Project Management Implementation Quiz

<p>Documenting lessons learned (D)</p> Signup and view all the answers

<p>Evaluation of the project's MOV (D)</p> Signup and view all the answers

<p>Parallel run (B)</p> Signup and view all the answers

<p>Risk of significant downtime (D)</p> Signup and view all the answers

<p>Postmortem review (C)</p> Signup and view all the answers

<p>Overlapping transition (B)</p> Signup and view all the answers

<p>Immediate shutdown of the old system (D)</p> Signup and view all the answers

<p>It is not always painless. (D)</p> Signup and view all the answers

<p>To provide a backup in case of issues. (D)</p> Signup and view all the answers

<p>Review of the project's MOV (A)</p> Signup and view all the answers

<p>It may lead to missed deadlines. (B)</p> Signup and view all the answers

<p>Feelings of panic to finalize everything (D)</p> Signup and view all the answers

<p>When quick delivery is essential (B)</p> Signup and view all the answers

<p>The scope and deliverables agreed upon. (A)</p> Signup and view all the answers

<p>Confusion and strained relationships. (A)</p> Signup and view all the answers

<p>It prepares external stakeholders for changes. (D)</p> Signup and view all the answers

<p>It requires the new and old systems to run concurrently. (C)</p> Signup and view all the answers

<p>Individual performance metrics of the team (B)</p> Signup and view all the answers

<p>Major delays and frustrated users. (C)</p> Signup and view all the answers

<p>By allowing feedback from early implementations to guide later ones. (B)</p> Signup and view all the answers

<p>They never seem to end. (D)</p> Signup and view all the answers

<p>Transfer of the project to the sponsor along with recognition. (A)</p> Signup and view all the answers

<p>A change in project technologies. (D)</p> Signup and view all the answers

<p>The project is completed early without full functionality. (A)</p> Signup and view all the answers

<p>Insufficient attention to people, processes, or technology. (A)</p> Signup and view all the answers

<p>As a short-term buyer-seller relationship focused on cost. (B)</p> Signup and view all the answers

<p>A project that incorporates continually added features without clear goals. (A)</p> Signup and view all the answers

<p>They may terminate the project due to mismanagement of resources. (D)</p> Signup and view all the answers

<p>Renegotiation of project scope or price at the end (D)</p> Signup and view all the answers

<p>To ask tough questions to ensure project success (B)</p> Signup and view all the answers

<p>To communicate that the project is over (A)</p> Signup and view all the answers

<p>Conducting a project kickoff meeting (C)</p> Signup and view all the answers

<p>Documenting project deliverables and milestones (A)</p> Signup and view all the answers

<p>Well-understood scope change procedures (B)</p> Signup and view all the answers

<p>The experiences of individuals involved and the project as a whole (C)</p> Signup and view all the answers

<p>To provide constructive feedback and prepare for future assignments (C)</p> Signup and view all the answers

<p>To gain the sponsor's confidence in project completion (D)</p> Signup and view all the answers

<p>To document lessons learned and improve best practices (A)</p> Signup and view all the answers

<p>Stakeholder reflections (B)</p> Signup and view all the answers

<p>To identify open or unfinished items for completion (C)</p> Signup and view all the answers

<p>Transfer of the information system to the organization (A)</p> Signup and view all the answers

<p>By uncovering problems, issues, or opportunities for improvement (C)</p> Signup and view all the answers

<p>Defining and verifying project scope and requirements (A)</p> Signup and view all the answers

<p>Planning a celebration to mark the successful project completion (B)</p> Signup and view all the answers

The process of installing or releasing a project's major deliverable (product or system) into the organization's operations or to the customer.

Switching to the new system immediately, without a parallel or phased approach.

Running both the old and new systems simultaneously.

Implementing the new system in stages across different departments or functions.

The orderly process of completing a project.

Reviewing a project to determine its success.

A project evaluation technique that analyzes the project's successes and failures.

A formal evaluation of a project's compliance with standards, procedures, and regulations.

Running both the old and new systems simultaneously for a period of time, allowing for a smooth transition and training users.

Launching the new system in stages, gradually replacing parts of the old system. This minimizes risk and allows for adjustments along the way.

Parallel implementation allows users to become familiar with the new system while still having the security of the old system in place. It also helps identify and resolve any issues before fully switching over.

Direct cutover can be risky because there's no safety net if something goes wrong. If there are problems with the new system, the organization is left with no way to operate until they're fixed.

Phased implementation allows for a more controlled rollout, reducing the impact of any errors and giving users time to adapt. It also lets you test and refine the system in smaller increments.

Potential consequences of switching to a new system directly, without a transitional period, including delays, user frustration, revenue loss, and missed deadlines.

Drawbacks of the parallel approach including increased resources, longer implementation time, and increased pressure on users.

Advantages of the phased approach include a managed rollout, lessons learned from early stages, and a gradual transition.

A project ending according to plan, meeting all deliverables and milestones.

A project ending with missed deliverables or unapproved milestones, leading to potential issues and challenges.

A well-defined and controlled project scope is crucial for a smooth project closure, ensuring all expectations are met.

Projects that seem to drag on indefinitely, often due to unclear scope, shifting requirements, or poor planning.

A project that does not meet its objectives, often due to poor planning, inadequate resources, or unforeseen challenges.

Projects that are terminated due to a shift in organizational goals or resources.

A project sponsor focused solely on minimizing costs and maximizing immediate returns, without considering long-term benefits.

A project sponsor who understands the project's strategic value and supports its completion.

A project ended prematurely, often before all features and functionality are implemented, to meet a deadline.

The tasks needed to formally end a project, including verifying deliverables, getting acceptance, and organizing documentation.

To officially end a project by ensuring all deliverables are complete, the customer approves the work, and all resources are released.

A meeting where the project team analyzes what went well and what could be improved for future projects.

It helps identify best practices and lessons learned, improving future project management.

The customer or sponsor formally agrees that the project has fulfilled its requirements.

A meeting where project team members get feedback on their work and discuss their future assignments.

Planning how to reassign project team members, technology, and other resources after the project ends.

To determine the project's success, identify areas for improvement, and learn lessons for future projects.

A relationship between a sponsor and a project team where the sponsor focuses on renegotiating project scope or price, leading to conflict.

A detailed description of what needs to be completed and how it will be measured to determine project success.

A structured process for managing changes to the project scope, ensuring clear communication and agreement among stakeholders.

A comprehensive document summarizing the project's key elements, achievements, and lessons learned.

A statement that describes the project's overall objectives and how it will benefit the organization.

An analysis of the project's planned objectives against actual results, covering scope, schedule, budget, and quality.

The sponsor's belief that the project was completed as outlined in the plans and that it delivered the expected value.