Finals Information Technology Project Management Flashcards
The Socio-Technical Approach focuses on
a. selecting the right team members, skill sets, and resources for the project
b. using technology to meet the needs of the business
c. cost consideration
d. the technology used to implement the project
e. the tools, techniques, and methodologies to develop the application
: using technology to meet the needs of the business
In the past, organizations have attempted to improve the chances of IT project success by focusing on the tools, techniques, and methodologies of IT development. A purely technical approach, however, focuses attention on the technology. We can easily end up developing an application that no one asked for or needs. Applications to support electronic commerce, supply chain management, and integration require that at least equal attention to be paid to the organizational side. The days of being good order takers are over. We can no longer be content with defining a set of user requirements, disappearing for several months and then knocking on the user’s door when it is time to deliver the new system. IT professionals must understand the business and be actively creative in applying the technology in ways that bring value to the organizations. Similarly, the clients must become stakeholders in the project. This means actively seeking and encouraging the participation, involvement, and vision. The successful application of technology and the achievement of the project’s goal must be an equal responsibility of the developers and users.
Chapter 1 (page 10)
____ can arise from the estimation process or the stability of the project team.
a. Assumptions
b. External risks
c. Internal risks
d. Cost overruns
e. None of these
: Internal risks
Chapter 1
The project manager is
a. provides the technical solution to the organizational problem and may include systems analysts, network specialists, or programmers.
b. the client, customer, or organizational manager who acts as the project champion and provides organizational resources and direction.
c. responsible for ensuring that all management and technical processes are in place and carried out.
d. the user or client who has specific knowledge, expertise, or insight in a specific functional are needed to support the project.
e. the person responsible for final acceptance of the application.
: responsible for ensuring that all management and technical processes are in place and carried out.
The project manager is the person assigned by the performing organization to lead the tea that is responsible for achieving the project objectives.
Chapter 1 (page 2)
The subject matter expert is
a. the user or client who has specific knowledge, expertise, or insight in a specific functional area needed to support the project.
b. responsible for ensuring that all management and technical processes are in place and carried out.
c. provides the technical solution to the organizational problem and may include systems analysts, network specialists, or programmers.
d. the client, customer, or organizational manager who acts as the project champion and provides organizational resources and direction.
e. the person responsible for final acceptance of the application.
: the user or client who has specific knowledge, expertise, insight in a specific functional area needed to support the project
Chapter 1
A value-driven approach to project management means
a. Applying knowledge, skills, tools, and techniques to project activities to meet project requirements
b. Taking a purely technical approach to projects that focuses mainly on the technology
c. Measuring project success in terms of the value the project brings to the organization and not only in terms of meeting the project schedule and budget
d. Deriving excellence in project management by documenting lessons learned and developing best practices
e. Applying project management tools and process that are part of a methodology
: Measuring project success in terms of the value the project brings to the organization and not only in terms of meeting the project schedule and budget
Plain and simple: IT projects must provide value to the organization. Many people and organizations define project success in terms of the project being completed on time and within budget. While schedule and budget are important, they are not sufficient definitions of project success. For example, if an organization sets a mandate that a particular customer relationship management (CRM) package must be up and running within eight months and cost no more than $1 million to implement, would the project be considered unsuccessful if it required an extra day and and extra dollar to complete? You may think this is trivial, but at exactly what point in terms of schedule or budget, does the project become unsuccessful? We can also turn things around and ask whether finishing a project early and under budget necessarily makes the project successful Of course, any organization would like to spend less money and have its system delivered early, but what if the system does not perform as expected? More specifically, what value will the organization receive by spending six month and $1 million on this particular project? If IT projects are investments, what measurable value will it receive to offset the time, money, and opportunity cost of purchasing and implementing the CRM system? This value could come in terms of better customer service, more efficient business processes, lower costs, or expanded market share. Therefore, success should not be measured in terms of schedule or budget, but in terms of value. This will put less pressure on project stakeholders to set unrealistic schedules and budget, since the value of the project will be the true measure of success.
