Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

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, computer, and construction industries. a. True b. False ANSWER: True Feedback: Until the 1980s, project management primarily focused on providing schedule and RATIONALE: resource data to top management in the military, computer, and construction industries.

Today’s project management involves much more, and people in every industry and every country manage projects.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.2 LEARNING OBJECTIVES: INFO.SCHW.14.1 - LO: 1-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Introduction KEYWORDS: Bloom's: Knowledge 2. A difference between operations and projects is that operations end when their objectives have been reached, whereas projects do not. a. True b. False ANSWER: False Feedback: Projects are different from operations in that they end when their objectives have RATIONALE: been reached or the project has been terminated.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.4 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 3. Every project should have a well-defined objective. a. True b. False ANSWER: True Feedback: A project has a unique purpose. Every project should have a well-defined RATIONALE: objective.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.6 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management KEYWORDS:

Bloom's: Knowledge

4. Projects should be developed in increments. a. True b. False ANSWER: True Feedback: A project is developed using progressive elaboration. Projects are often defined RATIONALE: broadly when they begin, and as time passes, the specific details of the project become clearer. Therefore, projects should be developed in increments.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.6 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 5. Resources in a project should be used effectively because they are limited. a. True b. False ANSWER: True Feedback: A project requires resources, often from various areas. Resources, however, are RATIONALE: limited and must be used effectively to meet project and other corporate goals.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 6. A project manager’s primary role is to provide the funding for a project. a. True b. False ANSWER: False Feedback: A project sponsor usually provides the direction and funding for a project.

RATIONALE: POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 7. One of the main reasons why project management is challenging is because of the factor of uncertainty.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management a. True b. False ANSWER: RATIONALE:

True Feedback: A project involves uncertainty. Every project is unique and thus it is sometimes difficult to define its objectives clearly, estimate how long it will take to complete, or determine how much it will cost. This uncertainty is one of the main reasons project management is so challenging.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 8. Questions about how a team will track schedule performance is related to a project’s scope. a. True b. False ANSWER: False Feedback: Project scope deals with questions such as, “What work will be done as part of the RATIONALE: project?”, “What unique product, service, or result does the customer or sponsor expect from the project?”, or “How will the scope be verified?”

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 9. In order to be realistic, a project manager should always set discrete goals instead of a range of objectives. a. True b. False ANSWER: False Feedback: Projects involve uncertainty and limited resources. Thus they rarely finish RATIONALE:

according to their original scope, time, and cost goals. Instead of discrete target goals, it is often more realistic to set a range of goals.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.8 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 10. Managing the triple constraint primarily involves making trade-offs between resources and quality.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management a. True b. False ANSWER: RATIONALE:

False Feedback: Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project. Experienced project managers know that one must decide which aspect of the triple constraint is most important.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.9 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 11. The only responsibility of a project manager is to meet the specific scope, time, and cost goals of a project. a. True b. False ANSWER: False Feedback: Project managers must strive not only to meet specific scope, time, cost, and RATIONALE: quality goals of projects but also facilitate the entire process to meet the needs and expectations of people involved in project activities or affected by them.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.9 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 12. A project’s stakeholders includes its customers, users, and suppliers. a. True b. False ANSWER: True Feedback: Stakeholders are the people involved in or affected by project activities, and RATIONALE:

include the project sponsor, project team, support staff, customers, users, suppliers, and even opponents of a project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.10 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 13. Opponents of a project do not belong to the category of stakeholders.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management a. True b. False ANSWER: RATIONALE:

False Feedback: Stakeholders 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 of a project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.10 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 14. The importance of stakeholders’ needs and expectations is limited to the beginning of a project. a. True b. False ANSWER: False Feedback: Stakeholders’ needs and expectations are important in the beginning and RATIONALE:

throughout the life of a project. Successful project managers develop good relationships with project stakeholders to understand and meet their needs and expectations.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.11 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 15. Project procurement management primarily involves identifying stakeholder needs while managing their engagement throughout the life of the project. a. True b. False ANSWER: False Feedback: Project management knowledge areas describe the key competencies that project RATIONALE: managers must develop. Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 16. The primary role of project stakeholder management is to ensure that the project will satisfy the stated needs for which

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management it was undertaken. a. True b. False ANSWER: RATIONALE:

False Feedback: Project management knowledge areas describe the key competencies that project managers must develop. Project stakeholder management includes identifying and analyzing stakeholder needs while managing and controlling their engagement throughout the life of the project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 17. Project human resource management is concerned with making effective use of the people involved with a project. a. True b. False ANSWER: True Feedback: Project management knowledge areas describe the key competencies that project RATIONALE: managers must develop. Project human resource management is concerned with making effective use of the people involved with the project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 18. Stakeholder analyses, work requests, and project charters are tools used in integration management. a. True b. False ANSWER: True Feedback: Project selection methods, project management methodologies, stakeholder RATIONALE: analyses, work requests, and project charters are some of the tools used in integration management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management 19. Earned value management is a tool primarily used in human resource management. a. True b. False ANSWER: False Feedback: Project budgets, net present value, return on investment, payback analysis, and RATIONALE: earned value management are tools used in cost management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 20. Responsibility assignment matrices and project organizational charts are examples of tools used in procurement management. a. True b. False ANSWER: False Feedback: Motivation techniques, empathic listening, responsibility assignment matrices, RATIONALE:

project organizational charts, and team building exercises are tools used in human resource management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 21. Maturity models, statistical methods, and test plans are examples of tools used in quality management. a. True b. False ANSWER: True Feedback: Quality metrics, maturity models, statistical methods, and test plans are some of RATIONALE: the tools used in quality management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 22. According to a 2013 CHAOS study, user involvement is the most important factor that contributes to the success of IT projects.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management a. True b. False ANSWER: False RATIONALE: Feedback: Executive support is the most important factor, followed by user involvement.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.16 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 23. Project managers work with the project sponsors to define success for particular projects. a. True b. False ANSWER: True RATIONALE: Feedback: Project managers work with the project sponsors, the project team, and other stakeholders to meet project goals. They also work with sponsors to define success for particular projects.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.17 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 24. Good project managers assume that their definition of success is the same as the sponsors. a. True b. False ANSWER: False RATIONALE: Feedback: Good project managers do not assume that their definition of success is the same as the sponsors. They take the time to understand their sponsors’ expectations and then track project performance based on important success criteria.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.17 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 25. Program managers are change agents. a. True b. False

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management ANSWER: RATIONALE:

True Feedback: Program managers are responsible for more than the delivery of project results.

They are change agents responsible for the success of products and processes developed by these projects.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.18 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Program and Project Portfolio Management KEYWORDS: Bloom's: Comprehension 26. Effective program managers recognize that managing a project is much more complex than managing a program. a. True b. False ANSWER: False RATIONALE: Feedback: Effective program managers recognize that managing a program is much more complex than managing a single project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.18 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Program and Project Portfolio Management KEYWORDS: Bloom's: Comprehension 27. Individual projects always address strategic goals whereas portfolio management addresses tactical goals. a. True b. False ANSWER: False RATIONALE: Feedback: Tactical goals are generally more specific and short-term than strategic goals, which emphasize long-term goals for an organization. Individual projects often address tactical goals, whereas portfolio management addresses strategic goals.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.19 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Program and Project Portfolio Management KEYWORDS: Bloom's: Comprehension 28. It is mandatory for project managers working on large information technology projects to be experts in the field of information technology. a. True b. False

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management ANSWER: RATIONALE:

False Feedback: Project managers for large IT projects do not have to be experts in the field of IT, but they must have working knowledge of various technologies and understand how the project would enhance the business.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.25 LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Role of the Project Manager KEYWORDS: Bloom's : Comprehension 29. To be a successful manager, the only skills an IT project manager needs to possess is excellent technical skills. a. True b. False ANSWER: False RATIONALE: Feedback: IT project managers must be willing to develop more than their technical skills to be productive team members and successful project managers. Everyone, no matter how technical they are, should develop business and soft skills.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.25 LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Role of the Project Manager KEYWORDS: Bloom's: Comprehension 30. The introduction of new software makes basic tools, such as Gantt charts and network diagrams, inexpensive and easy to create. a. True b. False ANSWER: True RATIONALE: Feedback: As computer hardware became smaller and more affordable and software companies developed graphical, easy-to-use interfaces, project management software became less expensive and more widely used. New software makes basic tools such as Gantt charts and network diagrams inexpensive, easy to create, and available for anyone to update.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.29 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 31. The enterprise project management software, which aids project and portfolio management, is a low-end tool.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management a. True b. False ANSWER: RATIONALE:

False Feedback: A category of project management software is high-end tools, sometimes referred to as enterprise project management software. These tools provide robust capabilities to handle very large projects and dispersed workgroups.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge Multiple Choice 32. Which of the following is a difference between projects and operations? a. Projects are undertaken to sustain an organization’s business whereas operations are not. b. Operations are undertaken to create unique products, services, or results whereas projects are not. c. Projects are temporary endeavors whereas an organization’s operations are ongoing in nature. d. Operations have well-defined objectives whereas projects do not need to have a unique purpose.

ANSWER: c Feedback: A project is “a temporary endeavor undertaken to create a unique product, RATIONALE:

service, or result.” Operations, on the other hand, is work done in organizations to sustain the business.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.4 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 33. Which of the following is true of projects? a. They have an indefinite beginning and end. b. They have a unique purpose. c. They are developed using regressive elaboration. d. They are permanent in nature.

ANSWER: b Feedback: One of the attributes of projects is that they has have a unique purpose. Every RATIONALE: project should have a well-defined objective.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.6 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 34. The role of a is to provide direction and funding for a project. a. project sponsor b. project manager c. support staff member d. project team ANSWER: a Feedback: Most projects have many interested parties or stakeholders, but someone must RATIONALE:

take the primary role of sponsorship. The project sponsor usually provides the direction and funding for the project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 35. Galaxy, a construction company, buys a particular brand of tiles manufactured by Tiles and Floors, an eco-friendly tile manufacturing company. However, Tiles and Floors has declared bankruptcy and closed down. At present, Galaxy is facing a crisis because there are no other manufacturers in the market that supplies eco-friendly tiles. Which of the following constraints is Galaxy currently facing? a. Resources b. Time c. Scope d. Cost ANSWER: a Feedback: Every project is constrained in different ways. For some projects, resources are RATIONALE: the main concern.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.9 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking TOPICS: What is a Project?

KEYWORDS: Bloom's: Application 36. Steve, an engineer in a construction company, is at present working on a home construction project. The home is being built for the Robinson family, the owners of the home. Steve is working with his project team and support staff to ensure the project is completed on time. In such a scenario, the project sponsor is . a. Steve b. the support staff c. the project team d. the Robinson family ANSWER: d Feedback: Stakeholders are the people involved in or affected by project activities, and RATIONALE:

include the project sponsor, project team, support staff, customers, among others. In a home construction project, the project sponsors would be the potential new homeowners.

POINTS:

1

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management DIFFICULTY: Difficulty: Challenging REFERENCES: p. 10 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking TOPICS: What is Project Management?

KEYWORDS: Bloom's: Application 37. Project management involves defining and managing all the work required to complete the project successfully. a. human resource b. scope c. time d. cost ANSWER: b RATIONALE: Feedback: Project management knowledge areas describe the key competencies that project managers must develop. Project scope management involves defining and managing all the work required to complete the project successfully.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 38. Project management ensures that the project will satisfy the stated or implied needs for which it was undertaken. a. cost b. time c. risk d. quality ANSWER: d Feedback: Project management knowledge areas describe the key competencies that project RATIONALE: managers must develop. Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 39. Which of the following project management knowledge areas primarily involve generating, collecting, disseminating, and storing project information? a. Project cost management b. Project procurement management c. Project time management d. Project communications management ANSWER: d Feedback: Project management knowledge areas describe the key competencies that project RATIONALE: managers must develop. Project communications management involves generating, collecting, disseminating, and storing project information.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 40. Project procurement management mainly involves: a. making effective use of the people involved with the project. b. buying goods and services for a project from outside the performing organization. c. generating, collecting, disseminating, and storing project information. d. identifying and analyzing stakeholder needs while managing and controlling their engagement.

ANSWER: b Feedback: Project management knowledge areas describe the key competencies that project RATIONALE: managers must develop. Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.

POINTS: 1 DIFFICULTY: Difficult: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 41. Which of the following project management knowledge areas is an overarching function that affects and is affected by the different knowledge areas? a. Project cost management b. Project stakeholder management c. Project integration management d. Project communications management ANSWER: c Feedback: Project management knowledge areas describe the key competencies that project RATIONALE: managers must develop. Project integration management is an overarching function that affects and is affected by all of the other knowledge areas.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 42. An important tool for project scope management is a. fast tracking b. crashing c. a Gantt chart d. a work breakdown structure

.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management ANSWER: RATIONALE:

d Feedback: Scope management uses scope statements, work breakdown structures, statements of work, requirements analyses, scope management plans, scope verification techniques, and scope change controls.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 43. Which of the following tools are most likely to be used in project time management? a. Payback analysis b. Impact matrices c. Gantt charts d. Fishbone diagrams ANSWER: c Feedback: Time management uses Gantt charts, project network diagrams, critical path RATIONALE: analysis, crashing, fast tracking, and schedule performance measurements.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 44. Fast tracking is an example of a tool used in management. a. time b. quality c. communication d. risk ANSWER: a Feedback: Time management tools include Gantt charts, project network diagrams, critical RATIONALE: path analysis, crashing, fast tracking, and schedule performance measurements.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 45. In which of the following areas of management is payback analysis most likely to be used? a. Human resource b. Communication c. Cost d. Quality ANSWER: c Feedback: Tools used in cost management include payback analysis, earned value RATIONALE: management, project portfolio management, and cost estimates among others.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 46. A is a tool used in quality management. a. probability matrice b. checklist c. request for proposal d. critical path analysis ANSWER: b Feedback: Quality management uses include quality metrics, checklists, quality control RATIONALE: charts, Pareto diagrams, and fishbone diagrams among others.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 47. Team building exercises and motivation techniques are tools used in management. a. procurement b. scope c. human resource d. cost ANSWER: c Feedback: Motivation techniques, empathic listening, resource histograms, and team building RATIONALE: exercises are tools used in human resource management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.13 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 48. Which of the following tools can best help in efficient communication management? a. Kick-off meetings b. Impact matrices c. Requests for quotes d. Fast tracking ANSWER: a RATIONALE: Feedback: Kick-off meetings are an important tool in project communication management.

Other tools in project communication management are communications management plans, conflict management, communications media selection, and progress reports.

POINTS: 1 DIFFICULTY: Difficulty: Moderate

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management REFERENCES: p.14 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 49. A is a tool used in risk management. a. work breakdown structure b. project organizational chart c. critical path analysis d. probability matrice ANSWER: d RATIONALE: Feedback: Risk management plans, risk registers, probability/impact matrices, and risk rankings are different tools used in risk management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.14 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 50. Which of the following statements is true of project management? a. It is a simple discipline with a limited scope. b. It has specific tools which work universally across all kinds of projects. c. It does not guarantee successes for all projects. d. Its framework consists solely of project management knowledge areas.

ANSWER: c RATIONALE: Feedback: Despite its advantages, project management is a very broad, often complex discipline. What works for one project may not work for another. Thus it is essential for project managers to continue to develop their knowledge and skills in managing projects.

POINTS: 1 DIFFICULTY: Difficulty:Moderate REFERENCES: p.14-15 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 51. Which of the following is true of program managers? a. They report to project managers who represent the next level in the hierarchy. b. They recognize that managing a program is simpler than managing a project. c. They provide leadership and direction for project managers heading the projects within a program. d. They are responsible solely for the delivery of project results.

ANSWER: c RATIONALE: Feedback: A program manager provides leadership and direction for the project managers heading the projects within a program. Program managers also coordinate the efforts of

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management project teams, functional groups, suppliers, and operations staff supporting the projects to ensure that products and processes are implemented to maximize benefits.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.18 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Program and Project Portfolio Management KEYWORDS: Bloom's: Comprehension 52. Which of the following is a difference between project management and portfolio management? a. Project management involves making wise investment decisions whereas portfolio management does not. b. Portfolio management is an easy task whereas project management is a more difficult task. c. Portfolio management asks questions like, “Are we carrying out projects efficiently?” whereas project management asks questions such as “Are we investing in the right areas?” d. Project management addresses specific, short-term goals whereas portfolio management focuses on long-term goals.

ANSWER: d RATIONALE: Feedback: Individual projects often address tactical goals, whereas portfolio management addresses strategic goals. Tactical goals are generally more specific and short-term than strategic goals.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.19 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Program and Project Portfolio Management KEYWORDS: Bloom's: Comprehension 53. A difference between strategic and tactical goals is that: a. strategic goals are more specific than tactical goals. b. tactical goals encompass broader dimensions than strategic goals. c. tactical goals are more important for a project than strategic goals. d. strategic goals are long-term in nature whereas tactical goals are short-term.

ANSWER: d RATIONALE: Feedback: Tactical goals are generally more specific and short-term than strategic goals, which emphasize long-term goals for an organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.19 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Program and Project Portfolio Management KEYWORDS: Bloom's: Comprehension

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management 54. Which of the following questions reflect the strategic goals of project portfolio management? a. Are we carrying out projects well? b. Are projects on time and on budget? c. Are we investing in the right areas? d. Do stakeholders know what they should be doing?

ANSWER: c RATIONALE: Feedback: The strategic goals of project portfolio management raise questions such as “Are we working on the right projects?”, “Are we investing in the right areas?”, and “Do we have the right resources to be competitive?”

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.19 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Program and Project Portfolio Management KEYWORDS: Bloom's: Comprehension 55. Martha works as a project manager at a bank. Due to certain changes in external factors, Martha needs to make a few alterations in the tactical goals of her project. In such a scenario, which of the following will best help Martha cope with the change? a. Negotiation b. Project environment knowledge c. Motivation d. Soft skills ANSWER: b RATIONALE: Feedback: The project environment differs from organization to organization and project to project, but some skills will help in almost all project environments. These skills include understanding change and understanding how organizations work within their social, political, and physical environments. Project managers must be comfortable leading and handling change, because most projects introduce changes in organizations and involve changes within the projects themselves.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.24 LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking TOPICS: The Role of the Project Manager KEYWORDS: Bloom's: Application 56. Joe is a project manager in an IT company and has over the years, gained substantial knowledge in his area of work.

