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Cost performance index (CPI) is used to calculate performance efficiencies. It is used in trend analysis to predict future performance. CPI is the ratio of earned value to actual cost. The CPI is calculated based on the following formula: CPI = Earned Value (EV) / Actual Cost (AC) If the CPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The CPI value of 1 indicates that the project is right on target. In this instance, the earned value is $234,000 as the project work is 100 percent. The actual costs are $245,000.

Answer option D is incorrect. This is the schedule performance index value.

Answer option A is incorrect. This is the variance at completion for the project.

Answer option C is incorrect. There is enough information to find the answer.

The autoregressive moving average is an example of a causal/econometric method for the forecasting project performance. The casual/econometric forecasting method uses the assumption that it is possible to identify the underlying factors, which might influence the variable being forecasted. For example, sales of umbrellas might be associated with weather conditions. If the causes are understood, projections of the influencing variables can be made and used in the forecast. Some examples of casual/econometric forecasting method are as follows: Regression analysis using linear regression or non-linear regression Autoregressive moving average (ARMA) Autoregressive integrated moving average (ARIMA) Econometrics

Answer option B is incorrect. The time series method relies on the earned value, moving average, extrapolation, and growth curve.

Answer option A is incorrect. The judgmental methods use intuition, the Delphi method, and forecast by analogy.

Answer option C is incorrect. The ensemble forecasting is not part of the causal/econometric method for forecasting.

Once the project scope statement has been approved, the project manager and the project team should decompose the project scope statement into the WBS.

Answer option A is incorrect. Before the activity list may be created, the WBS is needed. The activity list is based on the work packages identified in the WBS.

Answer option C is incorrect. Creating the risk assessment for the project is part of project planning, but it is not the most appropriate process to complete at this time.

Answer option D is incorrect. Determining the project budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. Determining the project budget is a part of project cost management.

Cost performance index (CPI) is used to calculate performance efficiencies. It is used in trend analysis to predict future performance. CPI is the ratio of earned value to actual cost. The CPI is calculated based on the following formula: CPI = Earned Value (EV) / Actual Cost (AC) If the CPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The CPI value of 1 indicates that the project is right on target. In this instance the earned value is $524,000 and the actual costs are $490,000. In this project Billy has spent less than what the work is worth - a good thing. This could be because of a cost savings, such as travel or shipping, or because a risk event didn't come into play. This causes the positive CPI - something which does not happen very often.

Answer option A is incorrect. .07 is an incorrect calculation for the cost performance index for the project.

Answer option D is incorrect. .89 represents the schedule performance index.

Answer option C is incorrect. $34,000 is the cost variance of the project.

The difference between the buffer needed and the buffer remaining can determine whether corrective action is appropriate.

Answer option C is incorrect. This is not an accurate description of how the critical chain determines the need for corrective action.

Answer option B is incorrect. This is not an accurate description of how the critical chain determines the need for corrective action.

Answer option A is incorrect. This is not an accurate description of how the critical chain determines the need for corrective action.

Although this appears to be a simple change the project manager must still follow the rules of the project's change control system. Perform Integrated Change Control is the process of reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets in a project. Perform Integrated Change Control has to do with influencing the things that cause change, determining that the change is required or has happened, and managing the change.

Answer option D is incorrect. Communications management is the execution of the communications management plan.

Answer option A is incorrect. The project change control process not valid as it's the parent of the integrated change control process, which is more accurate for this question.

Answer option C is incorrect. Configuration management is the documentation and control of the product's features and functions.

A schedule baseline provides a method to track project progress during project execution against what was planned. What is schedule baseline? Schedule baseline is a project schedule used in measuring project progress. It helps provide a comparison with the actual progress of work against the schedule and to determine if performance to date is within acceptable parameters. Any change caused by change in scope of the project invalidates the original schedule and requires a new baseline schedule.

Answer options D, A, and B are incorrect. A detailed project budget, team members profile, and benefit-cost ratio will not help you track project progress. What is BCR? A benefit-cost ratio (BCR) is an indicator, used in the formal discipline of cost-benefit analysis, that attempts to summarize the overall value for money of a project or proposal. A BCR is the ratio of the benefits of a project or proposal, expressed in monetary terms, relative to its costs, also expressed in monetary terms. All benefits and costs should be expressed in discounted present values. For e.g., a BCR of $3.8 indicates a payback of $3.8 for each dollar expended.

Lag time is positive time that requires the successor activity to wait for a defined amount of time, such as three days, before it can begin. Lag time does not change the task relationship, but requires a "waiting time" before the starting of the activity can begin. A lag time is a delay between the predecessor and the successor tasks. Sometimes it may be needed to schedule a delay between the predecessor and the successor tasks. For example, if two coats of paint are required to paint a car, then the final coat should be applied only when the first coat dries. This delay is known as the lag time. The lag time is entered as a positive value. The lag time can be entered as a duration or as a percentage of the predecessor's task duration. It is entered on the Predecessor tab in the Task Information dialog box.

Answer option D is incorrect. Float is a natural event that is discovered through the forward pass when using the critical path method. Float cannot be arbitrarily added as lag.

Answer option C is incorrect. Lead time actually brings activities closer together and causes them, in some cases, to overlap.

Answer option B is incorrect. Management reserve is a pool of time allotted for unscheduled changes and events that affect the project duration.

When there have been significant corrective action decisions the reasoning behind the decision should be documented in the lessons learned documentation. What is lessons learned documentation? Lessons learned documentation is prepared to contribute to the lessons learned knowledge database of the organization. It includes the causes of issues, the reasoning behind the corrective action chosen, and other types of lessons learned about stakeholder management. Lessons learned are documented so that they become part of the historical database for the project/program and the performing organization. The lessons learned are compiled, formalized, and stored through out the project's/program's duration.

Answer option C is incorrect. A variance report may be appropriate but cost and schedule variances are reported differently. Kay could create a cost variance report and a schedule variance report, but not one report for both project attributes.

Answer option B is incorrect. An exceptions report is the same as a variance report. Kay would create a separate exceptions report for cost, and another for schedule.

Answer option D is incorrect. The information may go into the project final report but it should be included in the project's lessons learned information when it is discovered.

The change in the amount of labor Ned is allowed to use will cause his project schedule to increase thereby affecting the project end date. Crashing the project will allow Ned to add more resources while still keeping each resource to a maximum of 25 hours per week.

Answer option D is incorrect. Ned likely does not have control over descoping decisions.

Answer option C is incorrect. Reducing the project labor is what resource leveling does.

Answer option B is incorrect. Adding risk mitigation won't necessarily help Ned finish the project faster.