Chapter 1 (page 10)
The following statements about knowledge management (KM) are true except:
a. Many organizations believe KM is just a fad or a buzzword
b. KM is a well defined body of knowledge with an established theoretical base
c. KM is one of the three approaches the text points to for improving the likelihood of IT project success
d. KM is a systematic process for acquiring, creating, synthesizing, sharing, and using information
e. Many organizations have KM initiatives underway and spending on these systems is expect to increase
: KM is a well defined body of knowledge with an established theoretical base.
A Knowledge Management approach - A socio-technical approach and a commitment to project management principles and practices are important for success. However, excellence in project management for an individual or an organization takes time and experience. Knowledge management is a systematic process for acquiring, creating, synthesizing, sharing, and using information, insights, and experiences to transform ideas into business value. Although many organizations today have knowledge management initiatives under way, and spending on knowledge management systems is expected to increase, many others believe that knowledge management is just a fad or a buzzword.
Chapter 1 (page 11)
According to the CHAOS studies, which of the following factors tend to be most prevalent for challenged or failed projects?
a. Shortage of highly trained technical experts
b. New technologies
c. Lack of user input and incomplete requirements
d. Lack of interest by the customer
e. Lack of subject matter experts (SME)
: Lack of user input and incomplete requirements
Users can be thought of as the project’s customer. Users are important project stakeholders that should be involved in important decisions because they may have vital knowledge of the business and processes not possessed by the more technical people. Working closely together, the users and developers can better understand the business opportunities and limitations of the technology. Ineffective user involvement can lead to missed opportunities, unrealistic expectations, or a lack of buy-in. Other people-relate issues that contribute to project failure include poor communication, as well as not having the right people on the project team with respect to skills, experience, or decision-making ability. Often conflicts arise if stakeholders have competing goals or interests or if roles, responsibilities, and accountability are not well-defined.
Chapter 1 (page 9)
The Network era
a. Is credited to the U.S. Navy when it used a project management approach to manage the Polaris missile project
b. Began in the early 1980s with the personal computer
c. Began in the late 1960s and early 1970s with a defense project called ARPANET that eventually led to the Internet
d. Began in the 1990s when many organization sought to regain control of the IT department and hired a Chief Data Processing Officer
e. Began in the 1960s when large organization first purchased a centralized mainframe or minicomputer
: Began in the first round 1990s when many organizations sought to regain control of the IT department and hired a Chief Data Processing Officer
The network of computers that formed the Internet led to the network era that began around 1995. It projects focused on the primarily on the challenge of creating an IT infrastructure to support many business partners, strategic alliances, vendors and customers. Project schedules and the time to develop IT solutions had to be shortened as many project had to be completed in a few weeks or a few months.
Chapter 1 (page 13)
The EDP era
a. Began in the early 1980s with the personal computer
b. Began in the 1990s when many organizations sought to regain control of the IT department and hired a Chief Data Processing Officer
c. Began in the late 1960s and early 1970s with a defense project called ARPANET that eventually led to the Internet
d. Began in the 1960s when large organization first purchased a centralized mainframe or minicomputer
e. It credited to the U.S. Navy when it used a project management approach to manage the Polaris missile project.
: Began in the 1960s when large organizations first purchased a centralized mainframe or mini computer.
The EDP (electronic data processing) era began in the early 1960s and was characterized by the purchase of the first centralized mainframe or a minicomputer by large organizations. The IT projects during this era focused generally on automating various organizational transactions such as general accounting tasks, inventory management, and production scheduling. IT projects during this era were generally structured, so a structured, formalized approach similar to the one used on the Polaris project was effective. Because the requirements of a business process like payroll were fairly stable, changing requirements was not a major issue and large multiyear projects were common.
