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PM Chapter 5 - Project Scope Management > PM Chapter 5 - Project Scope Management > Flashcards

PM Chapter 5 - Project Scope Management Flashcards

1
Q

After you determine the reason for a dependency between activities, you must determine the type of dependency.

A

True

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2
Q

The project team should review an activity list and activity attributes with project stakeholders.

A

True

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3
Q

The goal of the activity definition process is to replace the scope statement.

A

False

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4
Q

A(n) ____________________ diagram is a schematic display of the logical relationships among, or sequencing of, project activities.

A

Network Diagram

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5
Q

Duration relates to the time estimate, not the effort estimate.

A

True

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6
Q

Most project teams use the most pessimistic time to estimate activity durations.

A

False

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7
Q

To create a good WBS, you must understand both the project and its scope, and incorporate the needs and knowledge of the ____________________.

A

Stakeholders

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8
Q

A work ____________________ is a task at the lowest level of the WBS.

A

Package

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9
Q

____________________ modeling uses project characteristics (parameters) in a mathematical model to estimate project costs.

A

Parametric

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10
Q

Every item on a WBS needs to be on the network diagram.

A

False

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11
Q

____________________ 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.

A

Gantt

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12
Q

Discretionary dependencies are defined by the project team.

A

True

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13
Q

The project ____________________ is additional time added before the project’s due date to account for unexpected factors.

A

Buffer

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14
Q

____________________ is the number of workdays or work hours required to complete a task.

A

Effort

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15
Q

____________________—also called critical path analysis—is a network diagramming technique used to predict total project duration.

A

Critical path method

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16
Q

The activity ____________________ is a tabulation of activities to be included on a project schedule.

A

List

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17
Q

The critical path is the shortest path through the network diagram.

A

False

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18
Q

____________________ is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates.

A

PERT

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19
Q

To perform a(n) ____________________ simulation, in addition to the three-point estimate, you also collect probabilistic information for each activity duration estimate.

A

Monte Carlo

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20
Q

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

A

Scope

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21
Q

It is poor practice to use more than one approach for creating a cost estimate.

A

False

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22
Q

A dependency or ____________________ relates to the sequencing of project activities or tasks.

A

Relationship

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23
Q

Activity ____________________ involves reviewing the activity list and attributes, project scope statement, and milestone list to determine the relationships or dependencies between activities.

A

Sequencing

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24
Q

Activity sequencing involves reviewing the activity list and attributes, project scope statement, and milestone list to determine the relationships or dependencies between activities.

A

True

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25
Q

There is usually no cost or duration associated with a milestone

A

True

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26
Q

Critical chain scheduling considers limited resources when creating a project schedule.

A

True

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27
Q

You can prepare a team _________ to help promote teamwork and clarify team communications.

A

Contract

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28
Q

A WBS ____________________ is a document that describes WBS tasks in detail.

A

Dictionary

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29
Q

A(n) ____________________ is a significant event on a project.

A

Milestone

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30
Q

Lag time is a gap in time, such as waiting.

A

True

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31
Q

The project team should review an activity list and activity attributes with project stakeholders.

A

True

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32
Q

Fast ____________________ involves doing activities in parallel that you would normally do in sequence

A

tracking

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33
Q

There can be more than one critical path on a project.

A

True

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34
Q

A project _______________ is additional time added before the project’s due date.

A

buffer

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35
Q

Project ____________________ management involves defining and controlling what work is or is not included in a project.

A

scope

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36
Q

Project teams rarely estimate completion dates for milestones early in the scheduling process.

A

False

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37
Q

The WBS is a required input to the cost budgeting process.

A

True

38
Q

Project ____________________ involves devising and maintaining a workable scheme to ensure that the project meets its scope, time, and cost goals as well as organizational needs.

A

planning

39
Q

A WBS for building a house would have the entire project at ______ 1.

A

level

40
Q

The main output of the ____________________ development process is the project schedule.

A

schedule

41
Q

A(n) ____________________ is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project.

A

WBS

42
Q

The ____________________ is a network diagramming technique in which boxes represent activities.

