Chapter 1: Introduction to Project Management PDF

Chapter 1: Introduction to Project Management TRUE/FALSE 1. Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military and construction industries. (True) 2. One attribute that helps define a project is that a project has a unique purpose. (True) 3. Projects should go on indefinitely: they do not have a definite beginning, middle, or end. (False) 4. A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually. (True) 5. A project never involves uncertainty. (False) 6. Questions about how long a project’s schedule should be are related to the issue of the project’s scope. (False) 7. Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project. (True) 8. Much of the knowledge needed to manage projects is not unique to the discipline of project management. (True) 9. Project managers must understand general management concepts such as organizational behavior, financial analysis, and planning techniques. (True) 10. The role of a project manager is different from the role of a corporate manager or executive. (True) 11. It would be very easy for someone with little or no background in information technology to become the project manager for a large information technology project. (False) 12. Project management is the silver bullet that guarantees success on all projects. (False) 13. Determining the relationships among tasks is not essential in helping to improve project scheduling. (False) 14. The project manager’s challenge is to understand the concepts of project management and determine what tools and techniques should be applied on specific projects and in specific organizations. (True) 15. No matter what industry you work in, you need to understand the problems at hand if you are to manage projects successfully. (True) MODIFIED TRUE/FALSE 1. The U.S. spends $2.3 trillion on projects every year, an amount equal to one-tenth of the nation’s gross domestic product. _____(False) quater____________________ 2. Resources include people, hardware, software, or other assets. __________True_______________ 3. A good project officer is crucial to a project’s success because he or she works with the project sponsors, the project team, and the other people involved in a project to meet project goals. ______________(False) Manager___________ 4. The limitations of scope, time, and cost goals are sometimes referred to as the triple bind. __________(False) constraint_______________ 5. Because of the uncertain nature of projects and competition for resources, it is rare to complete many projects according to the exact scope, time, and cost plans originally predicted. __________True_______________ 6. The 2001 Standish Group report showed decided decline in information technology project management compared to the 1995 study. __________(False) increase_______________ 7. The 2001 Standish Group report showed that time overruns significantly increased compared to the 1995 study. __________True_______________ 8. The 2001 Standish Group report showed that the average cost of a project has been more than cut in half. ________True_________________ 9. Since projects are unique, permanent, and involve various resources, project managers must focus on integrating all the various activities required to complete the project successfully. _____________(False) temporary____________ 10. The Manhattan Project cost almost $2 billion in 1966. ______(False) 1946___________________ 11. Today’s project managers still use the Gantt chart as the primary tool to communicate project schedule information, but with the aid of computers, it is no longer necessary to draw the charts by hand. ____________(True)_____________ 12. New software makes basic tools, such as Gantt charts and network diagrams, inexpensive, easy to create, and available for anyone to update. ___________(True)______________ 13. Summary charts made with enterprise project management software often show status as green to indicate things are going well, yellow to indicate that there are some problems, and blue to indicate major problems. ______________(False) red___________ 14. PMI developed a PMP code of professional conduct that all applicants must agree to in order to become certified project management professionals (PMPs). _________(True)________________ MULTIPLE CHOICE 1. Many organizations claim that one of the advantages of using project management is ____. a. lower profit margins c. lower quality b. lower costs d. lower worker morale 2. Because a project often requires resources from various areas, many projects cross ____ or other boundaries to achieve their unique purpose. a. financial c. departmental b. spatial d. technological 3. The project ____ usually provides direction and funding for the project. a. leader c. manager b. sponsor d. director 4. Project ____ is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements. a. sponsorship c. technology b. advice d. management 5. ____ are the people involved in or affected by project activities and include the project sponsor, project team, support staff, customers, users, suppliers, and even opponents to the project. a. Managers c. Directors b. Stakeholders d. Citizens 6. In the example of the project of building a house, the sponsors would be the potential ____. a. contractors c. managers b. support staff d. homeowners 7. Project ____ management ensures that the project will satisfy the stated or implied needs for which it was undertaken. a. scope c. time b. quality d. cost 8. Project ____ management involves generating, collecting, disseminating, and storing project information. a. risk c. communications b. procurement d. resource 9. Project ____ resource management is concerned with making effective use of the people involved with the project. a. human c. communications b. risk d. procurement 10. Project ____ management, the ninth knowledge area, is an overarching function that affects and is affected by all of the other knowledge areas. a. cost c. integration b. quality d. time 11. What works on one project may not work on another, so it is essential for project managers to continue to develop their knowledge and ____ in managing projects. a. time c. funding b. resources d. skills 12. Although information technology project managers need to draw on their information technology expertise or the expertise of key team members, they must spend ____ time becoming better project managers and ____ time becoming information technology experts in order to successfully lead their project teams. a. less/less c. less/more b. more/less d. more/more 13. Most people agree that the modern concept of project management began with the ____. a. Great Wall of China c. Egyptian pyramids b. first space shuttle d. Manhattan Project 14. ____ was the key industry behind the development of several project management techniques. a. NASA c. Steel manufacturing b. The military d. Marine biology 15. In ____, Henry Gantt developed the famous Gantt chart as a tool for scheduling work in factories. a. 1817 c. 1927 b. 1917 d. 1957 16. A Gantt chart displays a project’s start and finish dates in a ____ format. a. pie chart c. bar graph b. line graph d. calendar 17. The longest path through a network diagram that determines the earliest completion of a project is called the ____ path. a. essential c. critical b. important d. vital 18. By the ____, the military had begun to use software to help manage large projects. a. 1960s c. 1980s b. 1970s d. 1990s 19. ____ was an early project management software product that helped managers analyze complex schedules for designing aircraft. a. Artemis c. Vega b. Columbia d. Oberlin 20. ____ project management software integrates information from multiple projects to show the status of active, approved, and future projects across an entire organization and provides links to more detailed information. a. Investment c. Enterprise b. Active d. Budget 21. Being an information technology project manager involves understanding project management, the information technology function, and the ____ environment of the project. a. social c. business b. Computer (ngẫu hứng) d. spatial 22. A PMO, or Project ____ Office, is an organizational group responsible for coordinating the project management function throughout an organization. a. Management c. Municipal b. Money d. Marketing 23. There are several project management degree programs available, and a(n) ____ number of people are earning Masters degrees and doctorates in project management. a. unchanging c. decreasing b. Increasing (ngẫu hứng) d. steady 24. PMI provides certification as a Project Management ____ (PMP)--someone who has documented sufficient project experience and education, agreed to follow the PMI code of professional conduct, and demonstrated knowledge of the field of project management by passing a comprehensive examination. a. Producer c. Professional b. Practitioner d. Professor 25. By the end of 2002, there were approximately ____ people certified by PMI. a. 1,000 c. 50,000 b. 5,000 d. 500,000 26. ____ tools are often recommended for small projects and single users. a. Low-end c. High-end b. Midrange d. Expensive 27. ____ tools, sometimes referred to as enterprise project management software, provide robust capabilities to handle very large projects. a. Low-end c. High-end b. Midrange d. Inexpensive 28. The figure above is an example of a(n) ____ management tool. a. portfolio c. technology b. information d. Project (ngẫu hứng) 29. The Project Management ____, a Web site for people involved in project management, provides an alphabetical listing of and links to hundreds of products that help manage projects. a. Center c. Consortium b. Alliance d. Facility COMPLETION 1. The “CHAOS” study found that more than 31 percent of information technology projects were __________canceled__________ before completion, often due to poor project management. 2. A(n) _________project___________ is a temporary endeavor undertaken to create a unique product or service. 