Chapter 1 (page 13)
According to the CHAOS studies, IT projects
a. Project failure is increasing because of a lack of available resources and due to a shortage of highly trained technical people
b. Are always successful even though they can be chaotic
c. Project success is improving because of better project management tools and processes, smaller projects, and improved communication
d. Are always over-budget and over schedule
e. None of these
: Project success is improving because of better project management tools and processes, smaller projects, and improved communication
Chapter 1
Explain two risks for the Pilot Angels project and what should be done to mitigate each risk. (6 points)
: Scope Creep - more work than necessary is being conducted and tasks are continually
growing in complexity through additions
Owner: Project Manager
Avoidance: Complete only MOV related tasks while adhering to the scope management
plan. Changes occur only when scope change request from is approved.
Resources Required: Project Manager and Team - Have to follow scope management
plan and as required get the project back on track
: Improperly managed resources - It is an unknown-unknown risk that is internal. This will
originate with People, Technology, and Products. It will influence Schedule and Budget.
Trigger: Team is unevenly distributed or more resources than required on a single tasks
Owner: Project Manager
Avoidance: Monitor and move resources to complete tasks as necessary. Make sure work
is completed in an efficient and timely manner.
Resource Required: Project Manager -Needs monitor team progress and assignment and
if necessary step in to reassign resources
: Lack of input from Husky Air - An unknown-unknown that is external. It sources from
Organization, Environment, and People. It will affect Scope and Quality.
Trigger: Husky Air postpones meetings and presentations
Owner: Project Manager
Response/Strategy: Accept = Address concerns with Husky Air officials. Move up the
hierarchy to inform project condition if necessary.
Resources Required: Project Manager - Must contact Husky Air on a continuing basis.
: Time dedicated to fixing bugs - It is a known-unknown risk that is internal. It can be
created from People, Technology, and Process. It will impact Schedule, Quality, and
Budget.
Trigger: Teammates focusing on one problem for too long without asking for help
Owner: Willow Bender
Response/Strategy: Mitigate = Minimize coding errors by ordering and prioritizing tasks
appropriately. Use team to assist with looking at programming issues and bugs.
Resources Required: Willow Bender –Needs to notice teammates are having trouble
solving issues
: Lack of system quality - A known risks that is internal. This will originate from People,
Process, Environment, and Product. It will influence Quality.
Trigger: A deliverable was not approved by management authority or features are barely
meeting requirements.
Owner: Simon Tarp
Response/Strategy: Avoidance = Ensure approval for milestones and deliverables. Assist,
guide, and inspire the team.
Resources Required: Simon Tarp - Has to get approval for milestones and push team
Planning, executing, and monitoring and controlling are examples of:
a. Project Management process group
b. Project Management tools
c. PMBOK areas of knowledge
d. Project Management objectives
e. Project Management infrastructure
: Project Management process group
The PMBOK Guide outlines five process groups. The process groups overlap within and between the phases of the project as the output of one process group within a phase becomes the input for a process group in the next phase.
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
Chapter 2
The following are PMBOK knowledge areas except:
a. Project Integration Management
b. Project Scope Management
c. Project Cost Management
d. Project Risk Management
e. Project Research Management
: Project Research Management
Chapter 2
Project Human Resource Management
a. focuses on creating and developing the project team
b. includes identifying the project phases and activities and estimating, sequencing, and assigning resources
c. focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholders expectations
d. focuses on identifying and responding appropriately to risks that can impact the project
e. is concerned with acquiring project resources that are outside the organization
: focuses on creating and developing the project team
Chapter 2
Product-oriented processes will define all of the sub-phases and deliverables associated with the ___ project management life cycle phase.
a. conceptualize and initialize the project
b. develop the project charter and plan
c. execute and control
d. close project
e. evaluate project success as
: execute and control
Product-oriented processes are needed to define and create a product, service or information system. These processes will define how the systems development life cycle will be implemented. Subsequently, this will define all the sub phases and deliverables associated with the execute and control project management life cycle phase.