However, while managing his team, he often loses his temper. In addition, he fails to be an active listener when his team members approach him with work related challenges. In which of the following areas does Joe need to develop his skills in? a. Application area knowledge b. Project environment knowledge c. Standards and regulations d. Human relations skills ANSWER: d RATIONALE: Feedback: Achieving high performance on projects requires soft skills, otherwise called

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management human relations skills. Project managers need good soft skills to understand, navigate, and meet stakeholders’ needs and expectations. They need to be able to listen actively to what others are saying, help develop new approaches for solving problems, and then persuade others to work toward achieving project goals.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.24 LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking TOPICS: The Role of the Project Manager KEYWORDS: Bloom's: Application 57. Which of the following best defines the role of leaders? a. They focus on short-term objectives. b. They work on achieving primarily tactical goals. c. They work solely toward day-to-day details of meeting specific tasks. d. They inspire people to reach goals.

ANSWER: d RATIONALE: Feedback: Generally, a leader focuses on long-term goals and big-picture objectives while inspiring people to reach those goals.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 26 LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Role of the Project Manager KEYWORDS: Bloom's: Knowledge 58. A Gantt chart is a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a format. a. calendar b. line graph c. bar graph d. pie chart ANSWER: a RATIONALE: Feedback: A Gantt chart was developed by Henry Gantt for scheduling work in factories. A Gantt chart is a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in calendar form.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 28 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 59. A critical path:

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management a. is the shortest path through a network diagram. b. represents schedule information in calendar form. c. determines the earliest completion date of a project. d. is a quality management tool to ensure a project meets the minimum quality standards.

ANSWER: c RATIONALE: Feedback: The critical path is the longest path through a network diagram that determines the earliest completion of a project. It shows which tasks affect the target completion date of a project, and it can change as work proceeds and more information becomes available.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 29 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Comprehension 60. A is an organizational group responsible for coordinating the project management function throughout an organization. a. Project Management Office b. Project Management Professional c. Project Management Center d. Portfolio Group ANSWER: a RATIONALE: Feedback: In the 1990s, many companies began creating Project Management Offices to help them handle the increasing number and complexity of projects. A Project Management Office (PMO) is an organizational group responsible for coordinating the project management function throughout an organization.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 30 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 61. Which of the following provides certification as a Project Management Professional? a. PMS b. PMC c. PMI d. PMP ANSWER: c RATIONALE: Feedback: PMI or the Project Management Institute provides certification as a Project Management Professional (PMP). A Project Management Professional (PMP) is someone who has documented sufficient project experience and education, agreed to follow the PMI code of professional conduct, and demonstrated knowledge of project management by passing a comprehensive examination.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.33

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 62. Which of the following refers to a set of principles that guides decision making based on personal values of what is considered right and wrong? a. Ethics b. Civics c. Laws d. Politics ANSWER: a RATIONALE: Feedback: Ethics is a set of principles that guides decision making based on personal values of what is considered right and wrong. Making ethical decisions is an important part of project managers’ personal and professional lives because it generates trust and respect with other people.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.34 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 63. Which of the following is true of low-end tools of the project management software? a. They are designed for especially large projects with multiple users. b. Their main advantage is that they have unlimited functionality. c. They provide basic project management features. d. They are referred to as an enterprise project management software.

ANSWER: c RATIONALE: Feedback: In a project management software, low-end tools provide basic project management features and are often recommended for small projects and single users.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 64. Which of the following types of tools is usually recommended for small projects and single users? a. Low-end b. Midrange c. High-end d. Upper range ANSWER: a RATIONALE: Feedback: Low-end tools provide basic project management features and generally cost less than $200 per user. They are often recommended for small projects and single users.

POINTS: 1

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management DIFFICULTY: Difficulty: Easy REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 65. Enterprise project management softwares are also known as tools of project management software. a. baseline b. midrange c. low-end d. high-end ANSWER: d RATIONALE: Feedback: Project management software tools can be divided into three general categories based on functionality and price. One of these tools are high-end tools which are sometimes referred to as enterprise project management software.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 66. Which of the following is a difference between low-end and midrange tools of the project management software? a. Low-end tools are designed to handle primarily multiple users whereas midrange tools are created to handle single users. b. Low-end tools provide robust capabilities to handle dispersed workgroups whereas midrange tools do not. c. Midrange tools provide basic project management features whereas low-end tools offer enterprise and portfolio management functions. d. Midrange tools are designed to handle larger projects than low-end tools.

ANSWER: d RATIONALE: Feedback: In a project management software, midrange tools is a step up from low-end tools.

They are designed to handle larger projects, multiple users, and multiple projects.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Comprehension Completion 67. Until the 1980s, project management primarily focused on providing the military, computer, and construction industries.

ANSWER: schedule

and resource data to top management in

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.2 LEARNING OBJECTIVES: INFO.SCHW.14.1 - LO: 1-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Introduction KEYWORDS: Bloom's: Knowledge 68. A(n) is a temporary endeavor undertaken to create a unique product, service, or result.

ANSWER: project POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.4 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 69. refers to work done in organizations to sustain the business.

ANSWER: Operations POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.4 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 70. include people, hardware, software, or other assets.

ANSWER: Resources POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.6 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 71. A project’s sponsor is also known as a(n) .

ANSWER: primary customer POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 72. In project management, the three limitations of scope, time, and cost are referred to as the ANSWER: triple constraint POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge

.

73. The question, “What unique product does the customer expect from the project?” is an example of a(n) constraint.

ANSWER: scope POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 74. The question, “What is the project’s schedule?” is an example of a(n) ANSWER: time POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Product?

KEYWORDS: Bloom's: Comprehension 75. “What is the project’s budget?” This is an example of a project’s ANSWER: cost POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Product?

KEYWORDS: Bloom's: Knowledge

constraint.

constraint.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management 76. The of project management includes quality, scope, time, and cost constraints.

ANSWER: quadruple constraint POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.9 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project?

KEYWORDS: Bloom's: Knowledge 77. is “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.”

ANSWER: Project management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.9 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 78. Project management describe the key competencies that project managers must develop.

ANSWER: knowledge areas POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.11 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Knowledge 79. Project management includes estimating how long it will take to complete work, develop an acceptable project schedule, and ensure timely completion of a project.

ANSWER: time POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 80. Project ANSWER: POINTS:

management consists of preparing and managing the budget for a project. cost 1

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management DIFFICULTY: Difficulty: Moderate REFERENCES: p.12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 81. A(n) is “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”

ANSWER: program POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.17 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Program and Portfolio Management KEYWORDS: Bloom's: Knowledge 82. refers to the process in which organizations group and manage projects and programs as a cluster of investments that contribute to the entire enterprise’s success.

ANSWER: Project portfolio management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.18 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Program and Portfolio Management KEYWORDS: Bloom's: Knowledge 83. software integrates information from multiple projects to show the status of active, approved, and future projects across an entire organization.

ANSWER: Portfolio project management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.21-22 LEARNING OBJECTIVES: INFO.SCHW.14.4 - LO: 1-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Program and Portfolio Management KEYWORDS: Bloom's: Knowledge 84. Soft skills are also known as skills.

ANSWER: human relations POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.24

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Role of the Project Manager KEYWORDS: Bloom's: Knowledge 85. The critical path is the path through a network diagram that determines the earliest completion of a project.

ANSWER: longest POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.29 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Comprehension 86. The is an international professional society for project managers founded in 1969.

ANSWER: Project Management Institute POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.32 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 87. Passing the CPA exam is a standard for accountants. Similarly, passing the PMP exam is becoming a standard for .

ANSWER: project managers POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.33 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Comprehension 88. Ethics is a set of principles that guides decision making based on ANSWER: personal values POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.34 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Project Management Profession

of what is considered right and wrong.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management KEYWORDS:

Bloom's: Comprehension

89. tools, a step up from low-end tools, are designed to handle larger projects, multiple users, and multiple projects.

ANSWER: Midrange POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge 90. High-end tools in project management software have enterprise and individual project information to provide an enterprise view of all projects.

ANSWER: portfolio management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Comprehension

functions that summarize and combine

91. High-end tools are generally licensed on a(n) basis.

ANSWER: per-user POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.36 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Knowledge Essay 92. Describe the triple constraint. What are the three components and what is the relationship between them?

ANSWER: Every project is constrained in different ways by its scope, time, and cost goals. These limitations are sometimes referred to in project management as the triple constraint. To create a successful project, a project manager must consider scope, time, and cost and balance these three often-competing goals. He or she must consider the following: Scope: This goal involves questions such as, “What work will be done as part of the project?

What unique product, service, or result does the customer or sponsor expect from the project?

How will the scope be verified?”

Time: This goal encompasses questions such as, “How long should it take to complete the project? What is the project’s schedule? How will the team track actual schedule

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management performance? Who can approve changes to the schedule?”

Cost: This goals deals with questions such as, “What should it cost to complete the project?

What is the project’s budget? How will costs be tracked? Who can authorize changes to the budget?”

Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project. Experienced project managers know that they must decide which aspect of the triple constraint is most important. If time is most important, one must change the initial scope and/or cost goals to meet the schedule. If scope goals are most important, one may need to adjust time and/or cost goals.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 7-9 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is a Project?

KEYWORDS: Bloom's: Comprehension 93. List and describe each of the ten project management knowledge areas.

ANSWER: Project management knowledge areas describe the key competencies that project managers must develop. These are as follows: (1) Project scope management involves defining and managing all the work required to complete the project successfully.

(2) Project time management includes estimating how long it will take to complete the work, developing an acceptable project schedule, and ensuring timely completion of the project.

(3) Project cost management consists of preparing and managing the budget for the project.

(4) Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.

(5) Project human resource management is concerned with making effective use of the people involved with the project.

(6) Project communications management involves generating, collecting, disseminating, and storing project information.

(7) Project risk management includes identifying, analyzing, and responding to risks related to the project.

(8) Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.

(9) Project stakeholder management includes identifying and analyzing stakeholder needs while managing and controlling their engagement throughout the life of the project.

(10) Project integration management is an overarching function that affects and is affected by all of the other knowledge areas.

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.11-12 LEARNING OBJECTIVES: INFO.SCHW.14.3 - LO: 1-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Management?

KEYWORDS: Bloom's: Comprehension 94. What are some of the qualities of a good project manager? Explain.

ANSWER: Project managers often take on the role of both leader and manager. Good project managers know that people make or break projects, so they must set a good example to lead their team to success. They are aware of the greater needs of their stakeholders and organizations, so they are visionary in guiding their current projects and in suggesting future ones. Companies that excel in project management grow project “leaders,” emphasizing development of business and communication skills. Yet good project managers must also focus on getting the job done by paying attention to the details and daily operations of each task. The best project managers have leadership and management characteristics; they are visionary yet focused on the bottom line. Above all else, good project managers focus on achieving positive results.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.26-27 LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Role of the Project Manager KEYWORDS: Bloom's: Comprehension 95. Discuss the PMP certification. What are the advantages of obtaining PMP certification?

ANSWER: The Project Management Institute (PMI) provides certification as a Project Management Professional (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.

Organizations that support PMP certification see the value of investing in programs to improve their employees’ knowledge in project management. Many employers today require specific certifications to ensure their workers have current skills, and job seekers find that they often have an advantage when they earn and maintain marketable certifications.

Passing the PMP exam is becoming a standard for project managers. Project management certification is also enabling professionals in the field to share a common base of knowledge.

Sharing a common base of knowledge is important because it helps advance the theory and practice of project management. PMI also offers additional certifications, including agile techniques, scheduling, risk, and program management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.33 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 1: Introduction to Project Management TOPICS: KEYWORDS:

The Project Management Profession Bloom's: Comprehension

96. Discuss the PMI Code of Ethics and Professional Conduct.

ANSWER: PMI approved a new Code of Ethics and Professional Conduct that took effect in January 2007. This code applies not only to PMPs, but to all PMI members and individuals who hold a PMI certification, apply for 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 one is not affiliated with PMI, these guidelines can help one conduct their 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 Ethics and Professional Conduct includes short chapters addressing vision and applicability, responsibility, respect, fairness, and honestly.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.34 LEARNING OBJECTIVES: INFO.SCHW.14.6 - LO: 1-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Project Management Profession KEYWORDS: Bloom's: Comprehension

Test Bank For Information Technology Project Management 8th Edition by Kathy Schwalbe Chapter 1_13

Chapter 2: The Project Management and Information Technology Context True / False 1. Project managers should lead projects in isolation in order to truly serve the needs of the organization. a. True b. False ANSWER: False RATIONALE: Feedback: Even though projects are temporary and intended to provide a unique product or service, you cannot run projects in isolation. If project managers lead projects in isolation, it is unlikely that they will ever truly serve the needs of the organization.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Comprehension 2. Using a systems approach is critical to successful project management. a. True b. False ANSWER: True POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Comprehension 3. Systems analysis addresses the business, technological, and organizational issues associated with creating, maintaining, and modifying a system. a. True b. False ANSWER: False RATIONALE: Feedback: Systems management addresses the business, technological, and organizational issues associated with creating, maintaining,and modifying a system.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 4. Project managers and their teams must keep in mind the effects of any project on the interests and needs of the entire Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context system or organization instead of focusing on the immediate concerns of the project. a. True b. False ANSWER: True RATIONALE: Feedback: Although it is easier to focus on the immediate and sometimes narrow concerns of a particular project, project managers and other staff must keep in mind the effects of any project on the interests and needs of the entire system or organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.46 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Comprehension 5. When you separate business and organizational issues from project management planning, you do a better job of ensuring project success. a. True b. False ANSWER: False RATIONALE: Feedback: When you integrate business and organizational issues into project management planning and look at projects as a series of interrelated phases, you do a better job of ensuring project success.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.47 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Comprehension 6. According to the symbolic frame, the most important aspect of any event in an organization is not what actually happened, but what it means. a. True b. False ANSWER: True Feedback: The symbolic frame focuses on symbols and meanings. In this frame, the most RATIONALE: important aspect of any event in an organization is not what actually happened, but what it means.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.48 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context KEYWORDS:

Bloom's: Knowledge

7. Most colleges and universities have very strong functional organizations. a. True b. False ANSWER: True POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.49 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 8. An organization that uses a project organizational structure earns their revenue primarily from performing projects for other groups under contract. a. True b. False ANSWER: True Feedback: A project organizational structure is hierarchical, but instead of functional RATIONALE: managers or vice presidents reporting to the CEO, program managers report to the CEO. Their staffs have a variety of skills needed to complete the projects within their programs. An organization that uses this structure earns its revenue primarily from performing projects for other groups under contract.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 9. Project managers in matrix organizations have staff from various functional areas working on their projects. a. True b. False ANSWER: True Feedback: Project managers in matrix organizations have staff from various functional areas RATIONALE: working on their projects.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context 10. The project organizational structure is the most efficient choice for most IT projects. a. True b. False ANSWER: False RATIONALE: Feedback: The project organizational structure is often inefficient for the company as a whole. Assigning full-time staff to a project often creates under-utilization and misallocation of staff resources.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 11. Most people believe that the underlying causes of many companies’ problems can be traced to its organizational structure. a. True b. False ANSWER: False Feedback: Organizational culture is very powerful, and many people believe the underlying RATIONALE:

causes of many companies’ problems are not in the organizational structure or staff; they are in the culture.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 12. The same organization can have different subcultures. a. True b. False ANSWER: True Feedback: It is also important to note that the same organization can have different RATIONALE:

subcultures. The IT department may have a different organizational culture than the finance department, for example.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context 13. An organizational culture with strong unit integration makes the project manager's job more difficult a. True b. False ANSWER: False RATIONALE: Feedback: Most project managers strive for strong unit integration to deliver a successful product, service, or result. An organizational culture with strong unit integration makes the project manager's job easier.

POINTS: 1 DIFFICULTY: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG - Technology TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 14. Project work is most successful in an organizational culture where activities are organized around individuals. a. True b. False ANSWER: False RATIONALE: Feedback: Project work is most successful in organizations in which work activities are organized around groups or teams, rather than individuals. An organizational culture that emphasizes group work is best for managing projects.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 15. Internal stakeholders include groups affected by the project such as government officials or concerned citizens. a. True b. False ANSWER: False RATIONALE: Feedback: External project stakeholders include the project’s customers (if they are external to the organization), competitors, suppliers, and other external groups potentially involved in the project or affected by it, such as government officials or concerned citizens.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context 16. Project managers must take adequate time to identify, understand, and manage relationships with all project stakeholders. a. True b. False ANSWER: True RATIONALE: Feedback: Because the purpose of project management is to meet project requirements and satisfy stakeholders, it is critical that project managers take adequate time to identify, understand, and manage relationships with all project stakeholders.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge 17. The best way to sustain a project is to withhold the required money, human resources, and visibility for the project. a. True b. False ANSWER: False RATIONALE: Feedback: The best way to kill a project is to withhold the required money, human resources, and visibility.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.54 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge 18. Project managers must have cooperation from people in other parts of the organization. a. True b. False ANSWER: True RATIONALE: Feedback: Project managers must have cooperation from people in other parts of the organization. If certain functional managers are not responding to project managers’ requests for necessary information, top management must step in to encourage the functional managers to cooperate.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.54 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context 19. Standards and guidelines to follow when performing project management must be devised by top management. a. True b. False ANSWER: True RATIONALE: Feedback: The content of a project management plan and instructions for providing status information might seem like common sense to senior managers, but many new IT project managers have never created plans or created a nontechnical status report. Top management must support the development of these standards and guidelines, and encourage or even enforce their use.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.56 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge 20. It is much more expensive to make major changes to a project during the earlier phases. a. True b. False ANSWER: False Feedback: In early phases of a project life cycle, resource needs are usually lowest and the RATIONALE:

level of uncertainty is highest. It is much more expensive to make major changes to a project during latter phases.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 57 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Comprehension 21. The last phase of the traditional project life cycle is the implementation phase. a. True b. False ANSWER: False Feedback: The last phase of the traditional project life cycle is the close-out phase.In it, all of RATIONALE: the work is completed, and customers should accept the entire project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.59 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context 22. The Adaptive Software Development (ASD) life cycle model assumes that software development follows an adaptive approach because the requirements cannot be clearly expressed early in the life cycle. a. True b. False ANSWER: True Feedback: The adaptive software development (ASD) life cycle model assumes that software RATIONALE: development follows an adaptive approach because the requirements cannot be clearly expressed early in the life cycle.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.61 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 23. An organization usually commits more money as a project continues, therefore a management review should occur after each phase to evaluate progress, potential success, and continued compatibility with organizational goals. a. True b. False ANSWER: True Feedback: Because the organization usually commits more money as a project continues, a RATIONALE:

management review should occur after each phase to evaluate progress, potential success, and continued compatibility with organizational goals.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.62 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Comprehension 24. The nature of hardware development projects is more diverse than software-oriented projects. a. True b. False ANSWER: False Feedback: The nature of software development projects is even more diverse than hardwareRATIONALE: oriented projects. A software development project might include creating a simple, standalone Microsoft Excel or Access application, or a sophisticated, global e-commerce system that uses state-of-the-art programming languages and runs on multiple platforms.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.64 LEARNING OBJECTIVES: INFO.SCHW.14.13 - LO: 2-5 NATIONAL STANDARDS: United States - BUSPROG: Analytic Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context TOPICS: KEYWORDS:

The Context of Information Technology Projects Bloom's: Knowledge

25. The team members of a virtual team are all of the same nationality. a. True b. False ANSWER: False Feedback: A virtual team is a group of people who work together despite time and space RATIONALE: boundaries using communication technologies. Team members might all work for the same company in the same country, or they might include employees as well as independent consultants, suppliers, or even volunteers providing their expertise from around the globe.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.67 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge 26. Leadership style has no impact on the success of virtual teams. a. True b. False ANSWER: False Feedback: The project manager’s leadership style affects all teams, especially virtual ones.

