Test 1 - Project Management

Front 1

Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project.

Back 1

TRUE

Front 2

A program is "a group of related projects managed in a coordinated way to obtain benefits and control not available from managing individually."

Back 2

TRUE

Front 3

Many of the theories and concepts of project management are difficult to understand.

Back 3

FALSE

Front 4

Project managers in matrix organizations have staff from various functional areas working on their projects

Back 4

TRUE

Front 5

External project stakeholders generally include the project sponsor, project team, support staff, and internal customers for the project.

Back 5

FALSE

Front 6

Because of overlaps in their duties, hardware specialists usually understand the language of database analysts, and vice versa.

Back 6

FALSE

Front 7

Monitoring and controlling processes overlap all of the other project management process groups.

Back 7

TRUE

Front 8

A stakeholder management strategy is an approach to help increase the support of stakeholders throughout the project.

Back 8

TRUE

Front 9

The products of the project are produced during project implementation, and it usually takes the least amount of resources to accomplish this process.

Back 9

FALSE

Front 10

Even though many information technology projects are canceled before completion, it is still important to formally close any project and reflect on what can be learned to improve future projects.

Back 10

TRUE

Front 11

Directing and managing project execution involves carrying out the project management plan by performing the activities included in it.

Back 11

TRUE

Front 12

Many people consider project integration management the key to overall project success.

Back 12

TRUE

Front 13

Many problems and directives must be resolved quickly.

Back 13

TRUE

Front 14

The ROI is always positive.

Back 14

FALSE

Front 15

All projects can benefit from using some type of project management information system to coordinate and communicate project information.

Back 15

TRUE

Front 16

It is easy to create a good WBS.

Back 16

FALSE

Front 17

The executing tasks of the WBS remain constant from project to project.

Back 17

FALSE

Front 18

It is important that the people who determine what resources are necessary include people who have experience and expertise in similar projects and with the organization performing the project.

Back 18

TRUE

Front 19

Fast tracking can end up lengthening the project schedule

Back 19

TRUE

Front 20

One of PERT's main disadvantages is that it involves more work than CPM.

Back 20

TRUE

Front 21

The project ___ usually provides the direction and funding for the project.

Back 21

sponsor

Front 22

The limitations of scope, time, and cost goals are sometimes referred to as the ___.

Back 22

triple constraint

Front 23

In the example of the project of building a house, the ___ would normally be the general contractor responsible for building the house.

Back 23

project manager

Front 24

Project ___ management involves defining and managing all the work required to complete the project successfully

Back 24

scope

Front 25

Project ___ management ensures that the project will satisfy the stated or implies needs for which it was undertaken.

Back 25

quality

Front 26

Project ___ management involves generating, collecting, disseminating, and storing project information.

Back 26

communications

Front 27

___ project management software integrates information from multiple projects to show the status of active, approved, and future projects across an entire organization.

Back 27

Enterprise

Front 28

In an interview with the two chief information officers (CIOs), both men agreed that the most important project management skills seem to depend on ___.

Back 28

the uniqueness of the project and the people involved

Front 29

Most people agree that the modern concept of project management began with the ___.

Back 29

Manhattan Project

Front 30

By the ___, the US military and its civilian suppliers developed software to assist in managing large projects.

Back 30

1970s

Front 31

___ was an early project management software product that helped managers analyze complex schedules for designing aircraft.

Back 31

Artemis

Front 32

A PMO, or Project ___ Office, is an organizational group responsible for coordinating the project management function throughout an organization.

Back 32

Management

Front 33

Just as passing the CPA exam is standard for accountants, passing the ___ exam is becoming a standard for project managers.

Back 33

PMP

Front 34

___ tools, sometimes referred to as enterprise project management software, provide robust capabilities to handle very large projects.

Back 34

High-end

Front 35

___ describes a holistic view of carrying out projects within the context of the organization.

Back 35

Systems thinking

Front 36

The term "systems approach" emerged in the ___.

Back 36

1950s

Front 37

The ___ focuses on producing harmony between the needs of the organization and the needs of the people.

Back 37

human resources frame

Front 38

In a ___, program managers report to the CEO.

Back 38

project organizational structure

Front 39

In a ___ matrix organization structure, the project manager controls the project budget and has a moderate to high authority.

