build or subscribe break-evenhard
- Sequencing by cost of delayhard
- Forecasting with growing scopehard
- A valid reason to re-baselinehard
- 0/100 on long activitieshard
- A bid far below the estimatehard
- Percent complete from CPIhard
- How stable CPI ishard
- Cost variance as a percentagehard
- Using management reservehard
- Real gain from overtimehard
- Crashing past a near-critical pathhard
- Squeezing the test phasehard
- Stuck at 90% completehard
- Lead time rising, throughput flathard
- Linking a vendor's schedulehard
- CPI as a risk signalhard