RATIONALE: POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.68 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge Multiple Choice 27. Projects must operate in a broad organizational environment, and project managers need to consider projects within the greater organizational context. describes this holistic view of carrying out projects within the context of the organization. a. Linear analysis b. Systems thinking c. Reductionism d. The silo approach ANSWER: b Feedback: To handle complex situations effectively, project managers need to take a holistic RATIONALE: view of a project and understand how it relates to the larger organization. Systems thinking describes this holistic view of carrying out projects within the context of the organization.

POINTS: DIFFICULTY: REFERENCES:

1 Difficulty: Moderate p.45

Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 28. refers to a problem-solving approach that requires defining the scope of a system, dividing it into its components, and then identifying and evaluating its problems, opportunities, constraints, and needs. a. Linear programming b. Independent component analysis c. Principal component analysis d. Systems analysis ANSWER: d Feedback: Systems analysis is a problem-solving approach that requires defining the scope RATIONALE:

of the system, dividing it into components, and then identifying and evaluating its problems, opportunities, constraints, and needs.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 29. The perspective of an organization focuses on different groups’ roles and responsibilities in order to meet the goals and policies set by top management. a. structural frame b. human resources frame c. political frame d. symbolic frame ANSWER: a Feedback: The structural frame deals with how the organization is structured (usually RATIONALE: depicted in an organizational chart) and focuses on different groups’ roles and responsibilities to meet the goals and policies set by top management. This frame is very rational and focuses on coordination and control.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.47 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 30. The frame of an organization focuses on providing harmony between the needs of the organization and the needs of people. a. structural b. human resources c. political d. symbolic ANSWER: b Feedback: The human resources (HR) frame focuses on producing harmony between the RATIONALE: needs of the organization and the needs of people. It recognizes that mismatches can occur between the needs of the organization and those of individuals and groups, and works to resolve any potential problems.

Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.47 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Application 31. The symbolic perspective of an organization: a. focuses on different groups’ roles and responsibilities to meet the goals and policies set by top management. b. views the organization as coalitions composed of varied individuals and interest groups. c. focuses on providing harmony between the needs of the organization and the needs of people. d. focuses on the meanings of the culture, language, traditions, and image of the organization.

ANSWER: d RATIONALE: Feedback: The symbolic frame focuses on symbols and meanings. In this frame, the most important aspect of any event in an organization is not what actually happened, but what it means.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.48 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Comprehension 32. The perspective on organizations assumes that organizations are coalitions composed of varied individuals and interest groups. a. political frame b. symbolic frame c. structural frame d. human resources frame ANSWER: a Feedback: The political frame addresses organizational and personal politics. Politics in RATIONALE:

organizations take the form of competition among groups or individuals for power and leadership. The political frame assumes that organizations are coalitions composed of varied individuals and interest groups.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.48 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 33. Grey’s Infotech sells customized hardware and software solutions for businesses. The salespeople for Grey’s have a strict dress code when meeting clients. They are required to wear dark business suits, in order to convey the company’s dedication to quality. The meaning conveyed to the clients’ through the salespeople’s clothing is part of the frame Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context of the organization. a. political b. symbolic c. structural d. human resources ANSWER: b Feedback: The symbolic frame focuses on symbols and meanings. In this frame, the most RATIONALE: important aspect of any event in an organization is not what actually happened, but what it means. The symbolic frame also relates to the company’s culture. How do people dress?

How many hours do they work? How do they run meetings?

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.48 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Application 34. In Rizzati Corp, vice presidents in departments such as engineering, manufacturing, IT, and human resources report directly to the chief executive officer and undertake their tasks independently of each other. The staffs of these departments have specialized skills in their respective disciplines.Rizatti Corp can be said to have a organizational structure. a. project b. symbolic c. matrix d. functional ANSWER: d Feedback: A functional organizational structure is the hierarchy most people think of when RATIONALE: picturing an organizational chart. Functional managers or vice presidents in specialties such as engineering, manufacturing, IT, and human resources report to the chief executive officer (CEO).

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.49 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Application 35. In a organizational structure, program managers, rather than functional managers or vice presidents, report to the CEO. Their staffs have a variety of skills needed to complete all required tasks within their programs. a. project b. symbolic c. matrix d. functional ANSWER: a Feedback: A project organizational structure also is hierarchical, but instead of functional RATIONALE: managers or vice presidents reporting to the CEO, program managers report to the CEO.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context TOPICS: KEYWORDS:

Understanding Organizations Bloom's: Knowledge

36. In a organizational structure, personnel often report to both a functional manager and one or more project managers. a. project b. symbolic c. matrix d. functional ANSWER: c Feedback: A matrix organizational structure represents the middle ground between functional RATIONALE: and project structures. Personnel often report both to a functional manager and one or more project managers.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 37. Project managers have the most authority in a pure organizational structure. a. functional b. project c. matrix d. circular ANSWER: b Feedback: Project managers have the most authority in a pure project organizational RATIONALE:

structure and the least amount of authority in a pure functional organizational structure.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 38. Project managers have the least amount of authority in a pure organizational structure. a. functional b. project c. matrix d. circular ANSWER: a Feedback: Project managers have the most authority in a pure project organizational RATIONALE:

structure and the least amount of authority in a pure functional organizational structure.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: P.50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context KEYWORDS:

Bloom's: Knowledge

39. Which of the following is true of a matrix organizational structure? a. In a matrix organizational structure, employees are organized into departments according to their skills, and there is little interaction between employees from different departments. b. Project managers in matrix organizations have staff from only a single functional area working on their projects. c. In a strong matrix organizational structure, the project manager controls the project budget and has moderate to high authority. d. A matrix organizational structure is hierarchical, but instead of functional managers reporting to the CEO, program managers report to the CEO. ANSWER: c RATIONALE: Feedback: In a strong matrix organizational structure, the project manager controls the project budget and has moderate to high authority.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 40.

refers to a set of shared assumptions, values, and behaviors that characterize the functioning of an organization. a. Chain of command b. Line of control c. Organizational culture d. Organizational structure ANSWER: c Feedback: Organizational culture is a set of shared assumptions, values, and behaviors that RATIONALE: characterize the functioning of an organization. It often includes elements of the four frames.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 41. The characteristic of organizational culture describes the degree to which management’s decisions take into account the effect of outcomes on people within the organization. a. member identity b. group emphasis c. people focus d. unit integration ANSWER: c Feedback: The people focus characteristic of organizational culture describes the degree to RATIONALE: which management’s decisions take into account the effect of outcomes on people within the organization. Good project managers often balance the needs of individuals and the organization.

POINTS:

1

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Chapter 2: The Project Management and Information Technology Context DIFFICULTY: Difficulty: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 42. refers to the degree to employees identify with the organization as a whole, rather than with their types of job or profession. a. Member identity b. People focus c. Group emphasis d. Unit integration ANSWER: a Feedback: Member identity refers to the degree to employees identify with the organization RATIONALE: as a whole, rather than with their types of job or profession.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 43.

refers to the degree to which departments within an organization are encouraged to coordinate with each other. a. Member identity b. People focus c. Group emphasis d. Unit integration ANSWER: d Feedback: Unit integration refers to the degree to which units or departments within an RATIONALE: organization are encouraged to coordinate with each other.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 44. In organizational culture, people focus refers to . a. the degree to which the organization monitors and responds to changes in the external environment b. the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior c. the degree to which management’s decisions take into account the effect of outcomes on employees within the organization d. the degree to which employees are encouraged to be aggressive, innovative, and risk seeking ANSWER: c Feedback: People focus refers to the degree to which management’s decisions take into RATIONALE: account the effect of outcomes on people within the organization.

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Chapter 2: The Project Management and Information Technology Context POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.51 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 45. In organizational culture, means-end orientation refers to . a. the degree to which the organization monitors and responds to changes in the external environment b. the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior c. the degree to which management focuses on outcomes rather than on techniques and processes used to achieve results d. the degree to which employees are encouraged to be aggressive, innovative, and risk seeking ANSWER: c Feedback: Means-ends orientation refers to the degree to which management focuses on RATIONALE: outcomes rather than on techniques and processes used to achieve results.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 46.

refers to the degree to which the organization monitors and responds to changes in the external environment. a. Means-ends orientation b. Open-systems focus c. Conflict tolerance d. Risk tolerance ANSWER: b Feedback: Open-systems focus refers to the degree to which the organization monitors and RATIONALE: responds to changes in the external environment

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 47. In organizational culture, control refers to . a. the degree to which the organization monitors and responds to changes in the external environment b. the degree to which rules, policies, and direct supervision are used to oversee employee behavior c. the degree to which management focuses on outcomes rather than on techniques and processes used to achieve results d. the degree to which employees are encouraged to be aggressive, innovative, and risk seeking Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context ANSWER: RATIONALE:

b Feedback: Control refers to the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 48.

are an example of external stakeholders for an organization. a. Top managers b. Functional managers c. Employees d. Competitors ANSWER: d RATIONALE: Feedback: External project stakeholders include the project’s customers (if they are external to the organization), competitors, suppliers, and other external groups potentially involved in the project or affected by it, such as government officials or concerned citizens.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge 49. A(n) refers to a product or service, such as a technical report, a training session, a piece of hardware, or a segment of software code, produced or provided as part of a project. a. deliverable b. input c. system d. resource ANSWER: a RATIONALE: Feedback: A deliverable is a product or service, such as a technical report, a training session, a piece of hardware, or a segment of software code, produced or provided as part of a project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.57 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 50. Which of the following is true of the project life cycle? a. In the early phases of a project life cycle, resource needs are usually lowest. b. In the later phases of the project life cycle, the level of uncertainty is usually the highest. c. It is much more expensive to make major changes to a project during the earlier phases than the latter phases.

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Chapter 2: The Project Management and Information Technology Context d. More resources are usually needed during the initial phases of a project than during the middle or final phases.

ANSWER: a Feedback: In the early phases of a project life cycle, resource needs are usually lowest and RATIONALE: the level of uncertainty is highest.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.57 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 51. The first two traditional project phases (concept and development) focus on planning, and are often referred to as . a. project feasibility b. project acquisition c. project implementation d. project close-out ANSWER: a Feedback: The first two traditional project phases (concept and development) focus on RATIONALE: planning, and are often referred to as project feasibility.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.57 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 52. A preliminary or rough cost estimate is developed in the phase of the project life cycle, and an overview of the work involved is created. a. implementation b. acquisition c. concept d. close-out ANSWER: c Feedback: In the concept phase of a project, managers usually develop some type of RATIONALE: business case, which describes the need for the project and basic underlying concepts. A preliminary or rough cost estimate is developed in this first phase, and an overview of the required work is created.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.57 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 53. In the development phase of the project life cycle: Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context a. the project team creates more detailed project plans, a more accurate cost estimate, and a more thorough WBS. b. the project team delivers the required work, and provides performance reports to stakeholders. c. managers develop a business case, which describes the need for the project and basic underlying concepts. d. managers prepare a preliminary or rough cost estimate for the required work.

ANSWER: a Feedback: In the development phase, the project team creates more detailed project RATIONALE: management plans, a more accurate cost estimate, and a more thorough WBS.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.58 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 54. In the phase, the project team creates a definitive or very accurate cost estimate, delivers the required work, and provides performance reports to stakeholders. a. development b. implementation c. concept d. close-out ANSWER: b Feedback: The third phase of the traditional project life cycle is implementation. In this phase, RATIONALE: the project team creates a definitive or very accurate cost estimate, delivers the required work, and provides performance reports to stakeholders.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 58 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 55. The model of a systems development life cycle assumes that requirements will remain stable after they are defined. a. spiral life cycle b. waterfall life cycle c. incremental build life cycle d. RAD life cycle ANSWER: b Feedback: The waterfall life cycle model has well-defined, linear stages of systems analysis, RATIONALE: design, construction, testing, and support. This life cycle model assumes that requirements will remain stable after they are defined.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.60 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context KEYWORDS:

Bloom's: Knowledge

56. The model of a systems development life cycle provides for progressive development of operational software, with each release providing added capabilities. a. spiral life cycle b. RAD life cycle c. waterfall life cycle d. incremental build life cycle ANSWER: d RATIONALE: Feedback: The incremental build life cycle model provides for progressive development of operational software, with each release providing added capabilities.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.61 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 57. In the model, developers use a model to generate functional requirements and physical design specifications simultaneously. a. RAD life cycle b. prototyping life cycle c. spiral life cycle d. incremental build life cycle ANSWER: b Feedback: The prototyping life cycle model is used for developing software prototypes to RATIONALE: clarify user requirements for operational software. It requires heavy user involvement, and developers use a model to generate functional requirements and physical design specifications simultaneously. This approach is often used in systems that involve a great deal of user interface design, such as website projects.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.61 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 58. The model uses an approach in which developers work with an evolving prototype, using tools such as computer-aided software engineering, joint requirements planning, and joint application design to facilitate rapid prototyping and code generation. a. incremental build life cycle b. waterfall life cycle c. RAD life cycle d. spiral life cycle ANSWER: c Feedback: The RAD life cycle model uses an approach in which developers work with an RATIONALE: evolving prototype. This life cycle model also requires heavy user involvement and helps produce systems quickly without sacrificing quality.

POINTS: DIFFICULTY: REFERENCES:

1 Difficulty: Moderate p.61

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Chapter 2: The Project Management and Information Technology Context LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 59. Which of the following best describes a kill point in the project life cycle? a. The period of time given to managers during the feasibility phases to decide on the cost, quality, and time constraints for the project b. A review of the status of a project at each phase of development to determine if it should be continued, redirected, or terminated c. The point of time in the project lifecycle after which it is impossible to terminate a running project d. The final submission of the project deliverables after which the project is terminated ANSWER: b Feedback: A management review should occur after each phase to evaluate progress, RATIONALE: potential success, and continued compatibility with organizational goals. These management reviews, called phase exits or kill points, are very important for keeping projects on track and determining if they should be continued, redirected, or terminated.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.62 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Comprehension 60. Which of the following best describes outsourcing? a. An organization selling its products in a market outside its domestic market b. An organization’s acquisition of goods and services from an outside source c. An organization setting up manufacturing and retailing facilities in a new country d. An organization’s use of virtual teams with employees located in different countries ANSWER: b Feedback: Outsourcing is an organization’s acquisition of goods and services from an RATIONALE:

outside source. The term offshoring is sometimes used to describe outsourcing from another country.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 66 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge 61. Which of the following is a disadvantage of virtual teams as compared to traditional teams? a. Increased costs for office space and support b. Reduced opportunities for informal transfer of information c. Limited flexibility in team working hours Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context d. Reduced dependence on technology and processes for accomplishing work ANSWER: b RATIONALE: Feedback: Virtual teams reduce the ability of team members to network and transfer information informally.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 68 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge 62. Which of the following is true of virtual teams? a. It is easier for a virtual team to build relationships and trust. b. Negative incentives do not impact virtual team members. c. It is important to select team members carefully. d. As they never meet, virtual teams do not have conflicts.

ANSWER: c Feedback: It is important to select team members carefully and to form a team in which all RATIONALE: roles are covered. All virtual team members must also understand their roles on the team.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 68 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Comprehension 63. Which of the following is true of the agile approach to software development? a. In the agile method, requirements and solutions evolve through collaboration. b. An agile approach sets scope goals, but leaves time and cost goals flexible. c. Agile is a predictive model of software development. d. In the agile approach, requirements must be clearly expressed early in the life cycle.

ANSWER: a Feedback: Agile means using a method based on iterative and incremental development, in RATIONALE: which requirements and solutions evolve through collaboration.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 69 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context Completion 64. A(n) is an overall model for thinking about things as sets of interacting components working within an environment to fulfill some purpose.

ANSWER: systems philosophy POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 65. are sets of interacting components working within an environment to fulfill some purpose.

ANSWER: Systems POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 66. addresses the business, technological, and organizational issues associated with creating, maintaining, and making a change to a system.

ANSWER: Systems management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 67. The three spheres of systems management are business, organization, and ANSWER: technology POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.46 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 68. The

.

frame of the organization is the one that is usually depicted in an organizational chart.

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Chapter 2: The Project Management and Information Technology Context ANSWER: structural POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.47 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 69. The frame of an organization relates to the company’s culture.

ANSWER: symbolic POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.48 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Comprehension 70. Three general classifications of organizational structures are ANSWER: functional POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 49 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge

, project, and matrix.

71. In a(n) organizational structure, project managers have little or no authority.

ANSWER: functional POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.50 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 72. refers to the degree to which work activities are organized around teams, rather than individuals.

ANSWER: Group emphasis POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.51 Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 73. refers to the degree to which rules, policies, and direct supervision are used to oversee employee behavior.

ANSWER: Control POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.52 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 74. Some projects have a senior manager called a(n) who acts as a key proponent for a project.

ANSWER: champion POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.54 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge 75. A major element of good practice concerns , which addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project management.

ANSWER: IT governance POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.55 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Knowledge 76. A(n) refers to a product or service, such as a report, a training session, a piece of hardware, or a segment of software code, produced or provided as part of a project.

ANSWER: deliverable POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.57 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context KEYWORDS:

Bloom's: Knowledge

77. In the phase of the project life cycle, the work is completed, and customers should accept the entire project.

ANSWER: close-out POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.59 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 78. A(n) ANSWER:

is a framework for describing the phases involved in developing information systems.

SDLC systems development life cycle systems development life cycle (SDLC) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.60 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 79. The life cycle model is suitable for projects in which changes can be incorporated with reasonable cost increases or acceptable time delays.

ANSWER: spiral POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.60 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 80. life cycle models of systems development assume that the scope of the project can be articulated clearly and the schedule and cost can be predicted accurately.

ANSWER: Predictive POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.60 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context 81. The term describes new approaches that focus on close collaboration between programming teams and business experts.

ANSWER: agile software development POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 62 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 82. is an organization’s acquisition of goods and services from an outside source.

ANSWER: Outsourcing POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.66 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge 83. Sprint planning is part of the basic .

ANSWER: Scrum framework POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.70 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge Essay 84. Describe the concept of a systems approach.