3. The question: “what unique product or service does the customer or sponsor expect from the project?” is related to the __________scope__________ of the project. 4. The question “how much money should be spent to complete the project?” is related to the project’s __________cost__________. 5. The figure above illustrates that each of the three dimensions of the triple constraint has a(n) __________target__________ or goal based on expectations for scope, time, and cost at the beginning of the project. 6. Project management tools and ________techniques____________ assist project managers and their teams in carrying out scope, time, cost, and quality management. 7. General or __________Operations__________ managers also focus on a particular discipline or functional area. 8. A(n) _________Gantt___________ chart is a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format. 9. As computer hardware became smaller and more _________affordable___________ and software became graphical and easy to use, project management software became less expensive and more widely used. 10. The Project Management ________Institute____________ (PMI), an international professional society for project managers, has continued to attract and retain members, reporting more than 100,000 members worldwide in early 2003. 11. Because there are so many people working on projects in various industries, PMI has created Specific _______Interest_____________ Groups (SIGs) that enable people to share ideas about project management in their particular application areas, such as information systems. 12. __________Midrange__________ tools, a step up from low-end tools, are designed to handle larger projects, multiple users, and multiple projects. ESSAY 1. Discuss the difference between corporate or operations managers and project managers. Give examples for each. 2. Discuss the differences and similarities between managing information technology projects and managing other kinds of projects. 3. Discuss the PMP code of professional conduct. 1) Although being a project manager requires some knowledge of and practice in general management areas, the role of a project manager is different from the role of a corporate manager or executive. The nature of projects distinguishes project management from general or operations management. Since projects are unique, temporary, and involve various resources, project managers must focus on integrating all the various activities required to complete the project successfully. In contrast, most of the tasks performed by a general manager or operations manager are repetitive, ongoing, and done as day-to-day activities. General or operations managers also focus on a particular discipline or functional area. For example, a manager of an accounting department focuses on the discipline of accounting. If a project manager is hired to manage an information technology project for the accounting department, then he or she would need to know some things about accounting as well as information technology. However, the project manager’s responsibility would be to manage the project, not to perform accounting or information technology functions. 2) Lively debates continue on the differences between managing information technology projects and managing other types of projects. There are several differences, but there are even more similarities. Several articles and speakers joke about the differences between construction projects and software development projects. No, you cannot blow up an old information system like you can an old building and start from scratch. No, there are often no specific engineering principles and building codes that everyone knows and follows. Nevertheless, information technology project managers, like all project managers, still have the responsibility for working with their sponsors, project teams, and other stake-holders to achieve specific project and organizational goals. All project managers should continue to develop their knowledge and experience in project management, general management, and the industries they support. 3) PMI approved a new Code of professional conduct effective January 1, 2007. This new code applies not only to PMPs, but to all PMI members and individuals who hold a PMI certification, apply fro a PMI certification, or serve PMI in a volunteer capacity. IT is vital for project management practitioners to conduct their work in an ethical manner. Even if you are not affiliated with PMI, these guidelines can help you conduct your work in an ethical manner, which helps the profession earn the confidence of the public, employers, employees, and all project stakeholders. The PMI Code of professional conduct includes short chapters addressing vision and applicability, responsibility, respect, fairness, and honestly. Chapter 2: The Project Management and Information Technology Context TRUE/FALSE 1. Many of the theories and concepts of project management are not difficult to understand. (False) 2. Organizations should run projects in isolation. (False) 3. Organizational issues are often the most difficult part of working on and managing projects.(True) 4. Project managers must ignore politics and power if they are to be effective. (False) 5. If someone in a functional organization is asked to lead a project that requires strong support from several different functional areas, he or she should ask for senior management sponsorship.(True) 6. Project organizational structures are usually the most efficient for the company as a whole. (True) (ngẫu hứng) 7. The purpose of project management is to meet project requirements and satisfy stakeholders.(True) (ngẫu hứng) 8. Project managers operate independently, having no need for cooperation from people in other parts of the organization. (False) 9. Many new information technology project managers have never created project plans or given a nontechnical status report. (True) 10. Information technology project managers do not need soft skills. (False) 11. A project idea must pass the concept phase before evolving into the development phase. (True) 12. The prototyping life cycle model requires heavy user involvement. (True) 13. Large information technology products are rarely developed as a series of projects. (False) 14. People within the same information technology job function always understand each other because they use the same technology. (False) MODIFIED TRUE/FALSE 1. The term systems approach describes a holistic and analytical approach to solving complex problems. ___________True______________ 2. The systems management model divides projects into four spheres. ____________(False) three_____________ 3. The symbolic frame assumes that organizations are coalitions composed of varied individuals and interest groups. ____________(False) political_____________ 4. In a(n) project organizational structure, program managers report to the CEO. _____________True____________ 5. In a weak matrix organizational structure, the project manager has a(n) full-time role. ___________(False) part______________ 6. Competitors are an example of internal stakeholders. _________(False) external________________ 7. The best way to kill a project is to withhold adequate resources. ___________True______________ 8. If certain functional managers are not responding to a project manager’s requests for necessary information, top management must step in to encourage functional managers to cooperate. ___________True______________ 9. The concept and implementation phases of a project focus on planning. ___________(False) Development______________ 10. A WBS is a work breakthrough structure. ___________(False) breakdown______________ 11. The spiral life cycle model was developed based on experience with various refinements of the waterfall model as applied to large government software projects. ___________True______________ 12. Important management reviews conducted after each phase are known as feedback points. ________(False) check_________________ 13. Ineffective project managers are not self-assured. ___________True______________ 14. A recent project management study found that respondents believed positive ownership is the strongest contributing factor to project success. _____________True____________ (ngẫu hứng) MULTIPLE CHOICE 1. The term systems approach emerged in the ____. a. 1940s c. 1960s b. 1950s d. 1970s 2. Systems ____ is a problem-solving approach that requires defining the scope of the system, dividing it into its components, and then identifying and evaluating its problems, opportunities, constraints, and needs. a. analysis c. management b. philosophy d. system 3. Organizational and ____ are both examples of spheres in the systems management model. a. analytical c. philosophical b. marketing d. technological 4. The systems approach requires that project managers ____ view their projects in the context of the larger organization. a. never c. sometimes b. rarely d. always 5. The ____ frame of an organization focuses on producing harmony between the needs of the organization and the needs of the people. a. symbolic c. human resources b. structural d. political 6. According to the ____ frame, what is most important about any event in an organization is not what actually happened, but what it means. a. structural c. human resources b. symbolic d. political 7. The R in an ERP system stands for ____. a. resource c. retrofit b. rescue d. reframing 8. A ____ organizational structure is the hierarchy most people think of when picturing an organizational chart. a. management c. functional b. project d. matrix 9. Project managers have the ____ authority in a pure project organization and the ____ amount of authority in a pure functional organization. a. most/most c. least/most b. most/least d. least/least 10. In a ____ organizational structure, the project manager has little or no authority. a. functional c. strong matrix