This is untimed educational practice for one applied skill. It is not a clinical, diagnostic, employment, or professionally recognized assessment, it does not produce a score or credential, and for the judgement and safety families it is not a substitute for your employer's own policies, training, or legal duties.
| Item | Choice | Answer |
|---|---|---|
| planning-scheduling-applied-s01-q01 | B | 5 days |
| planning-scheduling-applied-s01-q02 | C | A finish-to-start dependency |
| planning-scheduling-applied-s01-q03 | A | A resource conflict: they must be sequenced in the plan even though nothing logically requires an order |
| planning-scheduling-applied-s01-q04 | D | Rework risk rises, because the downstream task starts on information that is not yet final |
| planning-scheduling-applied-s01-q05 | C | A point in time marking that something has been achieved; it consumes no duration itself |
| planning-scheduling-applied-s02-q01 | D | Fewer than 10 days but usually well over 2: some parts cannot be divided, and coordination cost rises with team size |
| planning-scheduling-applied-s02-q02 | A | The plan is infeasible as drawn: resolve the over-allocation by moving tasks or reassigning the work |
| planning-scheduling-applied-s02-q03 | B | Reschedule the task, bring it forward, or arrange qualified cover, and update the committed date to match |
| planning-scheduling-applied-s02-q04 | C | Either cost or scope has to move; if neither does, the new date is not achievable and should be reported as such |
| planning-scheduling-applied-s02-q05 | A | Centrally, released against identified risks, so that it stays visible and its use is a decision |
| planning-scheduling-applied-s03-q01 | C | The longest chain of dependent activities: any delay on it delays the whole project |
| planning-scheduling-applied-s03-q02 | B | The end date is unchanged, but only 1 day of float now remains, so the task needs watching from here |
| planning-scheduling-applied-s03-q03 | D | That chain becomes critical, and the project end date moves by the amount of the excess |
| planning-scheduling-applied-s03-q04 | A | As a single buffer at the end of the chain it protects |
| planning-scheduling-applied-s03-q05 | D | Manage the zero-float chain as critical, while tracking the other against its six days of float |
| planning-scheduling-applied-s04-q01 | A | Pull the dependent work forward if resources allow, so the gain is not silently absorbed |
| planning-scheduling-applied-s04-q02 | D | Reforecast the affected chain and the end date, then communicate the new date together with what caused the slip |
| planning-scheduling-applied-s04-q03 | C | Estimate it, show what it would displace or what it adds to the date, and let the sponsor choose |
| planning-scheduling-applied-s04-q04 | B | Treat percent-complete as unreliable: ask what work remains, expressed in days, and what is blocking it |
| planning-scheduling-applied-s04-q05 | B | Rebuild it at a level of detail the team will actually maintain, and set a short regular update rhythm |