Free PMI-SP Exam Dumps May 2026

These are some communication activities that Tom uses to communicate with the team and the

stakeholders.

Communications skills are part of general management skills and are used to exchange information.

Communication has many dimensions:

Written and oral, listening, and speaking

Internal (within the project) and external (customer, the media, the public)

Formal (reports, briefings) and informal (memos, ad hoc conversations)

Vertical (up and down the organization) and horizontal (with peers)

Communication is the most important skill that a project manager must posses. It is the single most

important characteristics of a top-class

project manager. Project managers must communicate well in order to integrate and maximize the

performance of team members. Oral and

written communications are the backbone of every successful project. During different phases of a

project, a project manager requires to

communicate through different manners (for example, documentation, meeting updates, etc.) and

he must ensure that the information

communicated is explicit, clear, and complete.

Answer option C is incorrect. It is a technique to resolve conflict that arises while communicating

with different parties.

Fast tracking allows entire phases of the project to overlap and this action does

increase risks. This is an approach that you would want to

avoid in your project.

Answer option B is incorrect. Crashing adds labor to the project and typically drives project costs.

Answer option A is incorrect. The critical chain method considers the availability of project resources

as part of its network diagramming

technique.

Answer option C is incorrect. Lead time allows project activities to overlap and may introduce

project risks, but not to the extent of using fast

tracking.

Anna needs to create a power/interest grid. This grid groups the stakeholders based on their level of

authority and level of concern regarding

the project outcomes.

The power/interest grid forms a group of the stakeholders based on their level of authority (power)

and their level of interest in the project.

Interest accounts to what degree the stakeholders are affected by examining the project or policy

change, and to what degree of interest or

concern they have about it. Power accounts for the influence the stakeholders have over the project

or policy, and to what degree they can

help to accomplish, or block, the preferred change.

Stakeholders, who have high power and interests associated with the project, are the people or

organizations that are fully engaged with the

project. When trying to generate strategic change, this community is the target of any operation.

Answer option B is incorrect. A salience model classifies stakeholders based on their power, urgency,

and legitimacy.

Answer option C is incorrect. A power/influence grid groups the stakeholders based on their power

and influence.

Answer option D is incorrect. A communications matrix simply maps which stakeholder need to

communicate with other stakeholders.

If a resource leveling heuristic, such as 45 hours maximum per time period, is enforced on the

project, then the project schedule will take

longer to complete.

What is resource leveling heuristics?

Resource leveling heuristics is a prioritization method that allocates inadequate resources to critical

path activities first. It is

a schedule network analysis technique useful to a schedule that has already been analyzed by the

critical path method. It

is used when shared or critical essential resources are only available at certain times, in limited

quantities, or to keep

resource usage at a constant level. It is a technique that resolves resource conflicts by delaying tasks

within their slack

allowances. Resource leveling is the process in which project teams come across problems when

developing their project

schedules. If a company has multiple projects running simultaneously that require the same

resources, then problems can

arise. It can often cause the critical path method to change.

Answer option A is incorrect. The 45-hour limit is a restriction on the project.

Answer option C is incorrect. The project will not take less time to complete because the project

team members won't be able to complete as

much work in the same amount of time.

Answer option D is incorrect. The project may require more resources if the project manager and

management want the project to finish by a

particular date. In this question, however, the focus is on what will happen to the project schedule,

not the project staffing.

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.