ANSWER: The term systems approach emerged in the 1950s to describe a holistic and analytical approach to solving complex problems that includes using a systems philosophy, systems analysis, and systems management. A systems philosophy is an overall model for thinking about things as systems. Systems are sets of interacting components working within an environment to fulfill some purpose. For example, the human body is a system composed of many subsystems—the nervous system, the skeletal system, the circulatory system, the digestive system, and so on. Systems analysis 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. Once this is completed, the systems analyst then examines alternative solutions for improving the current situation, identifies an optimum, or at least satisfactory, solution or action plan, and examines that plan against the entire system. Systems management addresses the business, technological, and Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context organizational issues associated with creating, maintaining, and modifying a system.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.45 LEARNING OBJECTIVES: INFO.SCHW.14.9 - LO: 2-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: A Systems View of Project Management KEYWORDS: Bloom's: Knowledge 85. What are the four frames of organizations? Describe each frame.

ANSWER: 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.

The human resources frame focuses on producing harmony between the needs of the organization and the needs of the people. It recognizes that there are often mismatches between the needs of the organization and the needs of individuals and groups and works to resolve any potential problems. For example, many projects might be more efficient for the organization if personnel worked 80 or more hours a week for several months. This work schedule would probably conflict with the personal lives of those people. Important issues in information technology related to the human resources frame are the shortage of skilled information technology workers within the organization and unrealistic schedules imposed on many projects.

The political frame addresses organizational and personal politics. Politics in organizations take the form of competition among groups or individuals for power and leadership. The political frame assumes that organizations are coalitions composed of varied individuals and interest groups. Often, important decisions need to be made based on the allocation of scarce resources. Competition for scarce resources makes conflict a central issue in organizations, and power improves the ability to obtain scarce resources. Project managers must pay attention to politics and power if they are to be effective. It is important to know who opposes your projects as well as who supports them. Important issues in information technology related to the political frame are the power shifts from central functions to operating units or from functional managers to project managers.

The symbolic frame focuses on symbols and meanings. What is most important about any event in an organization is not what actually happened, but what it means. Was it a good sign that the CEO came to a kickoff meeting for a project, or was it a threat? The symbolic frame also relates to the company’s culture. How do people dress? How many hours do they work?

How do they run meetings? Many information technology projects are international and include stakeholders from various cultures. Understanding those cultures is also a crucial part of the symbolic frame.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.47-48 LEARNING OBJECTIVES: INFO.SCHW.14.10 - LO: 2-2 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context TOPICS: KEYWORDS:

Understanding Organizations Bloom's: Knowledge

86. Describe each of the three major types of organizational structure.

ANSWER: A functional organizational structure is the hierarchy most people think of when picturing an organizational chart. Functional managers or vice presidents in specialties such as engineering, manufacturing, information technology (IT), and human resources (HR) report to the chief executive officer (CEO). Their staffs have specialized skills in their respective disciplines. For example, most colleges and universities have very strong functional organizations. Only faculty in the Business department teach business courses; faculty in the History department teach history; faculty in the Art department teach art, and so on.

A project organizational structure also has a hierarchical structure, but instead of functional managers or vice presidents reporting to the CEO, program managers report to the CEO. Their staffs have a variety of skills needed to complete the projects within their programs. An organization that uses this structure earns their revenue primarily from performing projects for other groups under contract. For example, many defense, architectural, engineering, and consulting companies use a project organizational structure.

These companies often hire people specifically to work on particular projects.

A matrix organizational structure represents the middle ground between functional and project structures. Personnel often report to both a functional manager and one or more project managers. For example, information technology personnel at many companies often split their time between two or more projects, but they report to their manager in the Information Technology department. Project managers in matrix organizations have staff from various functional areas working on their projects. Matrix organizational structures can be strong, weak, or balanced, based on the amount of control exerted by the project managers.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.49-50 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Understanding Organizations KEYWORDS: Bloom's: Knowledge 87. Why is top management commitment crucial for project managers?

ANSWER: Project managers need adequate resources. The best way to kill a project is to withhold the required money, human resources, and visibility for the project. If project managers have top management commitment, they will also have adequate resources and not be distracted by events that do not affect their specific projects.

Project managers often require approval for unique project needs in a timely manner. For example, on large information technology projects, top management must understand that unexpected problems may result from the nature of the products being produced and the specific skills of the people on the project team. For example, the team might need additional hardware and software halfway through the project for proper testing, or the project manager might need to offer special pay and benefits to attract and retain key project personnel. With top management commitment, project managers can meet these specific needs in a timely manner.

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Chapter 2: The Project Management and Information Technology Context Project managers must have cooperation from people in other parts of the organization. Since most information technology projects cut across functional areas, top management must help project managers deal with the political issues that often arise in these types of situations. If certain functional managers are not responding to project managers’ requests for necessary information, top management must step in to encourage functional managers to cooperate.

Project managers often need someone to mentor and coach them on leadership issues. Many information technology project managers come from technical positions and are inexperienced as managers. Senior managers should take the time to pass on advice on how to be good leaders. They should encourage new project managers to take classes to develop leadership skills and allocate the time and funds for them to do so.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 54-55 LEARNING OBJECTIVES: INFO.SCHW.14.11 - LO: 2-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Focusing on Stakeholder Needs KEYWORDS: Bloom's: Comprehension 88. What is a systems development life cycle? What are some of the predictive models associated with the systems development life cycle?

ANSWER: A systems development life cycle (SDLC) is a framework for describing the phases involved in developing information systems. Some popular models of a systems development life cycle include the waterfall model, the spiral model, the incremental build model, the prototyping model, and the Rapid Application Development (RAD) model. These life cycle models are examples of a predictive life cycle, meaning that the scope of the project can be clearly articulated and the schedule and cost can be accurately predicted. The project team spends a large portion of the project effort attempting to clarify the requirements of the entire system and then producing a design. Users are often unable to see any tangible results in terms of working software for an extended period. Below are brief descriptions of several predictive SDLC models: The waterfall life cycle model has well-defined, linear stages of systems development and support. This life cycle model assumes that requirements will remain stable after they are defined.

The spiral life cycle model was developed based on experience with various refinements of the waterfall model as applied to large government software projects. It recognizes the fact that most software is developed using an iterative or spiral approach rather than a linear approach.

The incremental build life cycle model provides for progressive development of operational software, with each release providing added capabilities.

The prototyping life cycle model is used for developing software prototypes to clarify user requirements for operational software. It requires heavy user involvement, and developers use a model to generate functional requirements and physical design specifications simultaneously. Developers can throw away or keep prototypes, depending on the project.

The Rapid Application Development (RAD) life cycle model uses an approach in which Cengage Learning Testing, Powered by Cognero

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Chapter 2: The Project Management and Information Technology Context developers work with an evolving prototype. This life cycle model also requires heavy user involvement and helps produce systems quickly without sacrificing quality. Developers use RAD tools such as CASE (Computer Aided Software Engineering), JRP (Joint Requirements Planning), and JAD (Joint Application Design) to facilitate rapid prototyping and code generation.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 60-61 LEARNING OBJECTIVES: INFO.SCHW.14.12 - LO: 2-4 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Project Phases and the Project Life Cycle KEYWORDS: Bloom's: Knowledge 89. Discuss four key issues project managers must address when working on global projects.

ANSWER: Communications. Because people work in different time zones, speak different languages, have different cultural backgrounds, and celebrate different holidays, it is important to address how people will communicate in an efficient and timely manner.

Trust. Trust is an important issue for all teams, especially when they are global teams. It is important to start building trust immediately by recognizing and respecting others' differences and the value they add to the project.

Common work practices. It is important to align work processes and develop a modus operandi with which everyone agrees and is comfortable.

Tools. IT pays a vital role in globalization, especially in enhancing communications and work practices. Many people use free tools such as Skype, Google Docs or social media to communicate. Many project management software tools include their own communications and collaboration features in an integrated package.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 66 LEARNING OBJECTIVES: INFO.SCHW.14.14 - LO: 2-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Recent Trends Affecting Information Technology Project Management KEYWORDS: Bloom's: Knowledge

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Chapter 3: The Project Management Process Groups: A Case Study True / False 1. Decisions and actions taken in one knowledge area at a certain time rarely affect other knowledge areas. a. True b. False ANSWER: False RATIONALE: Feedback: Project management is an integrative endeavor; decisions and actions taken in one knowledge area at a certain time usually affect other knowledge areas.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.80 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 2. Initiating processes take place during each phase of a project. a. True b. False ANSWER: True RATIONALE: Feedback: Initiating processes include defining and authorizing a project or project phase.

Initiating processes take place during each phase of a project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 3. Initiating processes are not required to end a project. a. True b. False ANSWER: False RATIONALE: Feedback: Initiating processes are also required to end a project. Someone must initiate activities to ensure that the project team completes all the work, documents lessons learned, assigns project resources, and that the customer accepts the work.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study 4. The level of activity and length of each process group varies for every project. a. True b. False ANSWER: True RATIONALE: Feedback: The level of activity and length of each process group varies for every project.

Normally, executing tasks requires the most resources and time, followed by planning tasks.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.82 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 5. Initiating and closing tasks are usually the longest and require the most amount of resources and time. a. True b. False ANSWER: False RATIONALE: Feedback: Initiating and closing tasks are usually the shortest (at the beginning and end of a project or phase, respectively), and they require the least resources and time.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.82 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 6. The executing process group generally requires the most resources. a. True b. False ANSWER: True RATIONALE: Feedback: The executing process group takes the actions necessary to complete the work described in the planning activities. It should overlap the other process groups, and generally requires the most resources.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.84 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 7. Monitoring and controlling processes overlap all of the other project management process groups. a. True Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study b. False ANSWER: RATIONALE:

True Feedback: Monitoring and controlling processes overlap all of the other project management process groups because changes can occur at any time.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.84 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 8. Key outcomes of the executing process group are formal acceptance of the work and creation of closing documents. a. True b. False ANSWER: False RATIONALE: Feedback: Key outcomes of the closing process group are formal acceptance of the work and creation of closing documents, such as a final project report and lessons-learned report.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 84 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 9. Many project management activities occur as part of the planning process group. a. True b. False ANSWER: True RATIONALE: Feedback: Because each project is unique, project teams are always trying to do something that has not been done before. To succeed at unique and new activities, projects teams must do a fair amount of planning.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 85 LEARNING OBJECTIVES: INFO.SCHW.14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping the Process Groups to the Knowledge Areas KEYWORDS: Bloom's: Knowledge 10. Agile methods comprise of 45 subprocesses which are organized into eight process groups. a. True b. False ANSWER: False Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study RATIONALE:

Feedback: All agile methods include an iterative workflow and incremental delivery of software in short iterations.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 87 LEARNING OBJECTIVES: INFO.SCHW.14.16 - LO: 3-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing An IT Project Management Methodology KEYWORDS: Bloom's: Knowledge 11. The Rational Unified Process (RUP) framework is incompatible with the PMBOK process. a. True b. False ANSWER: False RATIONALE: Feedback: According to RUP expert Bill Cottrell, “RUP embodies industry-standard management and technical methods and techniques to provide a software engineering process particularly suited to creating and maintaining component-based software system solutions.”

Cottrell explained that you can tailor RUP to include the PMBOK process groups because several customers asked for that capability.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.88 LEARNING OBJECTIVES: INFO.SCHW.14.16 - LO: 3-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing An It Project Management Methodology KEYWORDS: Bloom's: Knowledge 12. The DMAIC (Define, Measure, Analyze, Improve, and Control) methodology of the Six Sigma projects, is used to improve an existing business process. a. True b. False ANSWER: True RATIONALE: Feedback: Two main methodologies are used on Six Sigma projects: DMAIC (Define, Measure, Analyze, Improve, and Control) is used to improve an existing business process, and DMADV (Define, Measure, Analyze, Design, and Verify) is used to create new product or process designs to achieve predictable, defect-free performance.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.88 LEARNING OBJECTIVES: INFO.SCHW.14.16 - LO: 3-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing An IT Project Management Methodology KEYWORDS: Bloom's: Knowledge 13. An organization’s project management plan expresses the vision, mission, goals, objectives, and strategies of the organization.

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Chapter 3: The Project Management Process Groups: A Case Study a. True b. False ANSWER: RATIONALE:

False Feedback: The organization’s strategic plan expresses the vision, mission, goals, objectives, and strategies of the organization.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.89 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 14. Identifying the project sponsor is a pre-initiation task. a. True b. False ANSWER: True RATIONALE: Feedback: It is a good practice to lay the groundwork for a project before it officially starts.

Senior managers often perform several tasks, sometimes called pre-initiation tasks. These include identifying the project sponsor and selecting the project manager.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.90 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 15. The output of the stakeholder management strategy results is a project charter. a. True b. False ANSWER: False RATIONALE: Feedback: The output of the stakeholder management strategy results is a stakeholder register.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.94 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study 16. The kick-off meeting is always held before the business case and project charter are completed. a. True b. False ANSWER: False RATIONALE: Feedback: A kick-off meeting is a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans.

The kick-off meeting is often held after the business case and project charter are completed, but it could be held sooner, as needed.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.97 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 17. Details of kick-off meetings and the stakeholder details are usually recorded in a Word document. a. True b. False ANSWER: True RATIONALE: Feedback: Kick-off meetings and stakeholder registers are normally recorded in the form of Word documents.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.97 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case study 1: JWD Consultaing's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 18. A milestone list is an output associated with the Project Scope Management knowledge area. a. True b. False ANSWER: False RATIONALE: Feedback: A milestone list is an output associated with the Project Time Management knowledge area.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.98 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study KEYWORDS:

Bloom's: Knowledge

19. The WBS provides a basis for creating the project schedule and performing earned value management for measuring and forecasting project performance. a. True b. False ANSWER: True RATIONALE: Feedback: The WBS is a very important tool in project management because it provides the basis for deciding how to do the work. The WBS also provides a basis for creating the project schedule and performing earned value management for measuring and forecasting project performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.104 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 20. Project initiation involves taking the actions necessary to ensure that activities in the project plan are completed. a. True b. False ANSWER: False RATIONALE: Feedback: Executing the project involves taking the actions necessary to ensure that activities in the project plan are completed. It also includes work required to introduce any new hardware, software, and procedures into normal operations.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.107 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Comprehension 21. The burndown chart is a Scrum created artifact that provides a list of features prioritized by business value. a. True b. False ANSWER: False RATIONALE: Feedback: A burndown chart shows the cumulative work remaining in a sprint on a day byday basis.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.119 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 22. A sprint review is a meeting in which the team demonstrates to the product owner what it has completed during the sprint. a. True b. False ANSWER: True RATIONALE: Feedback: A sprint review is a meeting in which the team demonstrates to the product owner what it has completed during the sprint.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.119 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 23. The pre-initiation phase of a project using the Scrum method does not involve project charters, stakeholder management strategy, and kick-off meetings. a. True b. False ANSWER: False RATIONALE: Feedback: A project charter, stakeholder register, stakeholder management strategy, and kick-off meeting would be created as part of initiation in a project using the Scrum method.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.121 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 24. In the Scrum method, team members work as a self-directed group coached by the ScrumMaster. a. True b. False ANSWER: True RATIONALE: Feedback: Because Scrum implies that team members work as a self-directed group, coached by the ScrumMaster, a team contract should not be necessary.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.122 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study TOPICS: KEYWORDS:

Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) Bloom's: Knowledge

25. The two main items for monitoring and controlling in the Scrum framework are the daily Scrum and the sprint retrospectives. a. True b. False ANSWER: True RATIONALE: Feedback: The two main items for monitoring and controlling in the Scrum framework are the daily Scrum and the sprint review.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.124 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge Multiple Choice 26.

processes include defining and authorizing a project or project phase. a. Initiating b. Planning c. Executing d. Monitoring and controlling ANSWER: a RATIONALE: Feedback: Initiating processes include defining and authorizing a project or project phase.

Initiating processes take place during each phase of a project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 27. processes include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs. a. Initiating b. Planning c. Executing d. Monitoring and controlling ANSWER: b RATIONALE: Feedback: Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs. Projects include several plans, such as the scope management plan, schedule management plan, cost management plan, and procurement management plan.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.81 Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 28. Examples of processes include acquiring and developing the project team, performing quality assurance, distributing information, managing stakeholder expectations, and conducting procurements. a. monitoring and controlling b. executing c. planning d. initiating ANSWER: b RATIONALE: Feedback: Executing processes include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase.