b. weak matrix d. project 11. External stakeholders include ____. a. functional managers c. concerned citizens b. support staff d. the project team 12. According to the 2001 Standish Group study, the most important factor for helping a project succeed is ____. a. having clear business objectives c. user involvement (ngẫu hứng) b. experienced project management d. executive support 13. Information technology project managers work ____ in an environment in which top management values information technology. a. poorly c. slowly b. adequately d. Best (ngẫu hứng) 14. The head of information technology is often called the Chief ____ Officer. a. Technology c. Information b. Executive d. Professional 15. The concept and development phases are often referred to as project ____. a. feasibility c. cycles b. acquisition d. deliverables 16. The implementation and close-out phases are often referred to as project ____. a. feasibility c. cycles b. acquisition d. deliverables 17. A preliminary or rough cost estimate is developed in the ____ phase. a. implementation c. concept b. development d. close-out 18. A ____ is a deliverable-oriented document that defines the total scope of the project. a. BIOS c. PMP b. CIO d. WBS 19. A definitive cost estimate is most likely to be produced in the ____ phase of a project. a. development c. concept b. implementation d. close-out 20. The last phase of the project life cycle is ____. a. close-out c. concept b. development d. implementation 21. ____ is an example of an ASD life cycle model. a. RAD c. XP b. Waterfall d. Prototyping 22. Recently, the term ____ software development has become popular to describe new approaches for managing software development projects. a. active c. atypical b. ancillary d. agile 23. Scrum sprints normally last ____ days. a. 10 c. 30 b. 20 d. 40 24. Scrum works best for projects using ____ technology. a. object-oriented c. database b. outdated d. automotive 25. The figure above shows the phases of the ____ life cycle. a. product c. systems development b. project d. adaptive 26. By breaking projects into ____, top management can make sure that the projects are still compatible with the needs of the rest of the company. a. products c. data b. scrums d. Phases (ngẫu hứng) 27. Most trade schools, colleges, and universities did not start offering degrees in computer technology, computer science, management information systems, or other information technology areas until the ____. a. 1960s c. 1980s b. 1970s d. 1990s 28. The National Science Foundation found that ____ is a skill needed in every major information technology field, from database administrator to network specialist to technical writer. a. programming c. editing b. project management d. marketing 29. Effective project managers are ____. a. talkative c. self-questioning b. visionaries d. poor motivators COMPLETION 1. _________Systems___________ are sets of interacting components working within an environment to fulfill some purpose. 2. Systems _________Management___________ addresses the business, technological, and organizational issues associated with making a change to a system. 3. __________Politics__________ in organizations take the form of competition among groups or individuals for power and leadership. 4. The figure above is an example of a(n) ________functional____________ organizational structure. 5. In a(n) __________project__________ organizational structure, the project manager has almost total authority. 6. Project _________stakeholders___________ are the people involved in or affected by project activities. (ngẫu hứng) 7. Rachel Hollstadt, founder and CEO of a project management consulting firm, suggests that organizations consider adding a new position, a Chief _________Project___________ Officer. 8. A project _________life___________ cycle is a collection of project phases. 9. A(n) __________deliverable__________ is a product produced as part of a project. 10. A systems __________project__________ life cycle is a framework for describing the phases involved in developing information systems. 11. The __________incremental__________ build life cycle model provides for progressive development of operational software, with each release providing added capabilities. 12. In the Scrum life cycle model, repetitions are referred to as ________sprints____________. 13. Communication, people, and leadership skills are sometimes known as _____soft_______________ skills. 14. Important issues in information technology related to the _________structure___________ frame are the power shifts from central functions to operating units or from functional managers to project managers. (ngẫu hứng) ESSAY 1. Describe the structural frame of an organization. 2. What is a RAD life cycle model and how is it used? 3. What is XP? Describe its unique features and disadvantages. 1) The structural frame deals with how the organization is structured (usually depicted in an organizational chart) and focuses on different groups’ roles and responsibilities in order to meet the goals and policies set by top management. This frame is very rational and focuses on coordination and control. For example, within the structural frame, a key information technology issue is whether a company should centralize the information technology personnel in one department or decentralize across several departments. 2) Rapid application development is a software development methodology that uses minimal planning in favor of rapid prototyping. A prototype is a working model that is functionally equivalent to a component of the product. In the RAD model, the functional modules are developed in parallel as prototypes and are integrated to make the complete product for faster product delivery. Since there is no detailed preplanning, it makes it easier to incorporate the changes within the development process. 3) Extreme Programming (XP) is an agile software development framework that aims to produce higher quality software, and higher quality of life for the development team. XP is the most specific of the agile frameworks regarding appropriate engineering practices for software development. Advantages: - The main advantage of Extreme Programming is that this methodology allows software development companies to save costs and time required for project realization - Simplicity is one more advantage of Extreme Programming projects. The developers who prefer to use this methodology create extremely simple code that can be improved at any moment. Disadvantages: - Some specialists say that Extreme Programming is focused on the code rather than on design. That may be a problem because good design is extremely important for software applications. - One more disadvantage of XP is that this methodology does not measure code quality assurance. It may cause defects in the initial code. Chapter 3: The Project Management Process Groups: A Case Study TRUE/FALSE 1. Managing projects often requires making trade-offs among the project’s scope, time, and cost. T 2. Project managers and teams should reexamine the business need for the project during every phase of the project life cycle to determine if the project is worth continuing. T 3. Project teams should never revise project plans during the project life cycle. F 4. Project management process groups are isolated events. F 5. Process groups occur at varying levels of intensity throughout each phase of a project. T 6. Planning processes are especially important for information technology projects. T 7. The executing process group should not overlap the other process groups. F 8. The ideal outcome of the controlling process group is to complete a project successfully by delivering the agreed-upon project scope within time, cost, and quality constraints. T 9. Key outcomes of the executing process group are formal acceptance of the work and creation of closing documents, such as a final project report and lessons-learned report. T 10. Some organizations develop their own internal information technology project management methodologies. T 11. An organization should put considerable thought into project selection to ensure that it initiates the right kinds of projects for the right reasons. T 12. Critical assumptions and constraints are not included in JWD’s business case. F 13. JWD’s business case includes a discussion of potential risks. T 14. Unfortunately, JWD’s Project Charter did not include a space for comments from the stakeholders. T 15. Executing is often the most difficult and unappreciated process in project management. F MODIFIED TRUE/FALSE 1. Planning is one of the five project management process groups. _______T__________________ 2. Project management is an integrative endeavor; decisions and actions taken in one knowledge area at a certain time usually affect other knowledge areas. ___________T______________ 3. Closing processes take place during each phase of a project. _______F____(Initiating)_________ 4. Normally, the planning processes require the most resources and time. _____F__(Executing)_____ 5. Research suggests that companies working to implement best practices should spend at least 50 percent of project time in initiating and planning activities. ___________F__(10)____________ 6. The executing process group involves taking the actions necessary to complete the work described in the planning activities. __________T_______________ 7. Controlling processes overlap all of the other project management process groups. ___________T______________ 8. During the executing process group, the project team works to gain acceptance of the end product and bring the phase or project to an orderly end. _________F__(Closing)______________ 9. An organization may initiate information technology projects for several reasons, but the most important reason is to support business objectives. __________T_______________ 10. The PMBOK Guide 2000 lists project scope management as the only knowledge area involved in initiation. __________T_______________ 11. According to JWD’s business case, the company will improve profitability by reducing internal costs by providing standard tools, techniques, templates, and project management knowledge to all internal consultants. __________T_______________ 12. As part of the Team Contract, the staff at JWD decided to meet less frequently the first month. ____________?