Chapter 2 (page 35)
Project Integration Management
a. focuses on coordinating the project plan’s development, execution, and control of changes
b. includes identifying the project phases and activities and estimating, sequencing, and assigning resources
c. focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations.
d. focuses on identifying and responding appropriately to risks that can impact the project.
e. is concerned with acquiring project resources that are outside the organization.
: focuses on coordinating the project plan’s development, execution, and control of changes
Project integration management - Integration focuses on coordinating the project plan’s development, execution, and control of changes.
Chapter 2 (page 27)
Project Risk Management
a. focuses on coordinating the project plan’s development, execution, and control of changes
b. includes identifying the project phases and activities and estimating, sequencing, and assigning resources
c. focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations.
d. focuses on identifying and responding appropriately to risks that can impact the project.
e. is concerned with acquiring project resources that are outside the organization.
: focuses on identifying and responding appropriately to risks that can impact the project.
All projects face a certain amount of risk. Project risk management is concerned with identifying and responding appropriately to risks that can impact the project.
Chapter 2 (page 28)
Project Cost Management
a. focuses on coordinating the project plan’s development, execution, and control of changes
b. includes identifying the project phases and activities and estimating, sequencing, and assigning resources
c. focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations.
d. assures that the project budget is developed and completed as approved.
e. is concerned with acquiring project resources that are outside the organization.
: assures that the project budget is developed and completed as approved
Cost management assures that the project’s budget is developed and completed as approved.
Chapter 2 (page 27)
Planning processes:
a. Signal the beginning of the project or phase.
b. Requires an organization to make a commitment of time and resources.
c. Are part of the project management processes and ITPM phases.
d. supports planning of the entire project and each individual phase
e. None of these
: supports planning of the entire project and each individual phase
The planning process group supports planning of the entire project and each individual phase. Supporting project management processes may include scope planning, activity planning, resource planning, cost estimating, schedule estimating, and procurement planning. The planning process should be in line with the size and complexity of the project - that is, larger, more complex projects may require a greater planning effort than smaller, less complex projects.
Chapter 2 (page 29)
Monitoring and controlling processes:
a. Signal the beginning of the project or phase.
b. Requires an organization to make a commitment of time and resources.
c. supports planning of the entire project and each individual phase
d. focus on integrating people and resources to carry out the planned activities
e. allows for managing and measuring progress toward the project’s MOV and scope, schedule, budget, and quality objectives.
: allows for managing and measuring progress toward the project’s MOV and scope, schedule, budget, and quality objectives.
Chapter 2
Monitoring and controlling processes:
a. Signal the beginning of the project or phase.
b. Requires an organization to make a commitment of time and resources.
c. supports planning of the entire project and each individual phase
d. focus on integrating people and resources to carry out the planned activities
e. allows for managing and measuring progress toward the project’s MOV and scope, schedule, budget, and quality objectives.
: allows for managing and measuring progress toward the project’s MOV and scope, schedule, budget, and quality objectives.
Chapter 2
Which of the following statements about the business case is NOT true:
a. A business case provides a project budget.
b. A business case may be large, formal document.
c. A business case provides senior management with sufficient information to fund a project.
d. A business case provides details of possible impacts, costs and benefits.
e. A business case provides an analysis of feasibility
: A business case provides a project budget.
A business case provides the first deliverable in the project life cycle and is a major theme in the PRINCE2 methodology. It provides an analysis of the organizational value, feasibility, costs, benefits, and risks of several proposed alternatives or options. However, a business case is not a budget or the project plan. A business case must provide senior management with all the information to make an informed decision as to whether the project should receive funding in order to continue to the next phase.
Chapter 3 (page 67)
All of the following are steps in developing the project MOV except:
a. Develop an appropriate metric.
b. Identify the desired value of the IT project.
c. Identify the available organizational resources.
d. Set a time frame for achieving MOV.
e. Verify and get agreement from project stakeholders.