Examples of executing processes include acquiring and developing the project team, performing quality assurance, distributing information, managing stakeholder expectations, and conducting procurements.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 29. A common process is reporting performance, where project stakeholders can identify any necessary changes that may be required to keep the project on track. a. executing b. closing c. monitoring and controlling d. planning ANSWER: c RATIONALE: Feedback: Monitoring and controlling processes include regularly measuring and monitoring progress to ensure that the project team meets the project objectives. A common monitoring and controlling process is reporting performance, where project stakeholders can identify any necessary changes that may be required to keep the project on track.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 30. Administrative activities, such as archiving project files, closing out contracts, documenting lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project, are often involved in processes. a. monitoring and controlling b. executing c. initiating d. closing ANSWER: d RATIONALE: Feedback: Closing processes include formalizing acceptance of the project or project phase Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study and ending it efficiently. Administrative activities such as archiving project files, closing out contracts, documenting lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project are often involved in this process group.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 31. During processes for a new project, the organization recognizes that a new project exists, and completes a project charter as part of this recognition. a. initiating b. planning c. opening d. controlling ANSWER: a RATIONALE: Feedback: While initiating processes for a new project, the organization recognizes that a new project exists, and completes a project charter as part of this recognition.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: P.83 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 32. The project integration management knowledge area maps to the process group through the activities of developing project charters. a. initiating b. planning c. executing d. monitoring and controlling ANSWER: a RATIONALE: Feedback: The project integration management knowledge area maps to the initiating process group through the activities of developing project charters.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.85 LEARNING OBJECTIVES: INFO.SCHW.14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping The Process Groups To The Knowledge Areas KEYWORDS: Bloom's: Knowledge 33. The project scope management knowledge area maps to the validation and scope control. a. initiating b. planning c. executing d. monitoring and controlling Cengage Learning Testing, Powered by Cognero

process group through the activities of scope

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Chapter 3: The Project Management Process Groups: A Case Study ANSWER: RATIONALE:

d Feedback: The project scope management knowledge area maps to the monitoring and controlling process group through the activities of scope validation and scope control.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.85 LEARNING OBJECTIVES: INFO.SCHW.14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping The Process Groups To The Knowledge Areas KEYWORDS: Bloom's: Knowledge 34. The project time management knowledge area maps to the process group through the activity of schedule control. a. initiating b. planning c. executing d. monitoring and controlling ANSWER: d RATIONALE: Feedback: The project time management knowledge area maps to the monitoring and controlling process group through the activity of schedule control.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.85 LEARNING OBJECTIVES: INFO.SCHW.14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping The Process Groups To The Knowledge Areas KEYWORDS: Bloom's: Knowledge 35. Developing a is a planning process that occurs in the Project Integration Management knowledge area. a. schedule management plan b. project management plan c. WBS d. quality management ANSWER: b RATIONALE: Feedback: Developing a project management plan is a planning process falling under the Project Integration Management knowledge area.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.85 LEARNING OBJECTIVES: INFO.SCHW. 14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping The Process Groups To The Knowledge Areas KEYWORDS: Bloom's: Knowledge 36.

is a planning process that is within the Project Scope Management knowledge area. a. Schedule development b. Developing a project management plan c. Creation of a WBS d. Quality planning ANSWER: c RATIONALE: Feedback: Creation of a WBS is a planning process falling under the Project Scope Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study Management knowledge area.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.85 LEARNING OBJECTIVES: INFO.SCHW.14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping The Process Groups To The Knowledge Areas KEYWORDS: Bloom's: Knowledge 37. The project cost management knowledge area maps to the process group through the activities of estimating costs and budget determination. a. initiating b. planning c. executing d. monitoring and controlling ANSWER: b RATIONALE: Feedback: The project cost management knowledge area maps to the planning process group through the activities of estimating costs and budget determination.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.86 LEARNING OBJECTIVES: INFO.SCHW.14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping The Process Groups To The Knowledge Areas KEYWORDS: Bloom's: Knowledge 38. The project stakeholder management knowledge area maps to the process group by identifying stakeholders. a. initiating b. planning c. executing d. monitoring and controlling ANSWER: a RATIONALE: Feedback: The project stakeholder management knowledge area maps to the initiating process group by identifying stakeholders.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.86 LEARNING OBJECTIVES: INFO.SCHW.14.20 - LO: 3-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Mapping The Process Groups To The Knowledge Areas KEYWORDS: Bloom's: Knowledge 39. is an iterative software development process that focuses on team productivity and delivers software best practices to all team members. a. Agile Unified Process b. Dynamic Systems Development Method c. Rational Unified Process d. Six Sigma ANSWER: c POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study REFERENCES: p.88 LEARNING OBJECTIVES: INFO.SCHW.14.16 - LO: 3-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing An IT Project Management Methodology KEYWORDS: Bloom's: Knowledge 40. Which of the following is a pre-initiation task? a. Drawing up a work breakdown structure b. Developing a business case for a project c. Drafting the project charter d. Identifying stakeholders ANSWER: b RATIONALE: Feedback: It is good practice to lay the groundwork for a project before it officially starts.

Senior managers often perform several tasks, sometimes called pre-initiation tasks which include the development of a business case for a project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 90 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 41. One of the main outputs of the initiation process is . a. creating the work breakdown structure b. selecting the project manager c. developing the project charter d. identifying the project sponsor ANSWER: c RATIONALE: Feedback: The main outputs of the initiation process are a project charter and a stakeholder register.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 93 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 42. The main purpose of project plans is to a. schedule management plans b. define project scope c. estimate activity resources d. guide project execution ANSWER: d RATIONALE: Feedback: Developing a project management plan is a planning process falling under the Project Integration Management knowledge area.

POINTS: 1 DIFFICULTY: Difficulty: Challenging Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study REFERENCES: p.98 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Predictive Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 43. The project management plan is the output of the planning process of project . a. integration management b. quality management c. scope management d. procurement management ANSWER: a RATIONALE: Feedback: The project management plan,which is part of the planning process, is the output of project integration management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 98 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 44. The most difficult and unappreciated process in project management is often a. initiating b. planning c. executing d. monitoring and controlling ANSWER: b RATIONALE: Feedback: Because planning is not always used to facilitate action, many people view it negatively. However, the main purpose of planning is to guide project execution. As such, plans must be realistic and useful, so a fair amount of time and effort must go into the process.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 98 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 45. Which of the following is a planning process associated with project scope management? a. Collecting requirements b. Performing qualitative risk analysis c. Planning schedule management d. Estimating costs ANSWER: a RATIONALE: Feedback: Process improvement plans are an output of project quality management.

POINTS: 1 Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study DIFFICULTY: Difficulty: Challenging REFERENCES: p.99 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 46. The provides a basis for creating the project schedule and performing earned value management for measuring and forecasting project performance. a. scope statement b. cost management plan c. work breakdown structure d. project charter ANSWER: c RATIONALE: Feedback: The WBS is a very important tool in project management because it provides the basis for deciding how to do the work. The WBS also provides a basis for creating the project schedule and performing earned value management for measuring and forecasting project performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.104 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 47.

are an output of the executing process of project integration management. a. Deliverables b. Issue logs c. Resource calendars d. Enterprise environmental factor updates ANSWER: a RATIONALE: Feedback: Deliverables are an output of the executing process of project integration management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.108 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 48. Enterprise environmental factors are an output of the executing process of . a. project integration management b. project quality management c. project human resource management d. project procurement management ANSWER: c Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study RATIONALE:

Feedback: Enterprise environmental factors are an output of the executing process of project human resource management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.108 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 49. includes measuring progress toward project objectives and taking corrective action to match progress with the plan. a. Planning b. Montioring and controlling c. Executing d. Initiating ANSWER: b RATIONALE: Feedback: Monitoring and controlling is done throughout the life of a project and involves 9 of the 10 project management areas.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.108 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 50. The process involves gaining stakeholder and customer acceptance of the final products and services and bringing the project, or project phase, to an orderly end. a. executing b. closing c. planning d. monitoring ANSWER: b RATIONALE: Feedback: The closing process involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end. It includes verifying that all of the deliverables are complete, and it often includes a final project report and presentation.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.114 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 51. Organizational process assets update is the output of the closing process of Cengage Learning Testing, Powered by Cognero

.

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Chapter 3: The Project Management Process Groups: A Case Study a. project integration management b. project quality management c. project procurement management d. project time management ANSWER: a RATIONALE: Feedback: The closing process involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end. It includes verifying that all of the deliverables are complete, and it often includes a final project report and presentation.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.114-115 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 52. Which of the following is true about the agile method? a. It is often used when a project team can express the scope early in the product life cycle. b. It is used when a project team wants to provide a potentially shippable product earlier rather than later. c. It uses several iterations or deliveries of software instead of waiting until the end of the project to provide a product. d. It is used when project teams want to use the predicative approach to a project.

ANSWER: c RATIONALE: Feedback: An agile approach is often used for projects in which the business team cannot clearly express the scope early in the product life cycle, but the team does want to provide a potentially shippable product earlier rather than later. An agile project team typically uses several iterations or deliveries of software instead of waiting until the end of the project to provide one product.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.118 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Comprehension 53. Which of the following project parameters would be compatible with the use of the agile approach? a. Projects with inexperienced and dispersed teams b. Projects that have a fairly rigid completion date c. Projects with clear-up front requirements d. Projects that have more flexible scheduling ANSWER: d RATIONALE: Feedback: Projects with heavy constraints, inexperienced and dispersed teams, large risks, generally clear up-front requirements, and a fairly rigid completion date are best done using a predictive approach. In contrast, projects with less rigid constraints, experienced and preferably co-located teams, smaller risks, unclear requirements, and more flexible Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study scheduling would be more compatible with an agile approach.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.118 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Comprehension 54. Which of the following activities is a part of the planning process of the Scrum? a. Determining how many sprints will compose each release b. Demonstrating the product during a sprint review meeting c. Completing tasks each day during sprints d. Creating sprint backlog ANSWER: d RATIONALE: Feedback: Creating product backlogs, sprint backlogs and release backlogs are all part of the planning process of the scrum.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.121 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Comprehension 55. The improvement of the product and process in the Scrum method is discussed at the . a. sprint reflection meeting b. sprint review meeting c. kick-off meeting d. daily Scrum meeting ANSWER: a RATIONALE: Feedback: The improvement of the product and process in the Scrum method is discussed at the sprint reflection meeting.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.121 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Comprehension 56. A is usually not necessary to the Scrum method. a. team contract b. velocity estimate c. Gantt chart d. product backlog ANSWER: a RATIONALE: Feedback: Because Scrum implies that team members work as a self-directed group, coached Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study by the ScrumMaster, a team contract should not be necessary.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.122 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Comprehension 57. A is an important Scrum artifact used to graphically display progress on each sprint during the monitoring and controlling process. a. WBS b. sprint backlog c. burndown chart d. product backlog ANSWER: c RATIONALE: Feedback: A burndown chart is an important artifact used to graphically display progress on each sprint.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.125 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge Completion 58. A(n) is a series of actions directed toward a particular result.

ANSWER: process POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 59. progress from initiation activities to planning activities, executing activities, monitoring and controlling activities, and closing activities.

ANSWER: Project management process groups POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study KEYWORDS:

Bloom's: Knowledge

60. The ideal outcome of the process group is to complete a project successfully by delivering the agreed-upon project scope within time, cost, and quality constraints.

ANSWER: monitoring and controlling POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.84 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Comprehension 61. the project includes work required to introduce any new hardware, software, and procedures into normal operations.

ANSWER: Executing POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.84 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 62. A(n) describes how things should be done.

ANSWER: methodology POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 86 LEARNING OBJECTIVES: INFO.SCHW.14.16 - LO: 3-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing An IT Project Management Methodology KEYWORDS: Bloom's: Knowledge 63. is a project management methodology that defines 45 separate subprocesses and organizes these into eight process groups.

ANSWER: PRojects IN Controlled Environments PRINCE2 POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 87 LEARNING OBJECTIVES: INFO.SCHW.14.16 - LO: 3-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing An IT Project Management Methodology Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study KEYWORDS:

Bloom's: Knowledge

64. are 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.

ANSWER: Stakeholders POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.94 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 65. A(n) is a document that includes stakeholders’ roles, names, organizations, and contact information.

ANSWER: stakeholder register POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.94 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 66. A(n) is a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans.

ANSWER: kick-off meeting POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.97 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 67. A risk register is the output of .

ANSWER: risk identification planning POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.102 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study KEYWORDS: 68. The work.

ANSWER:

Approach) Bloom's: Knowledge is a very important tool in project management because it provides the basis for deciding how to do the

WBS work breakdown structure work breakdown structure (WBS) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.104 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 69. issues often occur during project execution, especially conflicts.

ANSWER: Human resource POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.110 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 70. A(n) is the person responsible for the business value of the project and for deciding what work to do and in what order when using a Scrum method.

ANSWER: product owner POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.118 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 71. A(n) is a set period of time, normally two to four weeks, during which specific work must be completed and made ready for review when using Scrum methods.

ANSWER: sprint POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.118 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 72. A(n) is the person who ensures that the team is productive, facilitates the daily Scrum, enables close cooperation across all roles and functions, and removes barriers that prevent the team from being effective.

ANSWER: ScrumMaster POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.118 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 73. A(n) is a cross-functional team of five to nine people who organize themselves and the work to produce the desired results for each sprint.

ANSWER: Scrum team development team POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.118 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 74. In Scrum, a(n) is a useful object created by people.

ANSWER: artifact POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.119 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 75. A(n) is a Scrum artifact and consists of the highest-priority items from the product backlog to be completed in a sprint.

ANSWER: sprint backlog POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.119 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study TOPICS: KEYWORDS:

Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) Bloom's: Knowledge

76. are short descriptions written by customers of what they need a Scrum system to do for them.

ANSWER: User stories POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.123 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 77. The most time and money should be spent on ANSWER: executing execution project execution POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.124 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge 78. If done well, the ANSWER:

can produce several releases of useful software. agile approach agile method

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.126 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge Essay 79. List and describe the five process management groups.

ANSWER: Initiating processes include defining and authorizing a project or project phase. Initiating processes take place during each phase of a project. Therefore, you cannot equate process groups with project phases. Recall that there can be different project phases, but all projects will include all five process groups. For example, 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. Initiating processes are also required to end a project. Someone must initiate activities to ensure that the project team completes all the work, documents lessons learned, assigns project resources, and that the customer accepts the Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study work.

Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs. There are several plans for projects, such as the scope management plan, schedule management plan, cost management plan, procurement management plan, and so on, defining each knowledge area as it relates to the project at that point in time. For example, a project team must develop a plan to define the work that needs to be done for the project, to schedule activities related to that work, to estimate costs for performing the work, to decide what resources to procure to accomplish the work, and so on.

To account for changing conditions on the project and in the organization, project teams often revise plans during each phase of the project life cycle.

Executing processes include coordinating people and other resources to carry out the various plans and produce the products, services, or results of the project or phase. Examples of executing processes include acquiring and developing the project team, performing quality assurance, distributing information, managing stakeholder expectations, and conducting procurements.

Monitoring and controlling processes include regularly measuring and monitoring progress to ensure that the project team meets the project objectives. The project manager and staff monitor and measure progress against the plans and take corrective action when necessary. A common monitoring and controlling process is reporting performance, where project stakeholders can identify any necessary changes that may be required to keep the project on track.

Closing processes include formalizing acceptance of the project or project phase and ending it efficiently. Administrative activities are often involved in this process group, such as archiving project files, closing out contracts, documenting lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.81 LEARNING OBJECTIVES: INFO.SCHW.14.15 - LO: 3-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Project Management Process Groups KEYWORDS: Bloom's: Knowledge 80. What is a methodology and what are some methodologies other than the PMBOK Guide do organizations use as a basis for project management methodology?

ANSWER: A methodology describes how things should be done, and different organizations often have different ways of doing things.

In addition to using the PMBOK® Guide as a basis for project management methodology, many organizations use others, such as the following: • PRojects IN Controlled Environments (PRINCE2): Originally developed for information technology projects, PRINCE2 was released in 1996 as a generic project management methodology by the U.K. Office of Government Commerce (OCG). It is the de facto standard in the United Kingdom and is used in over 50 countries. PRINCE2 defines 45 separate subprocesses and organizes these into eight process groups as follows: 1. Starting up a project Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study 2. Planning 3. Initiating a project 4. Directing a project 5. Controlling a stage 6. Managing product delivery 7. Managing stage boundaries 8. Closing a project • Agile methodologies: Agile software development is a form of adaptive software development. All agile methodologies include an iterative workflow and incremental delivery of software in short iterations. Several popular agile methodologies include extreme programming, scrum, feature driven development, lean software development, Agile Unified Process (AUP), Crystal, and Dynamic Systems Development Method (DSDM).

• Rational Unified Process (RUP) framework: RUP is an iterative software development process that focuses on team productivity and delivers software best practices to all team members. According to RUP expert Bill Cottrell, “RUP embodies industry-standard management and technical methods and techniques to provide a software engineering process particularly suited to creating and maintaining component-based software system solutions.”

Cottrell explains that you can tailor RUP to include the PMBOK process groups, since several customers asked for that capability. There are several other project management methodologies specifically for software development projects such as Joint Application Development (JAD) and Rapid Application Development (RAD).

• Six Sigma methodologies: Many organizations have projects underway that use Six Sigma methodologies. The work of many project quality experts contributed to the development of today’s Six Sigma principles. Two main methodologies are used on Six Sigma projects: DMAIC (Define, Measure, Analyze, Improve, and Control) is used to improve an existing business process, and DMADV (Define, Measure, Analyze, Design, and Verify) is used to create new product or process designs to achieve predictable, defect-free performance.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p. 86-87-88 LEARNING OBJECTIVES: INFO.SCHW.14.16 - LO: 3-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing An IT Project Management Methodology KEYWORDS: Bloom's: Knowledge 81. Describe the process of initiating a project and the issues involved.

ANSWER: In project management, initiating includes recognizing and starting a new project. An organization should put considerable thought into project selection to ensure that it initiates the right kinds of projects for the right reasons. It is better to have a moderate or even small amount of success on an important project than huge success on one that is unimportant. The selection of projects for initiation, therefore, is crucial, as is the selection of project managers.

Ideally, the project manager would be involved in initiating a project, but often the project manager is selected after many initiation decisions have already been made. Organizations must also understand and plan for the ongoing support that is often required after implementing a new system or other product or service resulting from a project.

It is important to remember that strategic planning should serve as the foundation for deciding which projects to pursue. The organization’s strategic plan expresses the vision, Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study mission, goals, objectives, and strategies of the organization. It also provides the basis for information technology project planning. Information technology is usually a support function in an organization, so it is critical that the people initiating information technology projects understand how those projects relate to current and future needs of the organization.

Information systems must support the firm’s business goals, such as providing consulting services more effectively and efficiently.

An organization may initiate information technology projects for several reasons, but the most important reason is to support business objectives. Providing a good return on investment at a reasonable level of risk is also important, especially in tough economic times.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.89-90 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Comprehension 82. What is a work breakdown structure?

ANSWER: The WBS is a very important tool in project management because it provides the basis for deciding how to do the work. The WBS also provides a basis for creating the project schedule and performing earned value management for measuring and forecasting project performance.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 104 LEARNING OBJECTIVES: INFO.SCHW.14.17 - LO: 3-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) KEYWORDS: Bloom's: Knowledge 83. In the Scrum method, what role is played by the ScrumMaster?

ANSWER: The ScrumMaster facilitates four ceremonies or meetings when using Scrum methods: • Sprint planning session: A meeting with the team to select a set of work from the product backlog to deliver during a sprint. This meeting takes about four hours to a full day.

• Daily Scrum: A short meeting for the development team to share progress and challenges and plan work for the day. Ideally the team members are in the same place, the meeting usually lasts no more than 15 minutes, and it is held at the same time and place each day. If that is not possible, teams can use videoconferencing to have short virtual meetings. The ScrumMaster asks what work has been done since yesterday, what work is planned for today, and what impediments or stumbling blocks might hamper the team’s efforts. The ScrumMaster documents these stumbling blocks and works with key stakeholders to resolve them after the daily Scrum. Many teams use the term issues for items that do not have to be solved in the next 24 hours and blockers for items that need to be addressed immediately.

This allows a ScrumMaster to maintain focus on highest-priority items (blockers) first and Cengage Learning Testing, Powered by Cognero

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Chapter 3: The Project Management Process Groups: A Case Study then manage the resolution of other issues over the next day or so.

• Sprint reviews: A meeting in which the team demonstrates to the product owner what it has completed during the sprint.