Back 39

strong

Front 40

___ is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization.

Back 40

Organization culture

Front 41

The ___ characteristic of organizational culture describes the degree to which management's decisions take into account the effect of the outcomes on people within the organization.

Back 41

people focus

Front 42

In the ___ phase, the project team creates more detailed project plans, a more accurate cost estimate, and a more thorough WBS.

Back 42

development

Front 43

The ___ model uses an approach in which developers work with an evolving prototype.

Back 43

RAD life cycle

Front 44

Projects involve ___ project management process groups.

Back 44

five

Front 45

___ include defining and authorizing a project or project phase.

Back 45

Initiating processes

Front 46

Examples of ___ include axquiring and developing the project team, performing quality assurance, distributing information, managing stakeholder expectations, and conducting procurement.

Back 46

executing process

Front 47

A common ____ is reporting performance, where project stakeholders can identify any necessary changes that may be required to keep the project on track.

Back 47

monitoring and controlling process

Front 48

___ is a planning process falling under the Project Integration Management knowledge area.

Back 48

Develop project management plan

Front 49

The project communications management knowledge area maps to the ___ process group through the activity of information distribution.

Back 49

executing

Front 50

The project procurement management knowledge area maps to the ___ process group through the activities conducting procurements.

Back 50

executing

Front 51

___ is an iterative software development process that focuses on team productivity and delivers software best practices to all team members.

Back 51

RUP

Front 52

____ should serve as the foundation for deciding which projects to pursue.

Back 52

Strategic planning

Front 53

A ____ is an approach to help increase the support of stakeholders throughout the project.

Back 53

stakeholder management strategy

Front 54

The ____ is often held after the business case and project charter are completed, but it could be held sooner, as needed.

Back 54

kick-off meeting

Front 55

It is good practice to focus on the ___ of meetings.

Back 55

results

Front 56

____ the project involves taking the actions necessary to ensure that activities in the project plan are completed.

Back 56

Executing

Front 57

The ____ process involves gaining stakeholder and customer acceptance of the final products and services and bringing the project, or project phase, to an orderly end.

Back 57

closing

Front 58

In the ___ stage, organizations tie information technology strategy to mission and vision of organization and identify key business areas.

Back 58

Information Technology Strategy Planning

Front 59

In the ____ stage of selecting information technology projects, organizations select information technology projects.

Back 59

Resource Allocation

Front 60

One method for selecting projects based on ____ is to determine whether they first meet three important criteria: need, funding, and will.

Back 60

broad organizational needs

Front 61

The first step in determining the NPV is to ____.

Back 61

determine the estimated costs of benefits for the life of the project and products it produces

Front 62

In the mathematical forumla for determining the NPV, the variable N is ____.

Back 62

the last year of the cash flow

Front 63

You can determine a project's ____ by finding what discount rate results in an NPV of zero for the project.

Back 63

internal rate of return (IRR)

Front 64

A(n) ____ is a methodology that converts an organization's value drivers, such as customer service, innovation, operational efficiency, and financial performance, to a series of defined metrics.

Back 64

balanced scorecard

Front 65

A(n) ____ is a document that formally recognizes the existence of a project and provides direction on the project's objectives and management.

Back 65

project charter

Front 66

The ____ section of the project plan should describe the major project functions and activities and identify those individuals who are responsible for them.

Back 66

project responsibilities

Front 67

The project schedule information section of the project management plan might include ____.

Back 67

a detailed schedule

Front 68

Most systems analysts begin their careers as ____.

Back 68

programmers

Front 69

On large projects, many project managers say that ___ percent of the job is communicating and managing changes.

Back 69

90

Front 70

____ should result in improvements in project performance.

Back 70

Corrective actions

Front 71

____ provide information on how project execution is going.

Back 71

Performance reports

Front 72

____ tools track the execution of business process flows and expose how the state of supporting IT systems and resources is impacting end-to-end business process performance in real time.

Back 72

BSM

Front 73

The term ____ describes a product produced as part of a project.

Back 73

deliverable

Front 74

____ involves defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them.

Back 74

Collecting requirements

Front 75

____ involves formalizing acceptance of the project deliverables and during this phase the key project stakeholders, such as the customer and sponsor for the project, inspect and then formally accept the deliverables during this process.