: Identify the available organizational resources
Steps in developing the project MOV:
1. Identify the desired area of impact
2. Identify the desired value of the project
3. Develop an appropriate metric
4. Set a time frame for achieving the MOV
5. Verify the MOV and get agreement from the
project stakeholders
6. Summarize the MOV in a clear, concise statement
or table
Chapter 3 (page 63)
Trying to decide between three alternatives, a company employed a scoring model. Three criteria were chosen. Criterion A was believed to be the most important and so was given a weight of 50%. The other two were deemed to be equal to each other in a relative scoring range of 0 to 10 was used. The table below shows each alternative and their scores. Which alternative should the company choose?
Criteria Alternative A Alternative B Alternative C
A 5 6 7
B 8 7 7
C 8 8 5
a. Choose Alternative A
b. Choose Alternative B
c. Choose either Alternative A or B
d. Choose Alternative C
e. Choose either Alternative A or C
: Choose Alternative B
Chapter 3
Which of the following is the best MOV statement?
a. Our project should be completed in no more than 180 days and should cost no more than $150,000 and be completed 100% in-house.
b. Our project should increase sales in the Dayton market by 15% next year to complete our company’s Ohio expansion strategy.
c. Our project should produce an advertising campaign in Dayton that wins the Ohio Advertising Guild’s Award for most creative campaign.
d. Our project should utilize the Spiral Development approach to eliminate 95% of the major risks to our Dayton sales program.
e. Our project should make Dayton customers flock to the stores in droves to buy our products.
: Our project should increase sales in the Dayton market by 15% next year to complete our company’s Ohio expansion strategy.
The MOV must:
Be measurable
Provide value
Be agreed upon
Be verifiable
Chapter 3
Scope and schedule are examples of:
a. Project Management objectives
b. Project Management infrastructure
c. PMBOK areas of knowledge
d. Project Management processes
e. Project Management tools
: Project Management objectives
Project management objectives include scope, schedule, budget, and quality. They are important but not necessarily sufficient conditions for project success.
Chapter 3 (page 77)
Calculate the ROI for a project with total expected costs of $40,000 and total expected benefits of 35,000.
a. -12.5%
b. 12.5%
c. 187.5%
d. 1.875%
e. -14.285%
: -12.5%
Chapter 3
A project that provided customers better products and services would impact the ____ area of an organization.
a. operational
b. financial
c. social
d. customer
e. strategic
: customer
Chapter 3
A project that improved operational effectiveness would impact the ___ area or an organization.
a. operational
b. financial
c. social
d. strategic
e. customer
: operational
Chapter 3
A company utilizes the payback method exclusively to select projects. Which of the following mutually exclusive (they can only do one of them) projects will they choose? (Assume cash flows occur in equal monthly installments)
a. Initial investments: $10,000
Net Cash Flows: Year 1: $8,000 Year 2: $120,000
Year 3: $120,000 Each year thereafter $120,000
b. Initial investments: $10,000
Net Cash Flows: Year 1: 0 Year 2: $100,000
Year 3: $100,000 Each year thereafter $100,000
c. Initial investments: $100,000
Net Cash Flows: Year 1: $50,000 Year 2: $50,000
Year 3: $100,000 Each year thereafter $100,000
d. Initial investments: $100,000
Net Cash Flows: Year 1: $1,000,000 Year 2:
$2,000,000 Year 3: $2,000,000 Each year
thereafter: 0
e. Initial investments: $10,000
Net Cash Flows: Year 1: 0 Year 2: $120,000
Year 3: $60,000 Each year thereafter $60,000
: Initial investments: $100,000
Net Cash Flows: Year 1: $1,000,000 Year 2:
$2,000,000 Year 3: $2,000,000 Each year
thereafter: 0
Chapter 3
High level of integration, improved communication, increased project focus, higher potential for conflict and poorer response time are advantages and disadvantages of:
a. The Functional Organization
b. The Formal Organization
c. The Matrix Organization
d. The Project Organization
e. The Informal Organization
: The Matrix Organization
The main feature of matrix organization is the ability to integrate areas and resources throughout an organization. Moreover, people with specialized skills can be assigned to the project either on a part-time or a more permanent basis. Unfortunately, unity of command is violated since each project team member will have more than one boss, leading to the possibility of confusion, frustration, conflict and mixed loyalties. The functional manager will be responsible for providing many of the people and other resources to the project, while the project manager is responsible for coordinating these resources.