A

PDM (Product data management)

43
Q

_____ refer(s) to all the work involved in creating the products of the project and the processes used to create them.

a) Deliverables
b) Milestones
c) Scope
d) Product development

A

c) Scope

44
Q

Which tool or technique for collecting requirements is often the most expensive and time consuming?

a) Interviews
b) Focus groups
c) Surveys
d) Observation

A

a) Intervies

45
Q

A ______ is a deliverable-oriented grouping of the work involved in a project that defines its total scope.

a. scope statement
b. WBS
c. WBS dictionary
d. work package

A

b) WBS

46
Q

What approach to developing a WBS involves writing down or drawing ideas in a nonlinear format?

a. top-down
b. bottom-up
c. analogy
d. mind mapping

A

d) Mind mapping

47
Q

Assume that you have a project with major categories called planning, analysis, design, and testing. What level of the WBS would these items fall under?

a. 0
b. 1
c. 2
d. 3

A

c) 2

48
Q

Which of the following is not a best practice that can help in avoiding scope problems on IT projects?

a. Keep the scope realistic.
b. Use off-the-shelf hardware and software whenever possible.
c. Follow good project management processes.
d. Don’t involve too many users in scope management.

A

d) Don’t involve too many users in scope management

49
Q

Why did McDonald’s terminate a large project after spending $170 million on it?

a. The company found a better technology.
b. The company decided to outsource the work.
c. The scope was too much to handle.
d. The government requirement that prompted the project was repealed.

A

c) The scope was too much to handle

50
Q

Scope ______ is often achieved by a customer inspection and then sign-off on key deliverables.

a. acceptance
b. validation
c. completion
d. close-out

A

b) validation

51
Q

Which of the following is not a suggestion for improving user input?

a. Develop a good project selection process for IT projects.
b. Have users on the project team.
c. Co-locate users with developers.
d. Only have meetings as needed, not on a regular basis.

A

d) Only have meetings as needed, not on a regular basis

52
Q

Project management software helps you develop a ______, which serves as a basis for creating Gantt charts, assigning resources, and allocating costs.

a. project plan
b. schedule
c. WBS
d. deliverable

A

c) WBS

53
Q

Scope refers to all the work involved in creating the products of the project and the processes used to create them.

A

TRUE
One of the most important and most difficult aspects of project management is defining the scope of a project. Scope refers to all the work involved in creating the products of the project and the processes used to create them.

54
Q

Deliverables are only product-related, such as a piece of hardware or software.

A

FALSE
Deliverables can be product-related, such as a piece of hardware or software, or process-related, such as a planning document or meeting minutes.

55
Q

Project scope management includes the processes involved in defining and controlling what is or is not included in a project.

A

TRUE
Project scope management includes the processes involved in defining and controlling what work is or is not included in a project. It 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.

56
Q

The scope management plan can be informal and broad or formal and detailed, based on the needs of the project.

A

TRUE
The scope management plan is a subsidiary part of the project management plan. It can be informal and broad or formal and detailed, based on the needs of the project.

57
Q

The project’s size, complexity, importance, and other factors do not affect how much effort is spent on collecting requirements for scope planning

A

FALSE
The project’s size, complexity, importance, and other factors affect how much effort is spent on collecting requirements.

58
Q

Information from the project charter provides a basis for further defining the project scope.

A

TRUE
The charter describes the high-level scope, time, and cost goals for the project objectives and success criteria, a general approach to accomplishing the project’s goals, and the main roles and responsibilities of important project stakeholders.

59
Q

Project scope statements must include the project boundaries, constraints, and assumptions.

A

FALSE
Project scope statements should include at least a product scope description, product user acceptance criteria, and detailed information on all project deliverables. It is also helpful to document other scope-related information, such as the project boundaries, constraints, and assumptions.

60
Q

The scope of a project is clear and specific from the start.

A

FALSE

As time progresses, the scope of a project should become more clear and specific.

61
Q

Many information technology projects also require detailed functional and design specifications for developing software, which also should be referenced in the detailed scope statement.