_____________ 13. The least important output of project execution is work results, or delivery of products and services. __________F__(Most)_____________ 14. One type of project report is called a(n) milestone report. _________F__(Status/Resource/ Board/Executive/Risk) MULTIPLE CHOICE 1. Project management consists of ____ knowledge areas. a. two c. nine b. five d. twenty 2. One of project management’s knowledge areas is ____. a. procurement management c. information b. technology d. quantity 3. Projects involve ____ project management process groups. a. two c. seven b. five d. nine 4. One of the project management process groups is ____. a. initiating c. transferring b. sending d. combining 5. ____ processes include actions to begin or end projects and project phases. a. Planning c. Executing b. Controlling d. Initiating 6. ____ processes include devising and maintaining a workable scheme to ensure the project addresses the company’s needs. a. Planning c. Executing b. Controlling d. Initiating 7. A common ____ process is a performance review during which any necessary changes are identified, and a staff member is selected to analyze and manage those changes. a. executing c. initiating b. controlling d. planning 8. ____ processes include formalizing acceptance of the phase or project and ending it efficiently. a. Planning c. Closing b. Controlling d. Executing 9. Examples of ____ processes include developing the project team, providing leadership, assuring project quality, disseminating information, procuring necessary resources, and delivering the actual work. a. initiating c. closing b. planning d. executing 10. The PMBOK Guide 2000 identifies ____ outputs. a. two c. eight b. four d. ten 11. Clarification of ____ is one of the four outputs listed in the PMBOK Guide 2000.????????? a. needs c. constraints b. issues d. demands 12. Some organizations require an approved corporate project request and an initial and detailed business case in a phase called ____-project initiation. a. pre c. after b. post d. semi 13. According to JWD’s business objective, the company’s strategic goals include continuing growth and ____. a. gaining marketshare c. portability b. collaboration d. profitability 14. The main purpose of a project plan is to ____ project execution. a. prohibit c. follow b. guide d. eliminate 15. One of the outputs related to a project’s scope is a(n) ____. a. activity list c. project schedule b. cost estimate d. WBS 16. A planning process that belongs to the knowledge area of time is ____ definition. a. scope c. activity b. cost d. quality 17. Creating an organizational ____ is an output involved in organizational planning. a. role c. plan b. chart d. directory 18. Creating a(n) ____ management plan is an output related to the organizational planning of human resources. a. staffing c. priority b. risk d. communications 19. The scope statement lists the importance of documenting the product characteristics and requirements, summarizes the ____, and describes project success criteria. a. questions c. deliverables b. issues d. techniques 20. After the project title, date, and the name of the person who prepared the statement, the next section of the scope statement is the Project ____. a. Characteristics c. Deliverables b. Requirements d. Justification 21. WBS stands for the Work ____ Structure. a. Bulletin c. Building b. Background d. Breakdown 22. On JWD’s WBS, status reports are part of the ____ stage. a. planning c. executing b. controlling d. closing 23. The figure above is an example of a ____ chart. a. Gantt c. Summary b. Hierarchy d. WBS 24. The highlighted boxes in the chart above represents tasks on the ____ path. a. important c. information b. critical d. executive 25. Executing the project involves taking the actions necessary to ensure that activities in the project plan are ____. a. initiated c. completed b. deleted d. considered 26. It usually takes the most resources to accomplish project ____. a. planning c. input b. hiring d. execution 27. The figure above represents a portion of a ____ report. a. calendar c. planning b. Gantt d. milestone 28. ____ is the process of measuring progress towards project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan. a. Controlling c. Executing b. Planning d. Reforming 29. Controlling affects ____ other phases of the project life cycle. a. no c. all b. some d. two 30. The ____ process includes verifying that all of the deliverables are complete and often includes a final presentation. a. initiating c. planning b. closing d. controlling COMPLETION 1. A(n) ______Process_______ is a series of actions directed toward a particular result. 2. Project management process _________groups___________ progress from initiation activities to planning activities, executing activities, controlling activities, and closing activities. 3. During _______initiating__________ processes for a new project, the organization recognizes that a new project exists. 4. Business cases and project _______ originally ____________ identify the main stakeholders for a project, justify the project, and specify the high-level scope, time, and cost goals of the project. 5. Usually, the project manager and key team members are selected during the ____executing ________________ process group. 6. The figure above illustrates the ____overlap_________ of process groups in a phase. 7. Monitoring and controlling__ processes measure progress toward the project objectives, monitor deviation from the plan, and take corrective action to match progress with the plan. 8. The organization’s strategic ___Charter_________________ expresses the vision, mission, goals, objectives, and strategies of the organization and provides the basis for information technology project planning. 9. A Project Charter includes a project start date and a projected ____completion_____ date. 10. JWD Consulting believed in using team ______contracts______________, that everyone feels comfortable signing, for all projects to help promote teamwork and clarify team communications. 11. A project ____milestone________________ can be added to the end of a project if you are not confident that you will meet a schedule goal. 12. Preparing the final project presentation occurs during the ____________________ process of the project. 13. Preparing a WBS occurs during the ______executing______________ process of the project. 14. Preparing the project charter occurs during the ______planning______________ process of the project. ESSAY 1. Discuss why Blue Cross Blue Shield of Michigan decided to develop their own internal information technology project management methods. What were some of their efforts? 2. Discuss some of the human resource issues that can occur during project execution. Give examples from the JWD project and describe how they were resolved. 3. Discuss the importance of planning a smooth transition of the project into the normal operations of the company. Give examples from the JWD case study. Chapter 4: Project Integration Management TRUE/FALSE 1. Integrated change control involves coordinating changes across the entire project. TRUE 2. Project integration management depends on activities from only five of the eight other knowledge areas. FALSE 3. Project integration management includes interface management. TRUE 4. Project integration management must occur within the context of a particular project, not the entire organization. FALSE 5. Project plans should be dynamic, flexible, and subject to change. TRUE 6. A stakeholder analysis should be part of the overall project plan. TRUE 7. Project integration management views project planning and execution as intertwined and inseparable activities. TRUE 8. Once a project plan is written, it should not be updated. FALSE 9. Project managers may sometimes find it necessary to break the rules to produce project results in a timely manner. TRUE 10. To determine that a change has occurred, the project manager must know the status of key project areas at all times. False ingration 11. Change requests are rare on projects. FALSE 12. Project managers must focus on the big picture. TRUE 13. Project integration management is often viewed as the least important project management knowledge area. FALSE 14. Project documentation should not be shared over the Internet. FALSE MODIFIED TRUE/FALSE 1. Project plan execution involves putting the results of other planning processes into a consistent, coherent document. ___________development______________ 2. The number of interfaces can increase logarithmically as the number of people involved in a project increases. __________exponentially_______________ 3. Every project should have a unique name. _________TRUE________________ 4. A responsibility assignment matrix is a tool often used for displaying which individuals are responsible for each segment of the project. __________TRUE_______________ 5. The project contours section of the project plan describes how to monitor project progress and handle changes. _________controls________________ 6. The application area of the project directly affects project development because the products of the project are produced during this process. ___________execution______________ 7. Those who will do the work should plan the work. ___________TRUE______________ 8. PDF files are short for Portable Design Format. ___________Document______________ 9. Microsoft Project 2002 is an example of project management software. ___________TRUE______________ 10. It is important that project managers exercise discipline in managing