Project Planning & Scheduling interview questions

1. A.longest chain of dependent activities through the network, carrying zero total float and fixing the project duration, so any delay on it delays completion
2. B.shortening the schedule by adding resources to critical activities with the lowest cost slope first, rechecking after each step because the path may change
3. C.time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
4. D.deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates

Answer + AI explanation with Pro

1. A.CPM vs PERT
2. B.Resource levelling vs smoothing
3. C.Crashing
4. D.Primavera P6

Answer + AI explanation with Pro

1. A.CPM vs PERT — plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
2. B.CPM vs PERT — rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
3. C.CPM vs PERT — CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI
4. D.CPM vs PERT — deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates

Answer + AI explanation with Pro

1. A.time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
2. B.plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
3. C.rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
4. D.longest chain of dependent activities through the network, carrying zero total float and fixing the project duration, so any delay on it delays completion

Answer + AI explanation with Pro

1. A.Resource levelling vs smoothing
2. B.Look-ahead schedule
3. C.S-curve
4. D.Critical path

Answer + AI explanation with Pro

1. A.Critical path — rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
2. B.Critical path — plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
3. C.Critical path — enterprise scheduler with WBS, activity codes, resource and cost loading, baselines and FS, SS, FF, SF relationships with lag, updated against a data date
4. D.Critical path — longest chain of dependent activities through the network, carrying zero total float and fixing the project duration, so any delay on it delays completion

Answer + AI explanation with Pro

1. A.longest chain of dependent activities through the network, carrying zero total float and fixing the project duration, so any delay on it delays completion
2. B.time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
3. C.shortening the schedule by adding resources to critical activities with the lowest cost slope first, rechecking after each step because the path may change
4. D.CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI

Answer + AI explanation with Pro

1. A.Total float vs free float
2. B.CPM vs PERT
3. C.Primavera P6
4. D.Crashing

Answer + AI explanation with Pro

1. A.Total float vs free float — CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI
2. B.Total float vs free float — deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates
3. C.Total float vs free float — time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
4. D.Total float vs free float — shifting activities to keep demand within a resource limit even if the finish moves, versus rescheduling only within available float to flatten peaks

Answer + AI explanation with Pro

1. A.enterprise scheduler with WBS, activity codes, resource and cost loading, baselines and FS, SS, FF, SF relationships with lag, updated against a data date
2. B.plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
3. C.rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
4. D.shifting activities to keep demand within a resource limit even if the finish moves, versus rescheduling only within available float to flatten peaks

Answer + AI explanation with Pro

1. A.Crashing
2. B.Look-ahead schedule
3. C.Earned value metrics
4. D.Primavera P6

Answer + AI explanation with Pro

1. A.Primavera P6 — longest chain of dependent activities through the network, carrying zero total float and fixing the project duration, so any delay on it delays completion
2. B.Primavera P6 — shortening the schedule by adding resources to critical activities with the lowest cost slope first, rechecking after each step because the path may change
3. C.Primavera P6 — enterprise scheduler with WBS, activity codes, resource and cost loading, baselines and FS, SS, FF, SF relationships with lag, updated against a data date
4. D.Primavera P6 — plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow

Answer + AI explanation with Pro

1. A.time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
2. B.CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI
3. C.rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
4. D.plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow

Answer + AI explanation with Pro

1. A.Primavera P6
2. B.S-curve
3. C.Resource levelling vs smoothing
4. D.CPM vs PERT

Answer + AI explanation with Pro

1. A.S-curve — rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
2. B.S-curve — plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
3. C.S-curve — shifting activities to keep demand within a resource limit even if the finish moves, versus rescheduling only within available float to flatten peaks
4. D.S-curve — CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI

Answer + AI explanation with Pro

1. A.deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates
2. B.shifting activities to keep demand within a resource limit even if the finish moves, versus rescheduling only within available float to flatten peaks
3. C.CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI
4. D.plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow

Answer + AI explanation with Pro

1. A.Earned value metrics
2. B.Primavera P6
3. C.Total float vs free float
4. D.Resource levelling vs smoothing

Answer + AI explanation with Pro

1. A.Earned value metrics — plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
2. B.Earned value metrics — time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
3. C.Earned value metrics — CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI
4. D.Earned value metrics — longest chain of dependent activities through the network, carrying zero total float and fixing the project duration, so any delay on it delays completion

Answer + AI explanation with Pro

1. A.rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
2. B.CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI
3. C.enterprise scheduler with WBS, activity codes, resource and cost loading, baselines and FS, SS, FF, SF relationships with lag, updated against a data date
4. D.plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow

Answer + AI explanation with Pro

1. A.Resource levelling vs smoothing
2. B.Crashing
3. C.Total float vs free float
4. D.Look-ahead schedule

Answer + AI explanation with Pro

1. A.Look-ahead schedule — rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete
2. B.Look-ahead schedule — shortening the schedule by adding resources to critical activities with the lowest cost slope first, rechecking after each step because the path may change
3. C.Look-ahead schedule — deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates
4. D.Look-ahead schedule — enterprise scheduler with WBS, activity codes, resource and cost loading, baselines and FS, SS, FF, SF relationships with lag, updated against a data date

Answer + AI explanation with Pro

1. A.longest chain of dependent activities through the network, carrying zero total float and fixing the project duration, so any delay on it delays completion
2. B.deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates
3. C.shifting activities to keep demand within a resource limit even if the finish moves, versus rescheduling only within available float to flatten peaks
4. D.plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow

Answer + AI explanation with Pro

1. A.Total float vs free float
2. B.Resource levelling vs smoothing
3. C.Primavera P6
4. D.S-curve

Answer + AI explanation with Pro

1. A.Resource levelling vs smoothing — plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
2. B.Resource levelling vs smoothing — CPI = EV/AC and SPI = EV/PV, values below 1 meaning over budget or behind schedule, with estimate at completion taken as BAC/CPI
3. C.Resource levelling vs smoothing — shifting activities to keep demand within a resource limit even if the finish moves, versus rescheduling only within available float to flatten peaks
4. D.Resource levelling vs smoothing — time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former

Answer + AI explanation with Pro

1. A.plot of cumulative planned versus actual progress or cost against time, slow at both ends and steep in the middle, used for monitoring and cash flow
2. B.deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates
3. C.time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
4. D.shortening the schedule by adding resources to critical activities with the lowest cost slope first, rechecking after each step because the path may change

Answer + AI explanation with Pro

1. A.Crashing
2. B.S-curve
3. C.Earned value metrics
4. D.Look-ahead schedule

Answer + AI explanation with Pro

1. A.Crashing — shortening the schedule by adding resources to critical activities with the lowest cost slope first, rechecking after each step because the path may change
2. B.Crashing — deterministic single-duration activity network versus a probabilistic event network using expected time (a + 4m + b)/6 from optimistic, likely and pessimistic estimates
3. C.Crashing — time an activity can slip without delaying the project versus without delaying its immediate successor, the latter never exceeding the former
4. D.Crashing — rolling 2 to 6 week plan drawn from the master schedule after clearing drawing, material, permit and labour constraints, tracked by percent plan complete

Answer + AI explanation with Pro