Chapter 4 (page 100)
The ___ will specify how the project’s product will be integrated into the organizational environment.
a. Communication Plan
b. Quality Management Plan
c. Scope Management Plan
d. Change Management Plan
e. Human Resources Plan
: Change Management Plan
Chapter 4
The project charter
a. is developed by the project sponsor.
b. and the project plan should be developed together.
c. is summarized in the project plan.
d. and the project plan are developed in the scope
document.
e. and the project plan are the same document
: and the project plan should be developed together.
Chapter 4
Project isolation, duplication of effort, and projectitis are disadvantages of:
a. The Functional Organization
b. The Formal Organization
c. The Matrix Organization
d. The Project Organization
e. The Informal Organization
: The Project Organization
Chapter 4
The ___ outlines how the project’s status or progress will be reported to stakeholders.
a. Quality Management Plan
b. Scope Management Plan
c. Change Management Plan
d. Human Resources Plan
e. Communication Plan
: Communication Plan
Chapter 4
The structure that reveals most clearly how individuals in an organization relate is the:
a. The Informal Organization
b. The Project Organization
c. The Functional Organization
d. The Matrix Organization
e. The Formal Organization
: The Informal Organization
Chapter 4
___ integrates areas and resources throughout the organization.
a. The Informal Organization
b. The Project Organization
c. The Functional Organization
d. The Matrix Organization
e. The Formal Organization
: The Matrix Organization
Chapter 4
Within the Project Charter, ___ defines the work to be completed.
a. Statement of Work
b. Project Administration
c. MOV
d. Project Description
e. Project Scope
: Project Scope
Chapter 4
A communication plan, a quality management plan, and change management plan are all associated with which part of the project charter?
a. Project Description
b. Project Administration
c. Project Scope
d. Project References
e. Project Resources
: Project Administration
Project administration focuses on the knowledge areas, processes, and controls that will support the project. These are actually separate subplans or strategies that made up the project management plan. Administration may include:
Communication plan,
Scope management plan,
Quality Management Plan,
Change Management and Implementation Plan,
Human Resources Plan
Chapter 4 (page 109)
Which of the following attributes is least important for successful project managers:
a. ability to create and sustain relationships
b. ability to communicate with people
c. ability to organize
d. ability to learn new technical skills
e. ability to deal with people
: ability to learn new technical skills
Chapter 4
Project success will be determined in large part by:
a. familiarity with project management software.
b. the skill sets of the project team.
c. producing nice looking reports for management.
d. thinking carefully through activities and estimating
their durations.
e. determining exact estimates of activity durations.
: thinking carefully through activities and estimating their durations.
Chapter 5
The ___ is a narrative description of the product, service, or Information System.
a. Statement of Work
b. Request for Bid
c. Deliverable Structure Chart
d. Request for Proposal
e. Scope Boundary
: Statement of Work
A statement of work (SOW) is a narrative description of the product, service, or system. For internal projects, the SOW should tie together the business need with the specific requirements or expectations of the project. For projects that will rely on external sources, an organization or project manager may create a SOW that includes specifications, quantities, quality standards, or performance requirements that can be sent to prospective bidders.
