PMI-SP Schedule Compression 5 — Questions and Answers
Question 1: Which of the following BEST distinguishes fast tracking from crashing in terms of project risk?
- Fast tracking increases cost risk; crashing increases rework risk
- Crashing increases cost risk; fast tracking increases rework and coordination risk (Correct answer)
- Both techniques equally increase scope risk
- Crashing increases schedule risk; fast tracking eliminates it
Correct answer: Crashing increases cost risk; fast tracking increases rework and coordination risk
Crashing's primary risk is budget overrun, while fast tracking's primary risks are rework and coordination failures from overlapping activities.
Question 2: A project manager is using schedule compression during project execution. The approved schedule baseline shows a planned duration of 120 days, but compression brings it to 105 days. The 105-day schedule is now being used for performance measurement. What must have occurred?
- The project manager unilaterally updated the schedule
- A formal change request was approved, revising the baseline to 105 days (Correct answer)
- The project sponsor verbally authorized the change
- The project team voted to accept the compressed schedule
Correct answer: A formal change request was approved, revising the baseline to 105 days
Updating the baseline for performance measurement requires a formally approved change request through the integrated change control process.
Question 3: In the context of schedule compression, what is a 'near-critical path' and why does it matter?
- A path with zero float that should never be compressed
- A non-critical path with little float that may become critical after compression (Correct answer)
- The secondary critical path identified after crashing
- A path containing only external dependencies
Correct answer: A non-critical path with little float that may become critical after compression
Near-critical paths have minimal float and can easily become critical when the primary critical path is compressed, requiring monitoring.
Question 4: A project manager applies crashing to reduce duration by 4 days. The total crash cost is $20,000 and the crash cost slope for each activity was $5,000/day. How many activity-days were crashed?
- 2 days
- 4 days (Correct answer)
- 5 days
- 8 days
Correct answer: 4 days
$20,000 total cost ÷ $5,000 per day = 4 activity-days crashed to achieve the 4-day reduction.
Question 5: Which PMI-SP scheduling concept directly supports the decision of WHEN to stop crashing an activity?
- Schedule performance index threshold
- Crash limit — the point at which further resource addition yields no additional duration reduction (Correct answer)
- Earned schedule variance threshold
- Resource histogram peak leveling
Correct answer: Crash limit — the point at which further resource addition yields no additional duration reduction
The crash limit defines the minimum achievable duration for an activity; crashing beyond this point is technically or physically impossible.
Question 6: A project manager is choosing between crashing and fast tracking for a 6-week delay recovery. The project has a fixed budget with no contingency remaining and activities that can be safely overlapped. Which technique is the ONLY viable option?
- Crashing, because it guarantees schedule recovery
- Fast tracking, because it does not require additional budget (Correct answer)
- Resource leveling, to free up budget for crashing
- Scope reduction, to eliminate the delay entirely
Correct answer: Fast tracking, because it does not require additional budget
With no remaining budget, crashing is not feasible; fast tracking is the only compression technique that can shorten the schedule without additional cost.
Question 7: After compressing the schedule using fast tracking, stakeholders express concern about quality. Which project management process should the project manager reinforce to address this concern?
- Plan Schedule Management
- Control Quality (Correct answer)
- Develop Schedule
- Estimate Activity Durations
Correct answer: Control Quality
Control Quality monitors and records results of quality activities to ensure deliverables meet standards, which is especially important after fast tracking increases rework risk.
PMI-SP Schedule Compression 5
Which of the following BEST distinguishes fast tracking from crashing in terms of project risk?