• Sprint retrospectives: A meeting in which the team looks for ways to improve the product and the process based on a review of the actual performance of the development team.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 119 LEARNING OBJECTIVES: INFO.SCHW.14.18 - LO: 3-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) KEYWORDS: Bloom's: Knowledge

Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management True / False 1. In project integration management, directing and managing project execution involves carrying out the project management plan by performing the activities included in it. a. True b. False ANSWER: True RATIONALE: Feedback: Directing and managing project work involves carrying out the project management plan by performing the activities included in it. The outputs of this process are deliverables, work performance information, change requests, project management plan updates, and project documents updates.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.138 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Comprehension 2. Interface management involves identifying and managing the points of interaction between various elements of a project. a. True b. False ANSWER: False RATIONALE: Feedback: Interface management involves identifying and managing the points of interaction between various elements of a project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.140 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Comprehension 3. The number of interfaces in a single project is limited, and does not depend on the number of people involved in the project. a. True b. False ANSWER: False RATIONALE: Feedback: Project integration management includes interface management, which involves identifying and managing the points of interaction between various elements of a project. The number of interfaces can increase exponentially as the number of people involved in a project increases.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.140 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Comprehension 4. Project integration management must occur just within the context of a particular project. a. True b. False ANSWER: False RATIONALE: Feedback: Project integration management must occur within the context of the entire organization, not just within a particular project. The project manager must integrate the work of the project with the ongoing operations of the organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.141 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Knowledge 5. A SWOT analysis, being a linear process, cannot be performed using the nonlinear mind mapping technique. a. True b. False ANSWER: False RATIONALE: Feedback: Some people like to perform a SWOT analysis by using mind mapping, a technique that uses branches radiating from a core idea to structure thoughts and ideas.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.142 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 6. An organization’s information technology project selection process should guide the strategic plan. a. True b. False ANSWER: False RATIONALE: Feedback: Aligning IT projects with business strategy is consistently a top concern for CIOs. Most organizations face thousands of problems and opportunities for improvement.

Therefore, an organization’s strategic plan should guide the IT project selection process.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.144 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 7. Information systems can help an organization support a strategy of being a low-cost producer. a. True b. False ANSWER: True RATIONALE: Feedback: Many information systems are classified as “strategic” because they directly support key business strategies. For example, information systems can help an organization support a strategy of being a low-cost producer.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.145 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 8. Projects that address broad organizational needs are likely to fail. a. True b. False ANSWER: False RATIONALE: Feedback: Projects that address broad organizational needs are much more likely to be successful because they will be important to the organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.146 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Comprehension 9. As projects progress, the organization must reevaluate the need, funding, and will for each project to determine if the project should be continued, redefined, or terminated. a. True b. False ANSWER: True RATIONALE: Feedback: As projects progress, the organization must reevaluate the need, funding, and will for each project to determine if it should be continued, redefined, or terminated.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.146 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management TOPICS: KEYWORDS:

Methods for Selecting Projects Bloom's: Comprehension

10. Opportunities and directives are essentially the same thing. a. True b. False ANSWER: False RATIONALE: Feedback: Opportunities are chances to improve the organization. Directives are new requirements imposed by management, government, or some external influence.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.147 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Comprehension 11. Projects that arise as a result of problems and directives must be resolved quickly to avoid hurting an organization’s business. a. True b. False ANSWER: True RATIONALE: Feedback: It is often easier to get approval and funding for projects that address problems or directives because the organization must respond to these categories to avoid hurting their business.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.147 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Comprehension 12. The organization should complete low-priority projects before high-priority ones, if the low-priority ones take less time. a. True b. False ANSWER: False RATIONALE: Feedback: Organizations can also categorize IT projects as having high, medium, or low priority based on the current business environment. An organization should always complete high-priority projects first, even if a low- or medium-priority project could be finished in less time.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.147 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Comprehension 13. An organization should consider only projects with a negative NPV if financial value is a key criterion for project selection. a. True b. False ANSWER: False RATIONALE: Feedback: An organization should consider only projects with a positive NPV if financial value is a key criterion for project selection.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.148 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Comprehension 14. NPV analysis is a method for making equal comparisons between cash flows for multi-year projects. a. True b. False ANSWER: True RATIONALE: Feedback: NPV analysis is a method for making equal comparisons between cash flows for multi-year projects.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.149 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 15. An annual discount factor is a multiplier for each year based on the discount rate and year. a. True b. False ANSWER: True RATIONALE: Feedback: The annual discount factor is a multiplier for each year based on the discount rate and year.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.149 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management TOPICS: KEYWORDS:

Methods for Selecting Projects Bloom's: Knowledge

16. The ROI is always positive. a. True b. False ANSWER: False RATIONALE: Feedback: The ROI is always a percentage. It can be positive or negative.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.151 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 17. Payback period is the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project. a. True b. False ANSWER: True RATIONALE: Feedback: Payback analysis is another important financial tool when selecting projects.

Payback period is the amount of time it will take to recoup the total dollars invested in a project, in terms of net cash inflows.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.151 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 18. A project charter typically does not authorize the project manager to use organizational resources to complete the project. a. True b. False ANSWER: False RATIONALE: Feedback: A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. It authorizes the project manager to use organizational resources to complete the project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management TOPICS: KEYWORDS:

Developing A Project Charter Bloom's: Knowledge

19. Some organizations initiate projects using a contract in place of a project charter. a. True b. False ANSWER: True RATIONALE: Feedback: Instead of project charters, some organizations initiate projects using a simple letter of agreement, while others use much longer documents or formal contracts.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Knowledge 20. Many projects fail because of unclear requirements and expectations, so starting with a payback analysis makes a lot of sense. a. True b. False ANSWER: False RATIONALE: Feedback: Many projects fail because of unclear requirements and expectations, so starting with a project charter makes a lot of sense.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.156 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Comprehension 21. The introduction or overview of a project must only include a list of definitions and acronyms. a. True b. False ANSWER: False RATIONALE: Feedback: The introduction or overview of the project should include the following information: the project name; a brief description of the project and the need it addresses; the sponsor’s name; the names of the project manager and key team members; deliverables of the project; a list of important reference materials; and a list of definitions and acronyms.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.158-159 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Knowledge 22. A Gantt chart is the same as a project management plan. a. True b. False ANSWER: False RATIONALE: Feedback: The project management plan is much more than a Gantt chart.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.161 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Comprehension 23. It is necessary that IT project managers have prior technical experience in creating and managing IT products. a. True b. False ANSWER: False RATIONALE: Feedback: It is often helpful for IT project managers to have prior technical experience or at least a working knowledge of IT products.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.164 LEARNING OBJECTIVES: INFO.SCHW.14.26 - LO: 4-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Directing And Managing Project Work KEYWORDS: Bloom's: Comprehension 24. Corrective actions reduce the probability of negative consequences associated with project risks, while preventive actions should result in improvements in project performance. a. True b. False ANSWER: False RATIONALE: Feedback: Corrective actions should result in improvements in project performance.

Preventive actions reduce the probability of negative consequences associated with project risks.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.167 LEARNING OBJECTIVES: INFO.SCHW.14.27 - LO: 4-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Monitoring And Controlling Project Work Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management KEYWORDS:

Bloom's: Comprehension

25. Change requests are always made in writing. a. True b. False ANSWER: True RATIONALE: Feedback: Change requests are common on projects and occur in many different forms. They can be oral or written, formal or informal.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.168 LEARNING OBJECTIVES: INFO.SCHW.14.28 - LO: 4-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Integrated Change Control KEYWORDS: Bloom's: Comprehension 26. Organizational process asset updates are an important output of the closing process of a project. a. True b. False ANSWER: True RATIONALE: Feedback: The project team should provide a list of project documentation, project closure documents, and historical information produced by the project in a useful format. This information is considered a process asset.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.172 LEARNING OBJECTIVES: INFO.SCHW.14.29 - LO: 4-9 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Closing Projects Or Phases KEYWORDS: Bloom's: Knowledge Multiple Choice 27.

involves working with stakeholders to create the document that formally authorizes a project. a. Developing the project charter b. Developing the preliminary project scope statement c. Developing the project management plan d. Performing integrated change control ANSWER: a RATIONALE: Feedback: Developing the project charter involves working with stakeholders to create the document that formally authorizes a project —the charter.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.138 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Knowledge 28.

involves coordinating all planning efforts to create a consistent, coherent document. a. Developing the project charter b. Developing the preliminary project scope statement c. Developing the project management plan d. Developing the organizational process assets updates ANSWER: c RATIONALE: Feedback: Developing the project management plan involves coordinating all planning efforts to create a consistent, coherent document—the project management plan.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.138 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Knowledge 29. The outputs of the process include change request status updates, project management plan updates, and project document updates. a. initiating b. planning c. executing d. monitoring and controlling ANSWER: d RATIONALE: Feedback: The outputs of the monitoring and controlling process include change request status updates, project management plan updates, and project document updates.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.138 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Knowledge 30. The first step in the planning process is . a. to tie the information technology strategic plan to the organization’s overall strategic plan b. to perform a business area analysis c. to start defining potential IT projects in terms of their scope, benefits, and constraints d. to choose which projects to do and assigning resources to work on them ANSWER: a RATIONALE: Feedback: The first step in the planning process, starting at the top of the hierarchy, is to tie the IT strategic plan to the organization’s overall strategic plan.

POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management REFERENCES: p.143 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 31. The stage of information technology planning outlines business processes that are central to achieving strategic goals and helps determine which ones could most benefit from information technology. a. project planning b. business area analysis c. resource allocation d. information technology strategy planning ANSWER: b RATIONALE: Feedback: The business area analysis outlines business processes that are central to achieving strategic goals and helps determine which processes could most benefit from IT. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.143 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 32. In the stage of selecting information technology projects, organizations define project scope, benefits, and constraints. a. project planning b. business area analysis c. resource allocation d. information technology strategy planning ANSWER: a RATIONALE: Feedback: In the project planning stage of selecting information technology projects, organizations define project scope, benefits, and constraints.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.143 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 33. In the stage of selecting information technology projects, organizations select information technology projects. a. project planning b. business area analysis c. resource allocation d. information technology strategy planning ANSWER: c RATIONALE: Feedback: In the resource allocation stage of selecting information technology projects, organizations select information technology projects.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.144 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 34.

are new requirements imposed by management, government, or some external influence. a. Opportunities b. Charters c. Problems d. Directives ANSWER: d RATIONALE: Feedback: Directives are new requirements imposed by management, government, or some external influence.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.147 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 35. analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time. a. Cost of capital b. Net present value c. Cash flow d. Payback ANSWER: b RATIONALE: Feedback: Net present value (NPV) analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.148 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 36. Benefits minus costs is known as the . a. cost of capital b. cash flow c. discount factor d. opportunity cost of capital ANSWER: b RATIONALE: Feedback: Cash flow is the benefits minus costs or income minus expenses.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p. 148 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management TOPICS: KEYWORDS:

Methods for Selecting Projects Bloom's: Knowledge

37. The first step in determining the NPV is to . a. determine the estimated costs and benefits for the life of the project and the products it produces b. determine the discount rate c. calculate the net present value d. determine the cash flow ANSWER: a RATIONALE: Feedback: The first step in determining the NPV is to calculate the estimated costs and benefits for the life of the project and the products it creates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.149 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 38. Which of the following is true of return on investment or ROI? a. It is always a percentage. b. It is always a positive number. c. It is the result of adding the project costs to the profits. d. The lower it is, the better.

ANSWER: a RATIONALE: Feedback: The ROI is always a percentage. It can be positive or negative.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.151 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Comprehension 39. The is the minimum acceptable rate of return on an investment. a. capitalization rate b. internal rate of return c. discount rate d. required rate of return ANSWER: d RATIONALE: Feedback: The required rate of return is the minimum acceptable rate of return on an investment.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.151 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 40. Payback occurs when: a. the net cumulative benefits minus costs equal one. b. the net cumulative benefits equal the net cumulative costs. c. the net costs are lower than the cumulative benefits. d. the cumulative benefits are double the cumulative costs.

ANSWER: b RATIONALE: Feedback: Payback occurs when the net cumulative benefits equal the net cumulative costs, or when the net cumulative benefits minus costs equal zero.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.151` LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 41. A project’s internal rate of return can be determined by finding what discount rate results in an NPV of for the project. a. zero b. one c. a hundred percent d. fifty percent ANSWER: a RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.151 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 42. In a weighted scoring model, the sum of the weights of all the criteria must total percent. a. 10 b. 50 c. 100 d. 150 ANSWER: c RATIONALE: Feedback: In a weighted scoring model, a weight is assigned to each criterion based on its importance to the project. Determining weights requires consultation and final agreement.

You can assign weights based on percentages; the weights of the criteria must total 100 percent.

POINTS: 1 DIFFICULTY: Difficulty: Easy Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management REFERENCES: p.153 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 43. A is a document that recognizes the existence of a project and provides direction on the project’s objectives and management. a. stakeholder register b. risk register c. directive d. project charter ANSWER: d RATIONALE: Feedback: A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Knowledge 44. The business case includes information on . a. the business need for the project b. relevant government or industry standards c. the project objective, high-level requirements, and time and cost goals d. policies, procedures, guidelines, and systems that influence a project’s success ANSWER: c RATIONALE: Feedback: Many projects require a business case to justify their investment. Information in the business case, such as the project objective, high-level requirements, and time and cost goals, is included in the project charter.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Knowledge 45. Which of the following are organizational process assets? a. Management systems b. The organization’s infrastructure c. Government standards d. Marketplace conditions ANSWER: a RATIONALE: Feedback: Organizational process assets include formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information that can influence a project’s success.

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Chapter 4: Project Integration Management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Comprehension 46. A is a document used to coordinate all project planning documents and help guide a project’s execution and control. a. project management plan b. statement of work c. scope statement d. business case ANSWER: a RATIONALE: Feedback: A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.158 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Knowledge 47. The section of the project plan should describe the major project functions and activities and identify those individuals who are in charge of them. a. organizational charts b. other organizational or process-related information c. project responsibilities d. management objectives ANSWER: c RATIONALE: Feedback: This section of the project plan should describe the major project functions and activities and identify the people responsible for them. A responsibility assignment matrix is often used to display this information.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.159 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Knowledge 48. The section of the project management plan describes how to monitor project progress and handle changes. a. management objectives b. project controls c. risk management d. technical processes ANSWER: b Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management RATIONALE:

Feedback: The project controls section describes how to monitor project progress and handle changes. Will there be monthly status reviews and quarterly progress reviews? Will there be specific forms or charts to monitor progress?

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.160 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Knowledge 49. The section of the project management plan describes specific methodologies a project might use and explains how to document information. a. management objectives b. project controls c. risk management d. technical processes ANSWER: d RATIONALE: Feedback: The technical processes section describes specific methodologies a project might use and explains how to document information.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.160 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Knowledge 50. The project schedule information section of the project management plan includes . a. a detailed budget b. a list of key deliverables c. an elaborate timetable d. a directory of staff involved in the project ANSWER: c RATIONALE: Feedback: The project schedule information section should include a detailed schedule that provides more detailed information about the project schedule. It should reference the schedule management plan and discuss dependencies among project activities that could affect the project schedule.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.161 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Knowledge 51. The majority of time on a project is usually spent on a. execution b. planning c. closing d. monitoring and controlling Cengage Learning Testing, Powered by Cognero

, as is most of the project’s budget.

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Chapter 4: Project Integration Management ANSWER: RATIONALE:

a Feedback: The majority of time on a project is usually spent on execution, as is most of the project’s budget.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.162 LEARNING OBJECTIVES: INFO.SCHW.14.26 - LO: 4-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Directing And Managing Project Work KEYWORDS: Bloom's: Knowledge 52.

should result in improvements in project performance. a. Corrective actions b. Defect repairs c. Preventive actions d. Product acceptance plans ANSWER: a RATIONALE: Feedback: Corrective actions should result in improvements in project performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.167 LEARNING OBJECTIVES: INFO.SCHW.14.27 - LO: 4-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Monitoring And Controlling Project Work KEYWORDS: Bloom's: Knowledge 53. Which of the following is a proactive process undertaken to reduce the probability of negative consequences associated with project risks? a. Performance reports b. Preventive actions c. Defect repairs d. Corrective actions ANSWER: b RATIONALE: Feedback: Preventive actions reduce the probability of negative consequences associated with project risks. The problem has not yet occurred. Measures are taken so that problems do not occur.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.167 LEARNING OBJECTIVES: INFO.SCHW.14.27 - LO: 4-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Monitoring And Controlling Project Work KEYWORDS: Bloom's: Comprehension 54. An IT company revises its process parameters in response to complaints from vendors that products were not ready on time. This would be an example of . a. cost forecasting b. a preventive action c. defect repairs d. a corrective action ANSWER: d Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management RATIONALE: Feedback: Corrective actions should result in improvements in project performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.167 LEARNING OBJECTIVES: INFO.SCHW.14.27 - LO: 4-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Monitoring And Controlling Project Work KEYWORDS: Bloom's: Application 55. A(n) is a formal, documented process that describes when and how official project documents may be modified, the people authorized to make modifications, and the paperwork required for these changes. a. WBS b. project charter c. performance report d. change control system ANSWER: d RATIONALE: Feedback: A change control system is a formal, documented process that describes when and how official project documents may be changed. It also describes the people authorized to make changes, the paperwork required for these changes, and any automated or manual tracking systems the project will use.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.169 LEARNING OBJECTIVES: INFO.SCHW.14.28 - LO: 4-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Integrated Change Control KEYWORDS: Bloom's: Knowledge 56. involves identifying and controlling the functional and physical design characteristics of products and their support documentation, and ensures that the descriptions of the project’s products are correct and complete. a. NPV analysis b. Project management information systems c. Configuration management d. Project time management ANSWER: c RATIONALE: Feedback: Configuration management ensures that the descriptions of the project’s products are correct and complete. It involves identifying and controlling the functional and physical design characteristics of products and their support documentation.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.170 LEARNING OBJECTIVES: INFO.SCHW.14.28 - LO: 4-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Integrated Change Control KEYWORDS: Bloom's: Knowledge Completion 57. involves coordinating all of the other project management knowledge areas throughout a project’s life cycle.

ANSWER: Project integration management Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.138 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Knowledge 58. involves identifying and managing the points of interaction between various elements of the project.

ANSWER: Interface management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.140 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Integration Management?

KEYWORDS: Bloom's: Knowledge 59. involves determining long-term objectives by analyzing the strengths and weaknesses, studying opportunities and threats, predicting future trends, and projecting the need for new products and services.

ANSWER: Strategic planning POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.141 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 60. A(n) involves analyzing a company’s strengths, weaknesses, opportunities, and threats, and is used to aid in strategic planning.

ANSWER: SWOT analysis POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.142 LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 61. is a technique that uses branches radiating from a core idea to structure thoughts and ideas.

ANSWER: Mind mapping POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.142 Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management LEARNING OBJECTIVES: INFO.SCHW.14.22 - LO: 4-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Strategic Planning And Project Selection KEYWORDS: Bloom's: Knowledge 62. refer to undesirable situations that prevent an organization from achieving its goals.

ANSWER: Problems POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.146 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 63. refer to chances to improve the organization.

ANSWER: Opportunities POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.147 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 64. are new requirements imposed by management, government, or some external influence.

ANSWER: Directives POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.147 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 65. analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time.