Chapter 5 (page 124)
Which of the following processes of Scope Management Process decomposes or divides the major project deliverables into smaller and more manageable components?
a. Create Work Breakdown Structure
b. Control Scope
c. Define Scope
d. Validate Scope
e. Collect Requirements
: Create Work Breakdown Structure
The work breakdown structure (WBS) is a useful tool for developing the project plan and links the project’s scope to the schedule and budget. The WBS provides a framework for developing a tactical plan to structure the project.
The total scope of the project is divided and subdivided into specific deliverables that can be more easily manage. This includes both product- and product-oriented deliverables. In short, the WBS provides and outline for all of the work the project team will perform
Chapter 5 (page 130)
In the WBS context, a crux is best described by which of the following:
a. a proof of concept
b. a phase gate
c. a deliverable
d. a risk metric
e. evidence of a phase completion
: a proof of concept
Milestones can also be used to reduce risk by acting as cruxes or proof of concepts. Many times a significant risk associated with projects is the dependency on new technology or unique application of the technology. A crux can be the testing of an idea, concept or technology that is critical to the project’s success.
Chapter 5 (page 131)
With ____, activity estimates are usually provided by the team members.
a. Delphi Technique
b. Time Boxing
c. Top-Down Estimating
d. Bottom-Up Estimating
e. Guesstimating
Bottom-Up Estimating
Most real-world estimating is made using bottom-up estimating. Bottom-up estimating involves dividing the project into smaller modules and then directly estimating the time and effort in terms of person-hours, person-weeks, or person-months for each module. The work breakdown structure provides the basis for bottom-up estimating because all of the project phases are activities are defined
Chapter 5 (page 136)
Which of the following processes of Scope Management Process provides confirmation and formal acceptance that the project’s scope is accurate, complete, and supports the project’s goal?
a. Validate Scope
b. Collect Requirements
c. Control Scope
d. Define Scope
e. Create Work Breakdown Structure
: Validate Scope
Once the project’s scope has been defined, it must be verified, validated, and formally accepted by the project sponsor and other appropriate stakeholders. This process should include:
- Verification of the MOV
- Documentation of all deliverables
- Specification of quality standards
- Identification of milestones
- Review and acceptance
Chapter 5 (page 129)
This estimation technique may be driven by an upper management mandate.
a. Guesstimating
b. Delphi Technique
c. Bottom-Up Estimating
d. Time Boxing
e. Top-Down Estimating
: Top-Down Estimating
Top-Down estimating involves estimating the schedule and/or cost of the entire project in terms of how long it should take or how much it should cost. Top-down estimating is a very common occurrence that often results from mandate made by upper management
Chapter 5 (page 135)
Continuously agreeing to project changes is an example of:
a. project scope growth
b. scope grope
c. scope washout
d. scope leap
e. scope creep
: scope creep
Scope creep refers to increasing featurism, adding small yet time- and resource-consuming features to the system once the scope of the project has been approved.
Chapter 5 (page 129)
Which of the following processes of Scope Management Process centers on defining and documenting the stakeholder’s needs to properly manage expectations?
a. Validate Scope
b. Collect Requirements
c. Control Scope
d. Define Scope
e. Create Work Breakdown Structure
: Collect Requirements
Chapter 5
The first step in accurately estimating an IT application is to ____.
a. determine the size
b. determine available resources
c. determine project constraints
d. set the project deadline
e. determine project budget
: determine the size
Chapter 5
Critical Chain Project Management (CCPM) is based on the idea that:
a. people often inflate or add cushioning to their time estimates
b. PERT/CPM was developed in the 1950s so it is too old to be of any use
c. Precedence Diagramming only considers the critical path of a project
d. All of these
e. None of these
: people often inflate or add cushioning to their time estimates
Chapter 6
Under the Precedence Diagramming Method, the situation which occurs when a relationship between two tasks that can or must start at the same time is called:
a. Finish-To-Start (FS)
b. Start-To Start (SS)
c. Finish-To-Finish (FF)
d. Start-To-Finish (SF)
e. None of these
: Start-To Start (SS)
Chapter 6