the project to help minimize the number of changes that occur. ____________TRUE_____________ 11. The budget section of the project plan lists the planned dates for completing key deliverables. __________schedule_______________ 12. A change control bureau (CCB) is a formal group of people responsible for approving or rejecting changes to a project. ___________board______________ 13. E-mail, real-time databases, and the Web make it easier to disseminate the most current project information. ___________TRUE______________ 14. For large projects, organizations are likely to benefit most from high-end software tools. ____________TRUE_____________ MULTIPLE CHOICE 1. There are ____ main processes involved in project integration management. a. two c. four b. three d. five 2. Projects that are somewhat ambiguous at the beginning are often described as having a fuzzy ____. a. high-end c. back-end b. rear-end d. front-end 3. Most people consider project integration ____ the key to overall project success. a. management c. clients b. programmers d. marketers 4. ____ management involves identifying and managing the points of interaction between various elements of the project. a. Interlace c. Interface b. Interproject d. Interpreted 5. The ____ process of project integration management is project plan development. a. first c. third b. second d. fourth 6. In order to integrate across project management knowledge areas and across the organization, there must be a good ____ plan. a. floor c. marketing b. project d. coding 7. Every project needs a ____. a. tailor-made software package c. sponsor b. Gantt chart d. sales team 8. The description of the project in the project plan should be written in ____ terms. a. layperson’s c. financial b. technical d. legal 9. The project ____ should always be the contact for project information. a. plan c. programmer b. sales executive d. manager 10. Project controls should be described in the ____ section of the project plan. a. organizational c. overview b. management and technical d. project schedule approaches 11. The acronym CASE stands for Computer Aided Software ____. a. Engineering c. Entertainment b. Experimentation d. Education 12. The Institute of Electrical and Electronics Engineers (IEEE) Standard 1058.1 describes the contents of a(n) ____. a. Gantt chart c. Software Project Management Plan b. Object-oriented Management Plan d. Software Development Plan 13. The ____ process of project integration management is project plan execution. a. first c. third b. second d. fourth 14. The majority of time on a project is usually spent on ____. a. analysis c. development b. testing d. execution 15. The main function of creating project plans is to guide project ____. a. marketing c. interface b. development d. execution 16. Most systems analysts begin their careers as ____. a. programmers c. clients b. project managers d. sales representatives 17. Good project plan execution also requires a ____ organizational culture. a. large c. supportive b. distracted d. wealthy 18. ResNet was the first large information technology project at Northwest Airlines led by a(n) ____ manager, and it was a roaring success. a. financial c. project b. business d. accounting 19. Project managers or other team members can create Gantt charts using software such as Microsoft ____. a. Project 2002 c. Internet Explorer b. Windows XP d. Windows NT 20. The figure above shows a schematic of the ____ process a. project integration management c. systems development life cycle b. project life cycle? d. integrated change control 21. The project ____ provides the baseline for identifying and controlling project changes. a. manager c. deliverable b. plan d. software 22. Information technology often used to be referred to as data ____. a. transference c. automation b. interpretation d. management 23. Project managers should use ____ performance reports to help identify and manage project changes. a. written and oral c. oral b. written d. neither written nor oral 24. The goal of a ____ meeting is to communicate what is most important on the project quickly. a. stand-up c. pack-in b. front-end d. get-out 25. It is the ____ responsibility to integrate all project changes so that the project stays on track. a. sales representative’s c. project manager’s b. client’s d. programmer’s 26. Project management is a process of ____ communication and negotiation. a. reducing c. disregarding b. constant d. occasional 27. The above figure shows a software application tool’s creation of a(n) ____. a. workflow diagram c. Gantt chart b. object model d. project life cycle 28. The main purpose of a project plan is to facilitate ____. a. explanation c. thought b. stasis d. action COMPLETION 1. Project plan _________execution___________ involves carrying out the project plan by performing the activities included in it. 2. Project _________integration___________ management involves coordinating all of the other project management knowledge areas throughout a project’s life cycle. 3. A(n) ________project management____________ plan is a document used to coordinate all project planning documents and help guide a project’s execution and control. 4. Software packages, pieces of hardware, technical reports, and training materials are examples of ________deliverables____________. 5. The project ________staffing____________ section of the project plan describes the number and types of people required for the project. 6. A stakeholder _________register___________ documents information such as key stakeholders names and organizations, their roles on the project, and unique facts about each stakeholder. 7. JAD stands for Joint _________Application___________ Design. 8. A work ________authorization____________ system is a method for ensuring proper communications so that qualified people do the work at the right time and in the proper sequence. 9. _________Integrated___________ change control involves identifying, evaluating, and managing changes throughout the project life cycle. 10. _________Project status___________ reports provide status information on how project execution is going. 11. A change _________control___________ system is a formal, documented process that describes when and how official project documents may be changed. 12. Someone who controls and documents the functional and physical characteristics of the project’s products is referred to as a configuration _________management___________ specialist. 13. In Microsoft Project, you can click on the _________arrow___________ symbols to drill down to the next level of detail. 14. A project manager’s primary focus should be on project _________integration___________ management. ESSAY 1. What should be included in the detailed schedule section of the project plan? 2. Describe status review meetings. 3. Describe configuration management and configuration management specialists. Chapter 5: Project Scope Management TRUE/FALSE 1. Deliverables can be product-related, such as a piece of hardware or a software module, or process-related, such as a planning document or meeting minutes.T 2. The figure above illustrates the information technology execution stages.F 3. Managers from outside the information technology department should not assist in the information technology planning process.F 4. After identifying business areas to focus on, the next step in the information technology planning process is to perform a business area analysis.F 5. A 2002 study found a direct correlation between closer business and information technology alignment and reporting structure. 6. A 2002 study found that the consistent use of information technology standards increased a company’s application development costs by 41 percent per user. 7. Information systems are not central to business strategy.F 8. Information systems can help an organization support a strategy of being a low-cost producer.T 9. Because most organizations face few problems or opportunities for improvement, they do not need a strategic plan to guide the project selection process.F 10. Selecting projects is not an exact science, but it is a critical part of project management.T 11. Projects that address broad organizational needs are much less likely to be successful because they aren’t specific enough.F 12. It is often difficult to provide a strong justification for many information technology projects related to broad organizational needs.T 13. As projects progress, the organization must reevaluate the need, funding, and will for each project to determine if the projects should be continued, redefined, or terminated.T 14. It is often more difficult to get approval and funding for projects that address problems or directives because the organization does not need to respond to these categories of projects.F 15. Some projects can be completed very quickly--within a few weeks, days, or even minutes.T 16. The organization should not complete high-priority projects first if a low- or medium-priority project could be finished in less time.F 17. Usually there are many more potential information technology projects than an organization can undertake at any one time, so it is critical to work on the most important ones first. 