A

TRUE
Many IT projects require detailed functional and design specifications for developing software, which also should be referenced in the detailed scope statement.

62
Q

The project scope statement should reference supporting documents, such as product specifications that will affect what products are produced or purchased, or corporate policies, which might affect how products or services are produced.

A

TRUE
The project scope statement should reference supporting documents, such as product specifications that will affect what products are created or purchased, or corporate policies, which might affect how products or services are produced.

63
Q

The scope baseline in a WBS consists of the requirements documentation and enterprise environmental factors.

A

FALSE

The scope baseline includes the approved project scope statement and its associated WBS and WBS dictionary.

64
Q

The WBS is organized solely around project phases.

A

FALSE
A project team often organizes the WBS around project products, project phases, or the project management process groups.

65
Q

A work package represents one component of the product that the project aims to deliver.

A

FALSE
A work package is a task at the lowest level of the WBS. It represents the level of work that the project manager monitors and controls.

66
Q

A work package must always represent less than 80 hours of work.

A

FALSE
A work package represents the level of work that the project manager monitors and controls. If a project has a relatively short time frame and requires weekly progress reports, a work package might represent work completed in one week or less. If a project has a very long time frame and requires quarterly progress reports, a work package might represent work completed in one month or more.

67
Q

The tasks in a WBS must be developed as a sequential list of steps.

A

FALSE
A concern when creating a WBS is how to organize it to provide the basis for the project schedule. You should focus on what work needs to be done and how it will be done, not when it will be done. In other words, the tasks do not have to be developed as a sequential list of steps.

68
Q

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

A

FALSE
The executing 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.

69
Q

Many organizations provide different guidelines and templates for developing WBSs.

A

TRUE
Many organizations provide guidelines and templates for developing WBSs, as well as examples of WBSs from past projects. Microsoft Project 2010 comes with several templates, and more are available on Microsoft’s Web site and other sites.

70
Q

Mind mapping allows people to write and even draw pictures of ideas in a nonlinear format.

A

TRUE
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 nonlinear format. This more visual, less structured approach to defining and then grouping tasks can unlock creativity among individuals and increase participation and morale among teams.

71
Q

The format of the WBS dictionary is essentially the same for all projects.

A

FALSE
WBS dictionary is a document that provides detailed information about each WBS item. The format of the WBS dictionary can vary based on project needs.

72
Q

A unit of work should appear at only one place in the WBS.

A

TRUE
A basic principle of creating a good WBS and its WBS dictionary is that a unit of work should appear at only one place in the WBS.

73
Q

Scope creep if not managed well can lead to the failure of information technology projects.

A

TRUE
Even when the project scope is fairly well defined, many IT projects suffer from scope creep—the tendency for project scope to keep getting bigger and bigger. Many IT projects fail due to scope creep.

74
Q

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

a. variance
b. scope
c. deliverable
d. work package

A

C
Thee term deliverable describes a product created as part of a project. Deliverables can be product related, such as a piece of hardware or software, or process-related, such as a planning document or meeting minutes.

75
Q

Scope refers to:

a. each level of work that is outlined in a work breakdown structure.
b. the end product created as part of a project that is delivered to the client.
c. tasks that are decomposed into smaller tasks in a work breakdown structure.
d. the work involved in creating the products and the processes used to create them

A

D

Scope refers to all the work involved in creating the products of the project and the processes used to create them.

76
Q

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

a. Collecting requirements
b. Defining scope
c. Controlling scope
d. Validating scope

A

A
Collecting requirements involves defining and documenting the features and functions of the products for the project as well as the processes used for creating them. The project team creates requirements documentation and a requirements traceability matrix as outputs of the requirements collection process.

77
Q

_____ involves reviewing the project charter, requirements documents, and organizational process assets to create a scope statement, adding more information as requirements are developed and change requests are approved.

a. Creating scope
b. Defining scope
c. Controlling scope
d. Validating scope

A

B
Defining scope involves reviewing the scope management plan, project charter, requirements documents, and organizational process assets to create a scope statement, adding more information as requirements are developed and change requests are approved.