ANSWER: Net present value Net present value (NPV) NPV POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.148 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management TOPICS: KEYWORDS:

Methods for Selecting Projects Bloom's: Knowledge

66. A positive NPV means the return from a project exceeds the , the return available by investing the capital elsewhere.

ANSWER: cost of capital POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.148 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Comprehension 67. is the result of subtracting the project costs from the benefits and then dividing by the costs.

ANSWER: ROI Return on investment Return on investment (ROI) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.150 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 68. The ANSWER:

is the discount rate that results in an NPV of zero for a project. internal rate of return internal rate of return (IRR) IRR POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.151 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 69. A(n) is a tool that provides a systematic process for selecting projects based on many criteria.

ANSWER: weighted scoring model POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.152 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management TOPICS: KEYWORDS:

Methods for Selecting Projects Bloom's: Knowledge

70. A(n) is a methodology that converts value drivers, such as customer service, innovation, operational efficiency, and financial performance, to a series of defined metrics.

ANSWER: balanced scorecard POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.154 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 71. factors include relevant government or industry standards, the organization’s infrastructure, and marketplace conditions.

ANSWER: Enterprise environmental POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Knowledge 72. include formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information that can be used to influence a project’s success.

ANSWER: Organizational process assets POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Knowledge 73. In project integration management, project and are intertwined and inseparable activities.

ANSWER: planning, execution POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.163 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Directing And Managing Project Work KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management 74. project work includes collecting, measuring, and disseminating performance information.

ANSWER: Monitoring POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.166 LEARNING OBJECTIVES: INFO.SCHW.14.27 - LO: 4-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Monitoring And Controlling Project Work KEYWORDS: Bloom's: Knowledge 75. A(n) is the approved project management plan plus approved changes.

ANSWER: baseline POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.166 LEARNING OBJECTIVES: INFO.SCHW.14.27 - LO: 4-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Monitoring And Controlling Project Work KEYWORDS: Bloom's: Knowledge 76. involves identifying, evaluating, and managing changes throughout the project life cycle.

ANSWER: Integrated change control POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.168 LEARNING OBJECTIVES: INFO.SCHW.14.28 - LO: 4-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Integrated Change Control KEYWORDS: Bloom's: Knowledge 77. A(n) ANSWER:

is a formal group of people responsible for approving or rejecting changes to a project. change control board change control board (CCB) CCB POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.169 LEARNING OBJECTIVES: INFO.SCHW.14.28 - LO: 4-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Integrated Change Control KEYWORDS: Bloom's: Knowledge Essay Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management 78. List and briefly describe the six main processes involved in project integration management.

ANSWER: 1. Developing the project charter involves working with stakeholders to create the document that formally authorizes a project—the charter.

2. Developing the project management plan involves coordinating all planning efforts to create a consistent, coherent document—the project management plan.

3. Directing and managing project execution involves carrying out the project management plan by performing the activities included in it. The outputs of this process are deliverables, work performance information, change requests, project management plan updates, and project document updates.

4. Monitoring and controlling project work involves overseeing activities to meet the performance objectives of the project. The outputs of this process are change requests, project management plan updates, and project document updates.

5. Performing integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle. The outputs of this process include change request status updates, project management plan updates, and project document updates.

6. Closing the project or phase involves finalizing all activities to formally close the project or phrase. Outputs of this process include final product, service, or result transition and organizational process assets updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.138-139 LEARNING OBJECTIVES: INFO.SCHW.14.21 - LO: 4-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What is Project Integration Management?

KEYWORDS: Bloom's: Knowledge 79. What are the methods for categorizing information technology projects?

ANSWER: Selecting projects is based on various categorizations, such as the impetus for the project, the time window for the project, and the general priority for the project.

The impetus for a project is often the need to respond to a problem, an opportunity, or a directive. Problems are undesirable situations that prevent an organization from achieving its goals. These problems can be current or anticipated. For example, users of an information system may be having trouble logging onto the system or getting information in a timely manner because the system has reached its capacity. In response, the company could initiate a project to enhance the current system by adding more access lines or upgrading the hardware with a faster processor, more memory, or more storage space. Opportunities are chances to improve the organization. For example, the project described in the opening case involves creating a new product that can make or break the entire company. Directives are new requirements imposed by management, government, or some external influence. For example, many projects involving medical technologies must meet rigorous government requirements.

Another 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. For example, some potential projects must be finished within a specific time window. If they cannot be finished by this set date, they are no longer valid projects. Some projects can be completed very quickly—within a few weeks, days, or even minutes. Many organizations have an end user support function to handle very small projects that can be completed quickly. Even though many information technology projects can be completed quickly, it is still important to prioritize them.

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Chapter 4: Project Integration Management Organizations can prioritize information technology projects as being high, medium, or low priority based on the current business environment. For example, if it is crucial to cut operating costs quickly, projects that have the most potential to do so would be given a high priority. The organization should always complete high-priority projects first, even if a lowor medium-priority project could be finished in less time. Usually there are many more potential information technology projects than an organization can undertake at any one time, so it is very important to work on the most important ones first.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.146-147 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Methods for Selecting Projects KEYWORDS: Bloom's: Knowledge 80. What is a weighted scoring model? How is it created?

ANSWER: A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria. These criteria can include factors such as meeting broad organizational needs; addressing problems, opportunities, or directives; the amount of time it will take to complete the project; the overall priority of the project; and projected financial performance of the project.

The first step in creating a weighted scoring model is to identify criteria important to the project selection process. It often takes time to develop and reach agreement on these criteria.

Holding facilitated brainstorming sessions or using groupware to exchange ideas can aid in developing these criteria. Some possible criteria for information technology projects include: • Supports key business objectives • Has strong internal sponsor • Has strong customer support • Uses realistic level of technology • Can be implemented in one year or less • Provides positive NPV • Has low risk in meeting scope, time, and cost goals Next, you assign a weight to each criterion. Once again, determining weights requires consultation and final agreement. These weights indicate how much you value each criterion or how important each criterion is. You can assign weights based on percentages, and the sum of all of the criteria’s weights must total 100 percent. You then assign numerical scores to each criterion (for example, 0 to 100) for each project. The scores indicate how much each project meets each criterion. At this point, you can use a spreadsheet application to create a matrix of projects, criteria, weights, and scores. After assigning weights for the criteria and scores for each project, you calculate a weighted score for each project by multiplying the weight for each criterion by its score and adding the resulting values.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.152-153 LEARNING OBJECTIVES: INFO.SCHW.14.23 - LO: 4-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 4: Project Integration Management TOPICS: KEYWORDS:

Methods for Selecting Projects Bloom's: Knowledge

81. What is a project charter? Discuss the inputs that can aid the development of a project charter.

ANSWER: A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management. It authorizes the project manager to use organizational resources to complete the project. Ideally, the project manager provides a major role in developing the project charter.

The following inputs are helpful in developing a project charter: • A project statement of work: A statement of work is a document that describes the products or services to be created by the project team. It usually includes a description of the business need for the project, a summary of the requirements and characteristics of the products or services, and organizational information, such as appropriate parts of the strategic plan, showing the alignment of the project with strategic goals.

• A business case: Many projects require a business case to justify their investment.

Information in the business case, such as the project objective, high-level requirements, and time and cost goals, is included in the project charter.

• Agreements: If you are working on a project under contract for an external customer, the contract or agreement should include much of the information needed for creating a good project charter. Some people might use a contract or agreement in place of a charter; however, many contracts are difficult to read and can often change, so it is still a good idea to create a project charter.

• Enterprise environmental factors: These factors include relevant government or industry standards, the organization’s infrastructure, and marketplace conditions.Managers should review these factors when developing a project charter.

• Organizational process assets: Organizational process assets include formal and informal plans, policies, procedures, guidelines, information systems,financial systems, management systems, lessons learned, and historical information that can influence a project’s success.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.155 LEARNING OBJECTIVES: INFO.SCHW.14.24 - LO: 4-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Charter KEYWORDS: Bloom's: Knowledge 82. Discuss the three items that should be summarized in the work that needs to be performed section of the project management plan.

ANSWER: Major work packages: A project manager usually organizes the project work into several work packages using a work breakdown structure (WBS) and produces a scope statement to describe the work in more detail. This section should briefly summarize the main work packages for the project and refer to appropriate sections of the scope management plan.

Key deliverables: This section lists and describes the key products created as part of the project. It should also describe the quality expectations for the product deliverables.

Other work-related information: This section highlights key information related to the work performed on the project. For example, it might list specific hardware or software to use on the project or certain specifications to follow. It should document major assumptions made in defining the project work.

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Chapter 4: Project Integration Management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.160 LEARNING OBJECTIVES: INFO.SCHW.14.25 - LO: 4-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing A Project Management Plan KEYWORDS: Bloom's: Knowledge 83. What is integrated change control? What are the main objectives of integrated change control?

ANSWER: Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle. The three main objectives of integrated change control are: 1. Influencing the factors that create changes to ensure that changes are beneficial: To ensure that changes are beneficial and that a project is successful, project managers and their teams must make trade-offs among key project dimensions, such as scope, time, cost, and quality.

2. Determining that a change has occurred: To determine that a change has occurred, the project manager must know the status of key project areas at all times. In addition, the project manager must communicate significant changes to top management and key stakeholders.

Top management and other key stakeholders do not like surprises, especially ones that mean the project might produce less, take longer to complete, cost more than planned, or be of lower quality than desired.

3. Managing actual changes as they occur: Managing change is a key role of project managers and their teams. It is important that project managers exercise discipline in managing the project to help minimize the number of changes that occur.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.168 LEARNING OBJECTIVES: INFO.SCHW.14.28 - LO: 4-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Integrated Change Control KEYWORDS: Bloom's: Knowledge

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Chapter 5: Project Scope Management True / False 1. Scope refers to all the work involved in creating the products of the project and the processes used to create them. a. True b. False ANSWER: True RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 2. Deliverables are only product-related, such as a piece of hardware or software. a. True b. False ANSWER: False RATIONALE: Feedback: Deliverables can be product-related, such as a piece of hardware or software, or process-related, such as a planning document or meeting minutes.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 3. Project scope management includes the processes involved in defining and controlling what is or is not included in a project. a. True b. False ANSWER: True RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management TOPICS: KEYWORDS:

What Is Project Scope Management?

Bloom's: Knowledge

4. The scope management plan can be informal and broad or formal and detailed, based on the needs of the project. a. True b. False ANSWER: True RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.186 LEARNING OBJECTIVES: INFO.SCHW.14.32 - LO: 5-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Scope Management KEYWORDS: Bloom's: Comprehension 5. The project’s size, complexity, importance, and other factors do not affect how much effort is spent on collecting requirements for scope planning. a. True b. False ANSWER: False RATIONALE: Feedback: The project’s size, complexity, importance, and other factors affect how much effort is spent on collecting requirements.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.190 LEARNING OBJECTIVES: INFO.SCHW.14.33 - LO: 5-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Collecting Requirements KEYWORDS: Bloom's: Comprehension 6. Information from the project charter provides a basis for further defining the project scope. a. True b. False ANSWER: True RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.191 LEARNING OBJECTIVES: INFO.SCHW.14.34 - LO: 5-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Defining Scope Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management KEYWORDS:

Bloom's: Knowledge

7. Project scope statements must include the project boundaries, constraints, and assumptions. a. True b. False ANSWER: False RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.191 LEARNING OBJECTIVES: INFO.SCHW.14.34 - LO: 5-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Defining Scope KEYWORDS: Bloom's: Knowledge 8. The scope of a project is clear and specific from the start. a. True b. False ANSWER: False RATIONALE: Feedback: As time progresses, the scope of a project should become more clear and specific.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.193 LEARNING OBJECTIVES: INFO.SCHW.14.34 - LO: 5-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Defining Scope KEYWORDS: Bloom's: Comprehension 9. 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 b. False ANSWER: True RATIONALE: Feedback: Many IT projects require detailed functional and design specifications for developing software, which also should be referenced in the detailed scope statement.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.193 LEARNING OBJECTIVES: INFO.SCHW.14.34 - LO: 5-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Defining Scope KEYWORDS: Bloom's: Comprehension Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management 10. 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 b. False ANSWER: True RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.191-193 LEARNING OBJECTIVES: INFO.SCHW.14.34 - LO: 5-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Defining Scope KEYWORDS: Bloom's: Knowledge 11. The project scope statement, stakeholder requirements documentation, and organizational process assets are the primary inputs for creating a WBS. a. True b. False ANSWER: True RATIONALE: Feedback: The project scope management plan, scope statement, requirements documentation, enterprise environmental factors, and organizational process assets are the primary inputs for creating a WBS. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 12. The scope baseline in a WBS consists of the requirements documentation and enterprise environmental factors. a. True b. False ANSWER: False RATIONALE: Feedback: The scope baseline includes the approved project scope statement and its associated WBS and WBS dictionary.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management TOPICS: KEYWORDS:

Creating The Work Breakdown Structure Bloom's: Knowledge

13. The WBS is organized solely around project phases. a. True b. False ANSWER: False RATIONALE: Feedback: A project team often organizes the WBS around project products, project phases, or the project management process groups.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 14. A work package represents one component of the product that the project aims to deliver. a. True b. False ANSWER: False RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.197 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 15. A work package must always represent less than 80 hours of work. a. True b. False ANSWER: False RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.197 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management TOPICS: KEYWORDS:

Creating The Work Breakdown Structure Bloom's: Knowledge

16. Given the project management software that is available, it is relatively easy to create a good WBS. a. True b. False ANSWER: False RATIONALE: Feedback: It is very difficult to create a good WBS. In order to do so, you must understand the project and its scope and incorporate the needs and knowledge of the stakeholders.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.197 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 17. The tasks in a WBS must be developed as a sequential list of steps. a. True b. False ANSWER: False RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 198 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 18. The executing tasks of the WBS remain constant from project to project. a. True b. False ANSWER: False RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.198 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management KEYWORDS:

Bloom's: Knowledge

19. Many organizations provide different guidelines and templates for developing WBSs. a. True b. False ANSWER: True RATIONALE: Feedback: Many organizations provide guidelines and templates for developing WBSs, as well as examples of WBSs from past projects. Microsoft Project 2013 comes with several templates, and more are available on Microsoft’s Web site and other sites.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.200 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 20. Mind mapping allows people to write and even draw pictures of ideas in a nonlinear format. a. True b. False ANSWER: True RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 21. The format of the WBS dictionary is essentially the same for all projects. a. True b. False ANSWER: False RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.203 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management KEYWORDS:

Bloom's: Knowledge

22. A unit of work should appear at only one place in the WBS. a. True b. False ANSWER: True RATIONALE: Feedback: 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. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.204 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 23. Scope creep if not managed well can lead to the failure of information technology projects. a. True b. False ANSWER: True RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.205 LEARNING OBJECTIVES: INFO.SCHW.14.36 - LO: 5-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Validating Scope KEYWORDS: Bloom's: Knowledge Multiple Choice 24. The term a. variance c. deliverable ANSWER: RATIONALE:

describes a product produced as part of a project. b. scope d. work package c Feedback: The 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management TOPICS: KEYWORDS:

What Is Project Scope Management?

Bloom's: Knowledge

25. 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.

ANSWER: d RATIONALE: Feedback: Scope refers to all the work involved in creating the products of the project and the processes used to create them.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 26. 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 ANSWER: a RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 27. 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 ANSWER: b RATIONALE: Feedback: 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.

POINTS: 1 Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management DIFFICULTY: Difficulty: Moderate REFERENCES: p.185 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 28. 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 ANSWER: d RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.185 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 29. Creating the WBS is a subprocess associated with the process in project scope management. a. planning b. monitoring and controlling c. closing d. executing ANSWER: a RATIONALE: Feedback: Creating the WBS is a subprocess associated with the planning process of the project scope management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.185 LEARNING OBJECTIVES: INFO.SCHW.14.32 - LO: 5-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Scope Management KEYWORDS: Bloom's: Knowledge 30. 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 ANSWER: b RATIONALE: Feedback: The requirements management plan documents how project requirements will be analyzed, documented, and managed.

POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management REFERENCES: p.187 LEARNING OBJECTIVES: INFO.SCHW.14.32 - LO: 5-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Scope Management KEYWORDS: Bloom's: Knowledge 31. 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 ANSWER: b RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.189 LEARNING OBJECTIVES: INFO.SCHW.14.33 - LO: 5-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Collecting Requirements KEYWORDS: Bloom's: Knowledge 32. 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 ANSWER: a RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.191 LEARNING OBJECTIVES: INFO.SCHW.14.33 - LO: 5-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Collecting Requirements KEYWORDS: Bloom's: Knowledge 33. 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 ANSWER: d RATIONALE: Feedback: 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.

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Chapter 5: Project Scope Management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 34. 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 ANSWER: c RATIONALE: Feedback: The main tool or technique involved in creating a WBS is decomposition—that is, subdividing project deliverables into smaller pieces.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 35. A(n) is a task at the lowest level of the WBS. a. variance b. objective c. deliverable d. work package ANSWER: d RATIONALE: Feedback: A work package is a task at the lowest level of the WBS. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.196 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 36. The should list and describe all of the deliverables required for the project. a. project charter b. scope statement c. WBS d. Gantt chart ANSWER: b RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management REFERENCES: p.199 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 37. 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 ANSWER: d RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: P.200 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 38. 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 ANSWER: c RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 39. 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 ANSWER: c RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management REFERENCES: p.201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 40. 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 ANSWER: d RATIONALE: Feedback: 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.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 41. 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 ANSWER: b RATIONALE: Feedback: 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 bottomup 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.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 42. Mind mapping can be used for developing WBSs using a. the analogy approach only b. the bottom-up or analogy approach c. the top-down or bottom-up approach d. any approach ANSWER: c RATIONALE: Feedback: You could conduct mind mapping for an entire project by listing the project in the Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management center of a diagram and adding branches or develop a mind-mapping diagram for each deliverable and merge them to create one large diagram for the entire project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.202 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 43. Which of the following is recommended for the creation of a good WBS? a. Any WBS item should be the responsibility of all the people working on it. b. A unit of work should appear at only one place in the WBS. c. Each WBS item should be created assuming that the requirements are inflexible. d. The work content of a WBS item is independent of the WBS items below it.

ANSWER: b RATIONALE: Feedback: Some basic principles apply to creating any good WBS and its WBS dictionary.