18. Financial considerations should not be an important aspect of the project selection process, even during tough economic times.F 19. You can determine a project’s internal rate of return (IRR) by finding what discount rate results in an NPV of zero for the project.T 20. A payback on a project in less than a year is normally considered very good.F 21. One basic principle that applies to creating any good WBS is that a unit of work should appear in several different places in the WBS.F 22. A WBS item should be the responsibility of only one individual, even though many people may be working on it.F 23. Project team members should be involved in developing the WBS to ensure consistency and buy-in.T 24. Lack of user input is among the least important factors contributing to project failure. MODIFIED TRUE/FALSE 1. Project deliverables management ensures that the project team and stakeholders have the same understanding of what products the project will produce and what processes the project team will use to produce them. _F-scope_______________________ 2. Key project stakeholders, such as the customer and sponsor for the project, formally accept the deliverables of the project during scope definition. _F-verification________________________ 3. A business area analysis documents business processes that are central to achieving strategic goals and aids in discovering which ones could most benefit from information technology. T_________________________ 4. The first step in the information technology planning process is selecting which projects to do and assigning resources for working on them. F-last_________________________ 5. Hacket Best Practices found that companies in which the Chief Information Officer (CIO) reports directly to the Chief Executive Officer (CEO) lowered their operational support costs. T_________________________ 6. It is often impossible to estimate the financial value of broad organizational projects, but everyone agrees that they do have a high value.T _________________________ 7. Even though many information technology projects can be completed quickly, it is still important to prioritize them.T _________________________ 8. Payment period is the amount of time it will take to recoup, in the form of net cash inflows, the net dollars invested in a project.F-payback _________________________ 9. In the figure above, the point at which the dotted line and the solid line intersect is the point of investment. _________________________ 10. A(n) weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria.T _________________________ 11. Instead of project charters, some organizations initiate projects using a simple letter of agreement, while others use formal contracts.T _________________________ 12. Project payback planning involves developing documents to provide the basis for future project decisions, including the criteria for determining if a project or phase has been completed successfully. _________________________ 13. The section of the project scope management plan describing what determines project success lists the quantifiable criteria to meet, such as cost, schedule, and quality measures. _________________________ 14. Since the WBS defines the total scope of the project, some project management experts believe that work should not be done on a project if it is not included in the WBS. T_________________________ 15. Some project managers suggest creating a WBS using the project management process groups of initiating, planning, executing, controlling, and developing as level 1 in the WBS. F- closing_________________________ 16. It is important to involve the entire project team and customer in creating and reviewing the WBS. T_________________________ 17. The analogy approach to creating a WBS is a more visual, less structured approach to defining and then grouping tasks and can unlock creativity among individuals. F-mind mapping_________________________ 18. The WBS should be fairly inflexible in order to properly maintain control of the work content in the project according to the scope statement. T_________________________ 19. Many information technology projects suffer from scope bloat, the tendency for project scope to keep getting bigger and bigger.F-creep _________________________ MULTIPLE CHOICE 1. CIO refers to the Chief ____ Officer. a. Inspection c. Interpretive b. Information d. Isolation 2. Many factors involved with project success, such as user involvement, clear business objectives, minimized scope, and firm basic requirements are elements of project ____ management. a. scope c. planning b. funding d. initiation 3. The term ____ refers to all the work involved in creating the products of the project and the processes used to create them. a. enactment c. scope b. enterprise d. development 4. The term ____ describes a product produced as part of a project. a. input c. process b. output d. deliverable 5. There are ____ main processes involved in project scope management. a. two c. five b. three d. nine 6. ____ involves committing the organization to begin a project or continue to the next phase of a project. a. Scope planning c. Scope definition b. Initiation d. Scope change control 7. A project ____ is a key document for formally recognizing the existence and providing a broad overview of a project. a. charter c. action b. plan d. deliverable 8. Scope ____ involves developing documents to provide the basis for future project decisions, including the criteria for determining if a project or phase has been completed successfully. a. definition c. verification b. change control d. planning 9. Scope ____ involves subdividing the major project deliverables into smaller, more manageable components. a. planning c. verification b. definition d. change control 10. The project team creates a work breakdown structure (WBS) during the scope ____ process. a. definition c. initiation b. change control d. planning 11. Scope ____ involves formalizing acceptance of the project scope. a. definition c. verification b. planning d. change control 12. Scope changes, corrective action, and lessons learned are outputs of the scope ____ process. a. verification c. planning b. initiation d. change control 13. The term “SWOT” analysis refers to analyzing Strengths, Weaknesses, Opportunities, and ____. a. Treats c. Time b. Threats d. Traffic 14. Many information systems are classified as ____ because they directly support key business strategies. a. secret c. profitable b. ancillary d. strategic 15. One method for selecting projects based on broad organizational needs is to determine whether they first meet three important criteria: need, funding, and ____. a. value c. time b. will d. deliverables 16. ____ are undesirable situations that prevent an organization from achieving its goals. a. Problems c. Opportunities b. Directives d. Assets 17. ____ are chances to improve the organization. a. Problems c. Initiatives b. Directives d. Opportunities 18. ____ are new requirements imposed by management, government, or some external influence. a. Objectives c. Directives b. Goals d. Incentives 19. EDI stands for ____ data interchange. a. economic c. event-driven b. electronic d. effective 20. A(n) ____ rate is also called the required rate of return, hurdle rate, or opportunity cost of capital. a. development c. opportunity b. discount d. availability 21. The formula for the discount factor is ____ where r is the discount rate and t is the year. a. 1(1+r)t c. 1/(1+r)t b. t/(1+r) d. r(1+t) 22. ROI stands for return on ____. a. interest c. intelligence b. information d. investment 23. A balanced ____ 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. a. scorecard c. equation b. Gantt chart d. charter 24. A project ____ is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. a. goal c. charter b. definition d. initiative 25. A scope ____ is a document used to develop and confirm a common understanding of the project scope. a. plan c. initiative b. chart d. statement 26. The project ____ describes the business need that sparked creation of the project. a. plan c. budget b. justification d. strategy 27. The process of breaking work into manageable pieces is called scope ____. a. definition c. orientation b. planning d. development 28. A work ____ structure is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project. a. definition c. breakdown b. development d. benefit 29. A(n) ____ is often depicted as a task-oriented family tree of activities, similar to an organizational chart. a. ROI c. Internet site b. Gantt chart d. WBS 30. A WBS can be shown in ____ form as an indented list of tasks that shows the same groupings of the work. a. pie chart c. Gantt chart b. tabular d. bar graph 31. A(n) ____ package is a task at the lowest level of the WBS which generally should represent roughly eighty hours of effort. a. benefit c. work b. investment d. production 32. Tasks under initiating include selecting a project manager, forming the project ____, and developing the project charter. a. team c. budget b. goal d. liturgy 33. The ____ tasks vary the most from project to project, but many of the tasks under the other project management process groups would be similar for all projects. a. initiating c. planning b. closing d. executing 34. Tasks under planning include developing a(n) ____ statement, creating a WBS, and developing and refining other plans, which would be broken down in more detail for a real project. a. scope c. independent b. budget d. closing 35. One approach to developing work breakdown structures is to use ____. a. formulas c. guidelines b. investments d. contractors 36. When constructing a WBS, in the ____ approach, you use a similar project’s WBS as a starting point. a. top-down c. guideline b. bottom-up d. analogy 37. To use the ____ approach in creating a WBS, start with the largest items of the project and break them into their subordinate items. a. top-down c. analogy b. bottom-up d. mind-mapping 38. When constructing a WBS, in the ____ approach, team members first identify as many specific tasks related to the project as possible and then aggregate the specific tasks and organize them into summary activities, or higher levels in the WBS. a. top-down c. analogy b. bottom-up d. mind-mapping 39. The ____ approach is a technique that uses branches radiating out from a core idea to structure thoughts and ideas. a. top-down c. analogy b. bottom-up d. mind-mapping 40. The tendency for project scope to keep getting bigger and bigger is called ____ creep. a. project c. scope b. process d. guideline 41. The 1995 Standish Group CHAOS study found that key factors associated with information technology project success include user involvement and a clear statement of project ____. a. budget c. values b. requirements d. staff 42. Research and practice indicate that in order to verify project scope and control scope change, you need to improve user ____ and reduce incomplete and changing requirements and specifications. a. output c. input b. technology d. safety 43. JAD stands for joint ____ design. a. accuracy c. artistic b. availability d. application 44. Common techniques for selecting projects include focusing on broad organization needs, categorizing projects, performing financial analyses, developing weighted scoring models, and using balanced ____. a. pie charts c. Gantt charts b. scorecards d. portfolios 45. A type of software, called a(n) ____ management tool, aids in capturing and maintaining requirements information, provides immediate access to the information, and assists in establishing necessary relationships between requirements and information created by other tools. a. project c. information b. regulations d. requirements COMPLETION 1. Project ______scope______________ management includes the processes involved in defining and controlling what is or is not included in a project. 