As the project manager recently assigned to a project in execution, you're asked to rescope the existing project. The project sponsor believes the current scope is unattainable given the budget and scheduled end date. The project is over budget and not meeting schedule milestones. Project cost estimates and timelines were created under the previous project manager. Your analysis of the original project assumptions and constraints show that scope reduction will not enable you to meet the originally estimated end date or budget. What do you do? a. Reduce the scope and proceed with the direction given by the project sponsor. b. Inform the project sponsor that a scope reduction will not allow the project to meet the original timeline or budget and await further instruction. c. None of the above d. Re-estimate the entire project in terms of scope, timeline, and budget, and then present the project sponsor with each available option given the project assumptions and constraints. Consider the following project where times are in weeks. What is the early finish for activity G? a. 22 b. 29 c. 10 d. 0 Which of the following is not true of multi-weighted scoring models? a. Will include quantitative criteria b. All options listed are true c. Projects with higher scores are considered more desirable d. Will include qualitative criteria e. Each criterion is assigned a weight Consider the following project where times are in weeks. What is the early finish for activity C? a. 8 b. 19 c. 0 d. 12 A project your company is about to invest in has a preliminary estimate of $ 60,000,000JMD to install new pipelines to the complex. As project manager, you are aware of your company's stipulations that for a project to be viable, a pay-back period of no more than 7 years is acceptable. If the estimated monthly return from this project is $400,000. Advice your company on how to proceed. a. The project is not viable b. Unable to answer with the information given c. The project is viable d. The project is neither good or bad The project sponsor has approached you with a dilemma. The CEO announced at the annual stockholders' meeting that the project you're managing will be completed by the end of this year. The problem is that this is six months prior to the scheduled completion date. It's too late to go back and correct her mistake, and stockholders are expecting implementation by the announced date. You must speed up the delivery date of this project. Your primary constraint before this occurred was the budget. What actions can you take to help speed up the project? a. Utilize negotiation and influencing skills to convince the project sponsor to speak with the CEO and make a correction to her announcement. b. Hire more resources to get the work completed faster. c. Examine the project plan to see whether there are any phases that can be fast tracked and then revise the project plan to reflect the compression of the schedule. d. Ask for more money so that you can contract out one of the phases you had planned to do with in-house resources. Consider the following project where times are in weeks. What is the critical path for this project? a. AEFG b. B-C-F-G c. B-C-F-H d. A-E-F-H Precedence Diagramming Method includes the following types of logical relationships, EXCEPT. a. Mandatory b. Discretionary c. Finish to Start d. Start to Start e. C&D f. A&B g. B&C h. None of the above