Performance report is an input of monitor and control project work. Reports are prepared by the project team detailing activities, milestones, and problems. A performance report is made by the project team detailing activities, milestones, problems, accomplishments, and identified issues. Performance reports are used to report some key information as follows: Current status Scheduled activities Significant accomplishment for the period Forecasts Issues

Answer option B is incorrect. It is the tool and technique used for monitoring and controlling project work.

Answer options A and D are incorrect. These are the outputs to monitor and control project work.

The report performance process is used for gathering and distributing performance information. It consists of status reports, progress measurements, and forecasts. The report performance process contains the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress and performance as well as to forecast the project results.

Answer option A is incorrect. Identify stakeholder process is used to identify all people or organizations impacted by the project and document relevant information regarding their interest, involvement, and impact on project success.

Answer option C is incorrect. Plan communication is the process of determining the project stakeholder information needs and defining a communication approach.

Answer option D is incorrect. Stakeholder analysis is the identification of stakeholder needs, wants and expectations. It involves the documentation, prioritization, and quantification of the needs to help define the project scope. Stakeholders ' interests may be positively or negatively affected by execution or completion of the project and they may also exert influence over the project and its deliverables.

A schedule variance is found by subtracting the planned value from the earned value. A -$37,500 schedule variance is considerable for most projects, but combined with a schedule that is six percent off schedule is more serious. The size of the project, however, and the defined project budget, needs to be determined to evaluate how serious the variance is. Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target.

Answer option B is incorrect. This project is not performing well based on the given information.

Answer option A is incorrect. This project is likely to be late, but we do not know how costs are performing in this question.

Answer option C is incorrect. There is not enough information to determine how well the project is performing from this answer.

The schedule variance is the earned value minus the planned value. In this instance, it is $938,260-$1,055,543 = -$117,282. Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target.

Answer option D is incorrect. This is the cost variance for the project.

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

Answer option C is incorrect. This is the inverse of the earned value.

The only tool and technique for controlling the schedule is a corrective action. You should always report problems to management, the project customers, or key stakeholders as defined in the Communications Management Plan, but you should also always present a solution to the problem. A corrective action is a change implemented to address a weakness identified in a management system. Normally corrective actions are implemented in response to a customer complaint, abnormal levels of internal nonconformity, nonconformities identified during an internal audit or adverse or unstable trends in product and process monitoring such as would be identified by SP

C. It is method of identifying and eliminating the causes of a problem, thus preventing their reappearance. Examples of a corrective action are : Improvements to maintenance schedules Improvements to material handling or storage

Answer option C is incorrect. Trimming the project scope, which is a change request, is not a tool and technique for control the scheduling. It is, however, an output of the control schedule process and is sometimes a valid decision if the project is slipping on schedule performance.

Answer option A is incorrect. Work performance measurements are not a tool and technique for controlling the project schedule.

Answer option D is incorrect. The causes of the variance can help you determine the best action to take, but it is not a tool and technique for schedule control.

Crashing adds effort to the project activities. Activities that are of fixed duration, for example software testing, would not finish faster with added resources. Crashing is a schedule compression technique to obtain the greatest amount of compression for the least incremental cost. Crashing works for activities where additional resources will shorten the duration. Approving overtime, bringing in additional resources, paying to expedite delivery to activities on the critical path are examples of crashing.

Answer option D is incorrect. Activities on the critical path can be crashed.

Answer option C is incorrect. Activities with risks can be crashed.

Answer option A is incorrect. Additional quality control metrics are not necessary just because Holly elects to crash her project.

A salience model uses three values to classify stakeholders: power, urgency, and legitimacy in the project. The salience model is a technique for categorizing stakeholders according to their importance. The various difficulties faced by the project managers are as follows: How to choose the right stakeholders? How to prioritize competing claims of the stakeholders communication needs? Stakeholder salience is determined by the evaluation of their power, legitimacy and urgency in the organization. Power is defined as the ability of the stakeholder to impose their will. Urgency is the need for immediate action. Legitimacy shows the stakeholders participation is appropriate or not. . The model allows the project manager to decide the relative salience of a particular stakeholder.

Answer option D is incorrect. This is a description of a power/interest grid.

Answer option B is incorrect. This is a description of an influence/impact grid over the project.

Answer option C is incorrect. This is a description of a power/impact over the project.

Activity E has four days of float. The entire project will take 19 days to complete. Float, also called slack, is the amount of time an activity can be delayed without affecting any subsequent activities. There are two types of floats available: Free Float: It is the amount of time a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities. Total Float: It is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating schedule constraint. Float is calculated by using the critical path method technique.

Answer option D is incorrect. Activity E is not on the critical path.

Answer options C and B are incorrect. These are incorrect calculations of the amount float available for Activity

E.

The schedule variance for a project can be found by subtracting the planned value from the earned value. In this instance, it would be as follows:

SV = EV - PV

=(0.85*9,850,400) - (0.95*9,850,400)

= 8,372,840 - 9,357,880

=-985,040

Schedule variance (SV) is a measure of schedule performance on a project. The variance notifies that the schedule is ahead or behind what was planned for this period in time. The schedule variance is calculated based on the following formula: SV = Earned Value (EV) - Planned Value (PV) If the resulting schedule is negative, it indicates that the project is behind schedule. A value greater than 0 shows that the project is ahead of the planned schedule. A value of 0 indicates that the project is right on target.

Answer option B is incorrect. $130,901 is the cost variance.

Answer option A is incorrect. $163,626 is the variance at completion for this project.

Answer option D is incorrect. 0.16 is the difference between the schedule performance index of .84 and a perfect schedule.

Rolling wave planning is a technique to plan and do the most imminent project work before moving onto the details that are far off in the project schedule and project plan. Rolling wave planning is a technique for performing progressive elaboration planning where the work to be accomplished in the near future is planned in detail at a low level of the work breakdown structure. The work to be performed within another one or two reporting periods in the near future is planned in detail as work is being completed during the current period.

Answer options B and A are incorrect. These are not valid project management terms.

Answer option D is incorrect. Decomposition is the process of breaking down work packages into the activity list.