2. Strategic ______planning______________ involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services. 3. One common technique for selecting among possible projects is using a(n) ________weighted____________ scoring model. 4. One method for selecting among potential projects is implementing a balanced _____scorecard_______________. 5. One categorization for information technology projects is based on the ______time______________ it will take to complete a project or the date by which it must be done. 6. NPV stands for net ______present______________ value. 7. The term cash _____flow_______________ stands for benefits minus costs or income minus expenses. 8. A(n) ______required______________ rate is the minimum acceptable rate of return on an investment. 9. The annual discount ______factor______________ is a multiplier for each year based on the discount rate and year. 10. Instead of writing down tasks in a list or immediately trying to create a structure for tasks, _____mind mapping_______________ allows people to write and even draw pictures of ideas in a non-linear format in creating a WBS. 11. The figure above is a sample of the ____________________ technique for creating a WBS. 12. Scope ____verification________________ involves formal acceptance of the project scope by the stakeholders. 13. In order to minimize scope change ____________________, it is crucial to do a good job of verifying project scope. 14. __Prototyping__________________ involves developing a working replica of the system or some aspect of the system. 15. Use case ___modeling_________________ is a process for identifying and modeling business events, who initiated them, and how the system should respond to them. 16. Computer Aided Software ___Engineering_________________ tools or other technologies can assist in maintaining a repository for project data. 17. ___Paypack_________________ analysis is the preferred financial measure for selecting projects. ESSAY 1. Why should a company invest in information technology? 2. What are the steps involved in determining NPV? Include the mathematical formula for NPV. 3. What is involved in the process of creating a weighted scoring model? What are some of the criteria you should consider? Chapter 6: Project Time Management TRUE/FALSE 1. A 222 percent time overrun means that a project that was planned to take one year ended up taking 1.22 years 2. to complete. T 2. Schedule control involves analyzing activity sequences, activity duration estimates, and resource requirements to create the project schedule. T 3. Ideally, the project team and key stakeholders first define the project budget and then the time or schedule for the project. T 4. The WBS is often dissected during the activity definition process as the project team members further define the activities required for performing the work. T 5. Determining the relationships or dependencies between activities has a significant impact on developing and managing a project schedule. T 6. Discretionary dependencies are sometimes referred to as hard logic. F 7. Most project management software uses the precedence diagramming method. T 8. Duration relates to the effort estimate, not the time estimate. F 9. Gantt charts normally do not show relationships among project activities, as network diagrams do. T 10. A slipped milestone means the milestone activity was actually completed earlier than originally planned. F 11. Even though the critical path is the longest path, it represents the shortest time it takes to complete a project. T 12. There cannot be more than one critical path on a project. F 13. The main disadvantage of fast tracking is that it can end up lengthening the project schedule since starting some tasks too soon often increases project risk and results in rework. TT 14. It is impossible to find the critical path for a project without considering resource allocation. T 15. Critical chain scheduling assumes that resources do not multitask. T 16. PERT is the best probabilistic method for assessing risk. F 17. Not every single item on the WBS needs to be on the network diagram. T 18. As a rule of thumb, all arrowheads should face toward the left on an AOA network diagram. F 19. The critical path is concerned only with the time dimension of a project, not with the most critical activities. T 20. Project time management is often cited as the main source of conflict on projects. T MODIFIED TRUE/FALSE 1. Budget is the variable that has the least amount of flexibility on a project. __________F(Time)_______________ 2. The triple constraint of project management involves balancing scope, time, and social goals. __________F(cost)_______________ 3. The three project time management processes of activity definition, activity sequencing, and activity duration estimating are the basis for creating a project schedule. _______T__________________ 4. Activity definition usually results in the project team developing a more detailed WBS and supporting explanations. _____________T____________ 5. Controls or tasks are elements of work performed during the course of a project: they have expected durations, costs, and resource requirements. _________________________ 6. After defining project activities, the next step in project time management is activity budgeting. ______________F(duration)___________ 7. Mandatory dependencies are sometimes called soft dependencies. ________F(logical)_________________ 8. Discretionary dependencies should be used with care since they may limit later scheduling options. _____________T____________ 9. Network diagrams are the preferred technique for showing activity sequencing. ____________T_____________ 10. Malleable activities have no duration and no resources but are occasionally needed on AOA network diagrams to show logical relationships between activities. ______F(Dummy activity)__________________ 11. Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format. ____________T_____________ 12. The sudden start date for an activity is the earliest possible time an activity can start based on the project network logic. _________________________ 13. Primary chain scheduling is a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date. _______________F(Critical)__________ 14. Multitasking occurs when a resource works on more than one activity at a time. ____________T_____________ 15. Gantt’s Law states that if something can go wrong, it will. __________F(Murphy)_______________ 16. Feeding buffers are additional time added before tasks on the critical chain that are preceded by non- critical-path tasks. ______________T___________ 17. The figure above is an example of a(n) PDM chart for Project X. _________________________ 18. The activities on the Gantt chart should coincide with the activities on the WBS. ______________T___________ 19. In the figure above, the arrows show alliances. ____________T_____________ MULTIPLE CHOICE 1. According to the 1995 CHAOS report, unsuccessful information technology projects that were planned to take one year ended up taking ____ years to complete. a. 1.4 c. 2.2 b. 1.8 d. 2.6 2. Overall, ____ issues cause the most conflict over the life of a project. a. budget c. planning b. schedule d. verification 3. There are ____ main processes involved in project time management. a. two c. six b. four d. ten 4. Activity ____ involves identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables. a. conflict c. verification b. modification d. definition 5. Activity ____ involves identifying and documenting the relationships between project activities. a. duration c. control b. development d. sequencing 6. Activity ____ estimating involves estimating the number of work periods that are needed to complete individual activities. a. duration c. development b. sequencing d. control 7. Schedule ____ involves analyzing activity sequences, activity duration estimates, and resource requirements to create the project schedule. a. sequencing c. control b. development d. duration 8. Schedule ____ involves managing changes to the project schedule. a. sequencing c. development b. duration d. control 9. Activity ____ involves reviewing the activities in the detailed WBS, detailed product descriptions, assumptions, and constraints to determine the relationships between activities. a. budgeting c. sequencing b. definition d. management 10. There are ____ basic reasons for creating dependencies among project activities. a. three c. eight b. five d. nine 11. ____ dependencies are inherent in the nature of the work being done on a project. a. Mandatory c. External b. Discretionary d. Relationship 12. ____ dependencies are defined by the project team. a. Mandatory c. External b. Discretionary d. Relationship 13. ____ dependencies involve relationships between