78
Q

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

a. Creating scope
b. Defining scope
c. Controlling scope
d. Validating scope

A

D
Validating scope involves formalizing acceptance of the project deliverables. Key project stakeholders, such as the customer and sponsor for the project, inspect and then formally accept the deliverables during this process.

79
Q

Creating the WBS is a subprocess associated with the _____ process in project scope management.

a. planning
b. monitoring and controlling
c. closing
d. executing

A

A

Creating the WBS is a subprocess associated with the planning process of the project scope management.

80
Q

The ______ documents how project needs will be analyzed, documented, and managed.

a. requirements traceability matrix
b. requirements management plan
c. WBS
d. project scope statement

A

B

The requirements management plan documents how project requirements will be analyzed, documented, and managed.

81
Q

Generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization is known as _____.

a. variance
b. benchmarking
c. prototyping
d. decomposition

A

B
Benchmarking, or generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization, can be used to collect requirements

82
Q

A(n) _____ is a table that lists requirements, their various attributes, and the status of the requirements to ensure that all are addressed.

a. requirements traceability matrix
b. Gantt chart
c. state transition table
d. entity-attribute-value model

A

A
A requirements traceability matrix (RTM) is a table that lists requirements, their various attributes, and the status of the requirements to ensure that all are addressed.

83
Q

A(n) _____ is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project.

a. project charter
b. business case
c. project scope statement
d. work breakdown structure

A

D
After collecting requirements and defining scope, the next step in project scope management is
to create a work breakdown structure. A work breakdown structure (WBS) is a deliverable oriented grouping of the work involved in a project that defines its total scope

84
Q

The main technique used in creating a WBS is _____, which involves subdividing project deliverables into smaller pieces.

a. conglomeration
b. accumulation
c. decomposition
d. catalyzation

A

C
The main tool or technique involved in creating a WBS is decomposition—that is, subdividing project deliverables into smaller pieces.

85
Q

A(n) ____ is a task at the lowest level of the WBS.

a. variance
b. objective
c. deliverable
d. work package

A

D

A work package is a task at the lowest level of the WBS.

86
Q

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

a. project charter
b. scope statement
c. WBS
d. Gantt chart

A

B
The scope statement should list and describe all of the deliverables required for the project. It is very important to ensure consistency between the project charter, scope statement, WBS, and Gantt chart to define the scope of the project accurately.

87
Q

In the _____approach for constructing a WBS, you use a similar project’s WBS as a starting point.

a. top-down
b. bottom-up
c. mind-mapping
d. analogy

A

D
A method for constructing a WBS is the analogy approach. In the analogy approach, you use a similar project’s WBS as a starting point.

88
Q

The _____ approach for constructing a WBS involves refining the work into greater and greater levels of detail.

a. analogy
b. bottom-up
c. top-down
d. mind mapping

A

C
To use the top-down approach, start with the largest items of the project and break them into subordinate items. This process involves refining the work into greater and greater levels of detail.

89
Q

The _____ approach for constructing a WBS starts with the largest items of the project and breaks them into subordinate items.

a. analogy
b. bottom-up
c. top-down
d. mind mapping

A

C
To use the top-down approach, start with the largest items of the project and break them
into subordinate items. The top-down approach is best suited to project managers who have vast technical insight and a big-picture perspective.

90
Q

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. analogy
b. bottom-up
c. top-down
d. mind mapping

A

B
In the bottom-up approach, team members first identify as many specific tasks related to the project as possible. They then aggregate the specific tasks and organize them into summary activities, or higher levels in the WBS. Project managers often use the bottom-up approach for projects that represent entirely new systems or approaches to doing a job, or to help create buy-in and synergy with a project team.

91
Q

The _____ technique for creating a WBS uses branches radiating from a core idea to structure thoughts and ideas instead of writing down tasks in a list or immediately trying to create a structure for tasks.

a. analogy
b. bottom-up
c. top-down
d. mind mapping

A

D
Mind mapping is a technique that uses branches radiating from a core idea to structure thoughts and ideas.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 nonlinear format.

PM Chapter 5 - Project Scope Management (1 decks)

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