Back 75

Verifying scope

Front 76

Good ____ is very important to project success because it helps improve the accuracy of time, cost, and resource estimates, it defines a baseline for performance measurement and project control, and it aids in communicating clear work responsibilities.

Back 76

scope definition

Front 77

An up-to-date ____ is an important document for developing and confirming a common understanding of the project scope.

Back 77

project scope statement

Front 78

Of the following constraints, it is most difficult to describe, agree upon, and meet the ____ goal of many projects.

Back 78

scope

Front 79

In the WBS, the main groupings for the work are listed in Level ___.

Back 79

2

Front 80

Many people confuse tasks on a WBS with ___.

Back 80

specifications

Front 81

The ____ tasks vary the most from project to project.

Back 81

executing

Front 82

The ____ should list and describe all of the deliverables required for the project.

Back 82

scope statement

Front 83

The ____ approach is best suited to project managers who have vast technical insight and a big-picture perspective

Back 83

top-down

Front 84

Project managers often use the ___ approach for projects that represent entirely new systems or approaches to doing a job, or to help create buy-in and synergy with a project team.

Back 84

bottom-up

Front 85

After discovering WBS items and structure using the ____ technique, you could then translate the information into chart or tabular form.

Back 85

mind mapping

Front 86

The goal of ____ is to influence the factors that cause scope changes, assure changes are processed according the procedures developed as part of integrated change control, and manage changes when they occur.

Back 86

scope control

Front 87

___ is a process for identifying and modeling business events, who initiated them, and how the system should respond to them.

Back 87

Use case modeling

Front 88

____ involves identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables.

Back 88

Defining activities

Front 89

The main outputs of the ____ process are an activity list, activity attributes, and milestone list.

Back 89

defining activities

Front 90

____ involves analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule.

Back 90

Developing the schedule

Front 91

____ involves analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule.

Back 91

Developing the schedule

Front 92

The ____ provide(s) schedule-related information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity.

Back 92

activity attributes

Front 93

The goal of ____ is to ensure that the project team has complete understanding of all the work they must do as part of the project scope so they can start scheduling the work.

Back 93

defining activities

Front 94

____ results in supporting detail to document important product information as well as assumptions and constraints related to specific activities.

Back 94

Defining activities

Front 95

____ dependencies are inherent in the nature of the work being performed on a project.

Back 95

Mandatory

Front 96

____ dependencies involve relationships between project and non-project activities.

Back 96

External

Front 97

On a network diagram, all arrowheads should face toward the ____.

Back 97

right

Front 98

In a ____ relationship, the "from" activity must finish before the "to" activity can start.

Back 98

finish-to-start

Front 99

The activity list, activity attributes, activity resource requirements, resource calendars, project scope statement, enterprise environmental factors, and organizational process assets all include information that affect _____.

Back 99

duration estimates

Front 100

____ provide(s) a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format.

Back 100

Gantt charts

Front 101

The critical path is the ___ path through a network diagram, and it represents the ___ time it takes to complete a project.

Back 101

longest; shortest

Front 102

____ is the amount of time an activity can be delayed without delaying the early start date of any immediately following activities.

Back 102

Free slack

Front 103

____ is the amount of time an activity can be delayed from its early start without delaying the planned project finish date.

Back 103

Total slack

Front 104

____ is a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.

Back 104

Crashing

Front 105

____ is a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date.

Back 105

Critical chain scheduling

Front 106

Critical chain scheduling protects tasks on the critical chain from being delayed by using ____, which consist of additional time added before tasks on the critical chain that are preceded by non-critical-path tasks.

Back 106

feeding buffers

Front 107

____ states that work expands to to fill the time allowed.

Back 107

Parkinson's Law

Front 108

____ use(s) probabilistic time estimates --- duration estimates based on using optimistic, most likely, and pessimistic estimates of activity -- instead of one specific or discrete duration estimate.

Back 108

PERT

Front 109

Project managers must use discipline to control ____.

Back 109

project schedules

Front 110

Project management software highlights the critical path in ____ on a network diagram.

Back 110

red