project and non-project activities. a. Mandatory c. External b. Discretionary d. Relationship 14. A project ____ diagram is a schematic display of the logical relationships among, or sequencing of, project activities. a. Gantt c. schedule b. bar graph d. network 15. In the figure above, the letters A through J represent activities with ____ that are required to complete the project. a. dependencies c. budgets b. schedules d. deliverables 16. A PDM, or ____ diagramming method (PDM) is a network diagramming technique in which boxes represent activities. a. precedence c. parallel b. predictive d. primary 17. ____ is a relationship in which the “from” activity cannot start until the “to” activity is started. a. Finish-to-start c. Finish-to-finish b. Start-to-start d. Start-to-finish 18. ____ is a rarely used relationship in which the “from” activity must start before the “to” activity can be finished. a. Finish-to-start c. Finish-to-finish b. Start-to-start d. Start-to-finish 19. An example of a ____ relationship is when quality control efforts cannot finish before production finishes, although the two activities can be performed at the same time. a. Finish-to-start c. Finish-to-finish b. Start-to-start d. Start-to-finish 20. The number of workdays or work hours required to complete a task is called ____. a. duration c. effort b. length d. time 21. On a Gantt chart, a(n) ____ is a significant event on a project with zero duration. a. marker c. milestone b. goal d. inning 22. The critical path method (CPM) also called critical path ____ is used to predict total project duration. a. requirements c. therapy b. divisions d. analysis 23. Slack or ____ is the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date. a. flotsam c. excess b. float d. padding 24. A(n) ____ pass determines the early start and early finish dates for each activity. a. forward c. late b. backward d. early 25. ____ is a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost. a. Costing c. Creating b. Crashing d. Culling 26. ____ tracking involves doing activities in parallel that you would normally do in sequence. a. Parallel c. Slow b. Simultaneous d. Fast 27. The Theory of ____ (TOC) is based on the fact that, like a chain with its weakest link, any complex system at any point in time often has only one aspect that limits its ability to achieve more of its goal. a. Complaints c. Constructs b. Constraints d. Conventions 28. ____ Law states that work expands to fill the time allowed. a. Parkinson’s c. Murphy’s b. Gantt’s d. Stevenson’s 29. Lucent Technology’s Outside Plant Fiber Optic Cable Business Unit used critical chain scheduling to reduce its product introduction interval by ____ percent. a. 20 c. 40 b. 30 d. 50 30. ____ Technologies Group successfully implemented critical chain scheduling to manage more than 200 concurrent projects in nine locations. a. Lucent c. Synergis b. Antarctic d. U.S. 31. ADM stands for ____ diagramming method. a. advanced c. assertive b. arrow d. anchor 32. ____-on-arrow (AOA) is a network diagramming technique in which activities are represented by arrows and connected at points to illustrate the sequence of activities. a. Activity c. Advances b. Arrow d. Articles 33. A(n) ____ pass is a project network diagramming technique that determines the late start and late finish dates for each activity in a similar fashion. a. forward c. fast b. backward d. slow 34. A(n) ____ is when a single node is followed by two or more activities on a network diagram. a. start c. milestone b. arrow d. burst 35. A(n) ____ occurs when two or more nodes precede a single node on a network diagram. a. mesh c. merge b. milestone d. burst 36. The equation for the PERT ____ average is: (optimistic time + 4(most likely time) + pessimistic time)/6. a. weighted c. slack b. probabilistic d. constraint 37. A(n) ____ Gantt chart is a Gantt chart that compares planned and actual project schedule information. a. information c. singular b. tracking d. inverted 38. One of the first ____ checks a project manager should make is to review the draft schedule usually included in the project charter. a. time c. progress b. reality d. account 39. ____-coding involves entering all activity dates manually instead of letting the software calculate them based on durations and relationships. a. Cold c. Hard b. Hot d. Slow COMPLETION 1. The 2001 CHAOS report showed that time overruns ________decreased significantly____________ between 1995 and 2000. 2. Part of the reason schedule problems are so common is that ________time____________ is easily and simply measured. 3. An activity or __________task__________ is an element of work normally found on the WBS that has an expected duration, a cost, and resource requirements. 4. The goal of the activity _________ definition___________ process is to ensure that the project team has complete understanding of all the work they must do as part of the project scope. 5. Activity ________definition____________ results in supporting detail to document important product information as well as assumptions and constraints related to specific activities. 6. The project team should review the revised WBS and supporting detail with project _________stakehoders___________ before moving on to the next step in project time management. 7. A(n) ____________________ or relationship shows the sequencing of project activities or tasks. 8. Even though the delivery of the new hardware may not be in the ______order______________ of the project, you should add an external dependency to it because late delivery will affect the project schedule. 9. _________Duration___________ includes the actual amount of time worked on an activity plus elapsed time. 10. SMART criteria are guidelines suggesting that milestones should be Specific, Measurable, Assignable, Realistic, and _________Time-framed___________. 11. In a Gantt chart, planned schedule dates for activities are called the ________baseline____________ dates. 12. A(n) _______critical_____________ path for a project is the series of activities that determine the earliest time by which the project can be completed. 13. Critical chain theory suggests that projects be _______ prioritized_____________ so people working on more than one project at a time know which tasks are most important. 14. A(n) ____________________ is additional time to complete a task. 15. PERT, or Program Evaluation and ________network analysis____________ Technique, is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates. 16. PERT uses ________ probabilistic____________ time estimates, duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations. 17. In an AOA diagram, a(n) ________ activity information____________ represents the starting or ending point of an activity. 18. Although _________duration___________ shortens the time it takes to finish a project, it often increases the project’s total costs. 19. The main disadvantage of _______fast_____________ tracking is that it can end up lengthening the project schedule since starting some tasks too soon often increases project risk and results in rework. 20. “__________death__________ march” projects are ones that are doomed to failure from the start, due to unrealistic expectations. ESSAY 1. Describe some of the leadership skills that help project managers control schedule changes. 2. What does project management software do and why is it useful? 3. What are some of the pitfalls of using project management software? Use an example from the text to illustrate your point. Chapter 7: Project Cost Management TRUE/FALSE 1. Although information technology projects have a poor track record in meeting schedule goals, they have a great track record in meeting budget goals. T 2. Costs are often measured in monetary amounts, such as dollars, that must be paid to acquire goods and services. T 3. Many principles of cost management are unique to project management. F 4. Most executives are more concerned with profits than with other issues. T 5. Top management and project managers should never be concerned with the life cycle costs of projects when they make financial decisions. F 6. It is much more cost-effective to spend money doing early testing on information technology projects than to wait for problems to appear after implementation. T 7. Labor costs are usually a small percentage of total project costs. 8. It is important to thoroughly brainstorm and evaluate alternatives related to resources, especially on projects that involve people from multiple disciplines and companies. T 9. A ROM estimate’s accuracy is typically -25 percent to +100 percent. F 10. Analogous estimates are also called top-down estimates. T 11. Parametric modeling involves estimating individual work items and summing them to get a project total. 12. Earned value management involves calculating three values for each activity or summary activity from a project’s WBS. T 13. If the cost performance index is equal to one or 100 percent, then the costs are exactly as budgeted. T 14. If the schedule performance index is less than one or 100 percent, the project is ahead of schedule. F 15. Putting all your projects in one database is the simplest level of project portfolio management. T MODIFIED TRUE/FALSE 1. Many information technology professionals think preparing cost estimates is beneath them and consider it a job for accountants. _________________________ T 2. The triple constraint of project management involves balancing social, time, and cost goals. scope_________________________ 3. Many projects that are started never finish because of timeline management problems. cost________________________ 4. Most members of an executive board are more interested in financial terms than information technology terms. _________________________ T 5. Life cycle costing considers the total cost of ownership plus support costs for a project. T_______________________

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