Information Management and Reporting Flashcards
The prime role of a project information management system when reporting information is to:
A provide information to the sponsor as and when required.
B make decisions about control and coordination of the project.
C report on all detailed aspects of the project.
D support the decision-making process.
D support the decision-making process.
Project reporting is for the benefit of:
A the project manager.
B the project sponsor.
C the project management team.
D the project support office.
C the project management team.
The project manager will be expected to produce reports containing which of the following information:
A progress against schedule, expenditure against budget and performance against quality plan.
B feasibility of the project options currently being delivered.
C business case progress and the risks that will have an impact on its achievement.
D how benefits are going to be realised once the project has been delivered.
A progress against schedule, expenditure against budget and performance against quality plan.
The main purpose of project reporting is to ensure that:
A the same information is sent to all stakeholders
B the project uses the methods of communication required by the sponsor.
C the project communicates to stakeholders in the most effective way possible.
D the project complies with the organisation’s information management policies.
C the project communicates to stakeholders in the most effective way possible.
Reports that are produced only when things are not going to plan, are termed:
A risk reports.
B progress reports.
C exception reports.
D issue reports.
C exception reports.
When in the project would it be most likely for archiving of project documentation to take place?
A After a baseline plan has been created.
B During project closure.
C When the scope has been verified by the users.
D After completion of each phase of the project.
B During project closure.
Which of the following could be considered as the main purpose of project progress reporting?
A To allow teams and stakeholders to determine if the project is likely to deliver what is required.
B To allow stakeholders to judge the degree of project management performance being applied.
C To ensure the provision of accurate and timely information for teams and stakeholders to keep track of deliverables.
D To assure stakeholders that the degree of compliance of the project to standard operating practice is acceptable.
C To ensure the provision of accurate and timely information for teams and stakeholders to keep track of deliverables.
How might day-to-day information received from teams be used in the project?
A To provide evidence to the sponsor that the project should not be terminated.
B Sent to all stakeholders in the project.
C To support valuations of work performed and related payments.
D To build a robust project archive.
C To support valuations of work performed and related payments.
How should the project manager avoid the ‘send to all’ syndrome?
A Only send information to those stakeholders who have specifically asked for it.
B Avoid sending information to most stakeholders.
C Reduce the amount of information to a bare minimum.
D Ensure that there is sufficient interaction between information management and communication planning.
D Ensure that there is sufficient interaction between information management and communication planning.
What must the project manager consider most when planning the destruction of information?
A That information should be destroyed but a master copy must always be kept on file.
B That destruction occurs in line with legislative compliance.
C There is no need to destroy information after a five year period.
D That information stored on digital media doesn’t need to be destroyed.
B That destruction occurs in line with legislative compliance.