Firstly, a unit of work should appear at only one place in the WBS. The work content of a WBS item is the sum of the WBS items below it.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.204 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 44. Scope creep refers to: a. the tendency for project scope to keep getting bigger and bigger. b. subdividing project deliverables into smaller pieces. c. the approved project scope statement and its associated WBS. d. a task at the lowest level of the WBS. ANSWER: a RATIONALE: Feedback: Scope creep refers to the tendency for project scope to keep getting bigger and bigger.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.205 LEARNING OBJECTIVES: INFO.SCHW.14.36 - LO: 5-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Validating Scope KEYWORDS: Bloom's: Knowledge 45.

involves formal acceptance of the completed project scope by the stakeholders. a. Scope validation b. Scope planning

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Chapter 5: Project Scope Management c. Scope control ANSWER: RATIONALE:

d. Scope baseline a Feedback: Scope validation involves formal acceptance of the completed project deliverables. This acceptance is often achieved by a customer inspection and then sign-off on key deliverables.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.206 LEARNING OBJECTIVES: INFO.SCHW.14.36 - LO: 5-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Validating Scope KEYWORDS: Bloom's: Knowledge 46.

refers to the difference between planned and actual performance. a. Decomposition b. Variance c. Scope validation d. Scope creep ANSWER: b RATIONALE: Feedback: Variance is the difference between planned and actual performance.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.208 LEARNING OBJECTIVES: INFO.SCHW.14.37 - L:5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Knowledge 47.

refers to the process of developing a working replica of the system or some aspect of the system. a. Prototyping b. Variance c. Decomposition d. Use case modeling ANSWER: a RATIONALE: Feedback: Prototyping involves developing a working replica of the system or some aspect of the system.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.209 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Comprehension 48. is a process for identifying and modeling business events, who initiated them, and how the system should respond to them. a. Prototyping b. JAD c. RAD d. Use case modeling ANSWER: d Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management RATIONALE:

Feedback: Use case modeling is a process for identifying and modeling business events, who initiated them, and how the system should respond to them. It is an effective tool for understanding requirements of information systems.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.209 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Knowledge 49. uses highly organized and intensive workshops to bring together project stakeholders—the sponsor, users, business analysts, programmers, and so on—to jointly define and design information systems. a. Prototyping b. JAD c. RAD d. Use case modeling ANSWER: b RATIONALE: Feedback: Joint Application Design (JAD) uses highly organized and intensive workshops to bring together project stakeholders — the sponsor, users, business analysts, programmers, and so on —to jointly define and design information systems.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.209 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Comprehension Completion 50. includes the processes involved in defining and controlling what work is or is not included in a project.

ANSWER: Project scope management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 51. refers to all the work involved in creating the products of the project and the processes used to create them.

ANSWER: Scope POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.184 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 52. The main outputs of are the project scope statement and updates to project documents.

ANSWER: scope definition POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.185 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 53. Creating the ANSWER:

involves subdividing the major project deliverables into smaller, more manageable components.

WBS work breakdown structure work breakdown structure (WBS) WBS (work breakdown structure) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.185 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 54. refer to “conditions or capabilities that must be met by the project or present in the product, service, or result to satisfy an agreement or other formally imposed specification.”

ANSWER: Requirements POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.186 LEARNING OBJECTIVES: INFO.SCHW.14.32 - LO: 5-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Scope Management KEYWORDS: Bloom's: Knowledge 55. A(n) is a table that lists requirements, their various attributes, and the status of the requirements to ensure that all are addressed.

ANSWER: requirements traceability matrix requirements traceability matrix (RTM) RTM POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.191 Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management LEARNING OBJECTIVES: INFO.SCHW.14.33 - LO: 5-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Collecting Requirements KEYWORDS: Bloom's: Knowledge 56. The main outputs of scope definition are the and project document updates.

ANSWER: project scope statement POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.191 LEARNING OBJECTIVES: INFO.SCHW.14.34 - LO: 5-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Defining Scope KEYWORDS: Bloom's: Knowledge 57. A(n) ANSWER:

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

WBS work breakdown structure POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 58. Subdividing the project deliverables into smaller pieces is known as ANSWER: decomposition POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension

.

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

ANSWER: scope baseline POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management KEYWORDS:

Bloom's: Comprehension

60. Tasks in a WBS that are decomposed into smaller tasks are called ANSWER: summary POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.195 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension

tasks.

61. PMI uses the term “ ” to describe each level of work in the WBS. ANSWER: task POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.195 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 62. A work package is a task at the level of the WBS. ANSWER: lowest POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.196 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 63. Some organizations prescribe the form and content for WBSs for particular projects. These are known as ANSWER: guidelines POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.200 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 64. In the possible.

ANSWER:

.

approach to creating a WBS, team members first identify as many specific tasks related to the project as bottom-up

Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Comprehension 65. is a technique that uses branches radiating out from a core idea to structure thoughts and ideas when creating a WBS. ANSWER: Mind mapping POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 66. A(n) is a document that describes detailed information about each WBS item.

ANSWER: WBS dictionary POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.203 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 67. is the tendency for project scope to keep getting bigger and bigger.

ANSWER: Scope creep POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.205 LEARNING OBJECTIVES: INFO.SCHW.14.36 - LO: 5-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Validating Scope KEYWORDS: Bloom's: Knowledge 68. The main tool for performing scope validation is ANSWER: inspection POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.206 Cengage Learning Testing, Powered by Cognero

and group decision making techniques.

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Chapter 5: Project Scope Management LEARNING OBJECTIVES: INFO.SCHW.14.36 - LO: 5-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Validating Scope KEYWORDS: Bloom's: Knowledge 69. involves controlling changes to the project scope while keeping project goals and business strategy in mind.

ANSWER: Scope control POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.207 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Knowledge 70. is the difference between planned and actual performance.

ANSWER: Variance POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.208 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Comprehension 71. involves developing a working replica of the system or some aspect of the system.

ANSWER: Prototyping POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.209 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Comprehension 72. is a process for identifying and modeling business events, who initiated them, and how the system should respond to them.

ANSWER: Use case modeling POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.209 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management KEYWORDS:

Bloom's: Comprehension

Essay 73. List and briefly describe the six main processes involved in project scope management.

ANSWER: 1. Planning scope management involves determining how the project’s scope and requirements will be managed. The project team works with appropriate stakeholders to create a scope management plan and requirements management plan.

2. Collecting requirements involves defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them. The project team creates stakeholder requirements documentation, a requirements management plan, and a requirements traceability matrix as outputs of the requirements collection process.

3. Defining scope 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. The main outputs of scope definition are the project scope statement and updates to project documents.

4. Creating the WBS involves subdividing the major project deliverables into smaller, more manageable components. The main outputs include a work breakdown structure, a WBS dictionary, a scope baseline, and updates to project documents.

5. Verifying 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. If the deliverables are not acceptable, the customer or sponsor usually requests changes. The main outputs of this process, therefore, are accepted deliverables, change requests, work performance information, and updates to project documents.

6. Controlling scope involves controlling changes to project scope throughout the life of the project—a challenge on many information technology projects. Scope changes often influence the team’s ability to meet project time and cost goals, so project managers must carefully weigh the costs and benefits of scope changes. The main outputs of this process are work performance information, change requests, and updates to the project management plan, project documents, and organizational process assets.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.184-185 LEARNING OBJECTIVES: INFO.SCHW.14.31 - LO: 5-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Scope Management?

KEYWORDS: Bloom's: Knowledge 74. What is a work breakdown structure? What are the inputs and tools used for creating one?

ANSWER: A work breakdown structure (WBS) is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project. Because most projects involve many people and many different deliverables, it is important to organize and divide the work into logical parts based on how the work will be performed. The WBS is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, resources, and changes. Since the WBS defines the total scope of the Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management project, some project management experts believe that work should not be done on a project if it is not included in the WBS. Therefore, it is crucial to develop a good WBS. The project scope statement, stakeholder requirements documentation, and organizational process assets are the primary inputs for creating a WBS. The main tool or technique is decomposition, that is, subdividing project deliverables into smaller pieces. The outputs of the process of creating the WBS are the WBS itself, the WBS dictionary, a scope baseline, and project document updates.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.194 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 75. List and briefly describe five approaches for creating work breakdown structures.

ANSWER: Using Guidelines If guidelines for developing a WBS exist, it is very important to follow them. Some organizations—the U.S. Department of Defense (DOD) for example—prescribe the form and content for WBSs for particular projects.

Many organizations provide guidelines and templates for developing WBSs, as well as examples of WBSs from past projects. At the request of many of its members, the Project Management Institute recently developed a WBS Practice Standard to provide guidance for developing and applying the WBS to project management.

Project managers and their teams should review appropriate information to develop their unique project WBSs more efficiently.

The Analogy Approach In the analogy approach, you use a similar project’s WBS as a starting point. Some organizations keep a repository of WBSs and other project documentation on file to assist people working on projects. Viewing examples of other similar projects’ WBSs allows you to understand different ways to create a WBS. The Top-down and Bottom-up Approaches Most project managers consider the top-down approach of WBS construction to be conventional. To use the top-down approach, start with the largest items of the project and break them into their subordinate items. This process involves refining the work into greater and greater levels of detail. After finishing the process, all resources should be assigned at the work package level. The top-down approach is best suited to project managers who have vast technical insight and a big-picture perspective.

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. The bottom-up approach can be very timeconsuming, but it can also be a very effective way to create a 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.

Mind Mapping Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management Mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas. Instead of writing tasks down 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.

After discovering WBS items and structure using the mind-mapping technique, you could then translate the information into chart or tabular form. Mind mapping can be used for developing WBSs using the top-down or bottom-up approach.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.200-201 LEARNING OBJECTIVES: INFO.SCHW.14.35 - LO: 5-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Creating The Work Breakdown Structure KEYWORDS: Bloom's: Knowledge 76. Describe the process of scope verification.

ANSWER: Scope verification involves formal acceptance of the completed project scope by the stakeholders. This acceptance is often achieved by a customer inspection and then sign-off on key deliverables. To receive formal acceptance of the project scope, the project team must develop clear documentation of the project’s products and procedures to evaluate if they were completed correctly and satisfactorily. To minimize scope changes, it is crucial to do a good job of verifying project scope.

The scope management plan, scope baseline, requirements documentation, requirements traceability matrix, validated deliverables, and work performance data are the main inputs for scope validation. The main tools for performing scope validation are inspection and group decision-making techniques. The customer, sponsor, or user inspects the work after it is delivered and decides if it meets requirements. The main outputs of scope validation are accepted deliverables, change requests, work performance information, and project documents updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.206 LEARNING OBJECTIVES: INFO.SCHW.14.36 - LO: 5-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Validating Scope KEYWORDS: Bloom's: Knowledge 77. What are some of the suggestions for improving the requirements process?

ANSWER: 1. Develop and follow a requirements management process that includes procedures for initial requirements determination.

2. Employ techniques such as prototyping, use case modeling, and Joint Application Design to understand user requirements thoroughly. Prototyping involves developing a working replica of the system or some aspect of the system. These working replicas may be throwaways or an incremental component of the deliverable system. Prototyping is an Cengage Learning Testing, Powered by Cognero

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Chapter 5: Project Scope Management effective tool for gaining an understanding of requirements, determining the feasibility of requirements, and resolving user interface uncertainties. Use case modeling is a process for identifying and modeling business events, who initiated them, and how the system should respond to them. It is an effective tool for understanding requirements for information systems. Joint Application Design (JAD) uses highly organized and intensive workshops to bring together project stakeholders—the sponsor, users, business analysts, programmers, and so on—to jointly define and design information systems. These techniques also help users become more active in defining system requirements.

3. Put all requirements in writing and keep them current and readily available. Several tools are available to automate this function. For example, a type of software called a requirements 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.

4. Create a requirements management database for documenting and controlling requirements. Computer Aided Software Engineering (CASE) tools or other technologies can assist in maintaining a repository for project data. A CASE tool’s database can also be used to document and control requirements.

5. Provide adequate testing to verify that the project’s products perform as expected. Conduct testing throughout the project life cycle.

6. Use a process for reviewing requested requirements changes from a systems perspective.

7. Emphasize completion dates.

8. Allocate resources specifically for handling change requests.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.209-210 LEARNING OBJECTIVES: INFO.SCHW.14.38 - LO: 5-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Scope KEYWORDS: Bloom's: Comprehension

Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management True / False 1. Overrun is the additional percentage amount by which estimates exceed actual costs. a. True b. False ANSWER: False RATIONALE: Feedback: Overrun is the additional percentage or dollar amount by which actual costs exceed estimates.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.264 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 2. The primary output of the planning cost management process is a change request. a. True b. False ANSWER: False RATIONALE: Feedback: The main output of the planning cost management process process is a cost management plan. Planning cost management involves determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 3. IT project managers must be able to present and discuss project information both in financial and technical terms. a. True b. False ANSWER: True RATIONALE: Feedback: Most members of a company’s executive board have a better understanding of financial terms than IT terms, and are more interested in finance. Therefore, IT project managers need to be able to present and discuss project information both in financial terms and technical terms.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Basic Principles of Cost Management Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management KEYWORDS:

Bloom's: Knowledge

4. Project managers must conduct cash flow analysis to determine net present value. a. True b. False ANSWER: True RATIONALE: Feedback: Cash flow analysis is a method of determining the estimated annual costs and benefits for a project and the resulting annual cash flow. Project managers must conduct cash flow analysis to determine net present value.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.269 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 5. Intangible costs can be easily measured in monetary terms. a. True b. False ANSWER: False RATIONALE: Feedback: Intangible costs or benefits are difficult to measure in monetary terms. Conversely, tangible costs or benefits can easily be measured in dollars.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.269 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 6. When deciding what projects to invest in or continue, one should include sunk costs. a. True b. False ANSWER: False RATIONALE: Feedback: Sunk cost is money that has been spent in the past. When deciding what projects to invest in or continue, one should not include sunk costs.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Comprehension Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management 7. It is important for project managers to focus on indirect costs because they can be easily controlled. a. True b. False ANSWER: False RATIONALE: Feedback: Direct costs can be directly related to creating the products and services of the project. Project managers should focus on direct costs because they can be controlled.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.269-270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Comprehension 8. If an important supplier goes out of business, management reserves can be set aside to cover the resulting costs. a. True b. False ANSWER: True RATIONALE: Feedback: Management reserves allow for future situations that are unpredictable. For example, if a project manager gets sick for two weeks or an important supplier goes out of business, management reserves could be set aside to cover the resulting costs.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Comprehension 9. Contingency reserves are also known as unknown unknowns. a. True b. False ANSWER: False RATIONALE: Feedback: Contingency reserves allow for future situations that may be partially planned for.

They are sometimes called known unknowns.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 10. A cost management plan can include organizational procedures links, control thresholds, and process descriptions. a. True Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management b. False ANSWER: RATIONALE:

True Feedback: In general, a cost management plan includes level of accuracy, organizational procedures links, process descriptions, control thresholds, and rules of performance measurement, among others.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.271 LEARNING OBJECTIVES: INFO.SCHW.14.50 - LO: 7-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Cost Management KEYWORDS: Bloom's: Knowledge 11. A budgetary estimate is the most accurate of the three types of estimates. a. True b. False ANSWER: False RATIONALE: Feedback: A definitive estimate provides an accurate estimate of project costs. It provides details for purchases and estimates actual costs.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 12. Budgetary estimates are made even before a project is officially started. a. True b. False ANSWER: False RATIONALE: Feedback: Budgetary estimates are made one to two years prior to project completion.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 13. Definitive estimates are made one year or less prior to project completion. a. True b. False ANSWER: True Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management RATIONALE:

Feedback: Definitive estimates are made one year or less prior to project completion. They provide an accurate estimate of project costs.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 14. Estimates should become more accurate as time progresses. a. True b. False ANSWER: True RATIONALE: Feedback: Estimates are usually done at various stages of a project and should become more accurate as time progresses.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.273 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 15. Supporting details for an estimate include the ground rules and assumptions used in creating the estimate. a. True b. False ANSWER: True RATIONALE: Feedback: In addition to creating cost estimates for the entire project and activity cost estimates, it is also important to provide supporting details for the estimates and updates to project documents. The supporting details include the ground rules and assumptions used in creating the estimate, a description of the project used as a basis for the estimate, and details on the cost estimation tools and techniques used to create the estimate.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.273 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 16. Analogous estimates are called activity-based costing. a. True b. False ANSWER: False Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management RATIONALE:

Feedback: Analogous estimates are also called top-down estimates. Such estimates use the actual cost of a previous, similar project as the basis for estimating the cost of the current project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.273 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 17. Analogous estimates are the most accurate technique to estimate costs. a. True b. False ANSWER: False RATIONALE: Feedback: Analogous estimates requires a good deal of expert judgment and is generally less costly than other techniques. However, it is also less accurate.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.273 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 18. In a bottom-up estimate, the size of the individual work items is one of the factors that drives the accuracy of the estimates. a. True b. False ANSWER: True RATIONALE: Feedback: The size of the individual work items and the experience of the estimators drive the accuracy of the estimates. Using smaller work items increases the accuracy of the cost estimate because the people assigned to do the work develop the cost estimate instead of someone unfamiliar with the work.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.274 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 19. Parametric models are reliable when the models are flexible in terms of the project’s size. a. True b. False Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management ANSWER: RATIONALE:

True Feedback: Parametric models are most reliable when the historical information used to create the model is accurate, the parameters are readily quantifiable, and the model is flexible in terms of the project’s size.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.274 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 20. One of the reasons why project cost estimates are inaccurate is because human beings are biased toward underestimation. a. True b. False ANSWER: True RATIONALE: Feedback: One of the reasons why project cost estimates are very inaccurate is because human beings are biased toward underestimation. It is thus important for project managers and top management to review estimates and ask important questions to make sure the estimates are not biased.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.275 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 21. It is important for project managers to understand that every cost estimate is unique. a. True b. False ANSWER: True RATIONALE: Feedback: Every cost estimate is unique, just as every project is unique.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.275 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 22. Determining the budget involves allocating the project cost estimate to individual work items over time. a. True b. False Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management ANSWER: RATIONALE:

True Feedback: Determining the budget involves allocating the project cost estimate to individual material resources or work items over time. These material resources or work items are based on the activities in the work breakdown structure for the project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.281 LEARNING OBJECTIVES: INFO.SCHW.14.52 - LO: 7-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Determining the Budget KEYWORDS: Bloom's: Knowledge 23. The project management plan and project funding requirements are inputs of the process of controlling costs. a. True b. False ANSWER: True RATIONALE: Feedback: The project management plan, project funding requirements, work performance data, and organizational process assets are inputs for controlling costs.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.282 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 24. The formulas for variances and indexes start with EV, the earned value. a. True b. False ANSWER: True RATIONALE: Feedback: The formulas for variances and indexes start with EV, the earned value. Variances are calculated by subtracting the actual cost or planned value from EV, and indexes are calculated by dividing EV by the actual cost or planned value.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 25. If cost variance is a positive number, it means that performing the work costs more than planned. a. True b. False ANSWER: False Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management RATIONALE:

Feedback: Cost variance (CV) is the earned value minus the actual cost. If cost variance is a negative number, it means that performing the work costs more than planned. If cost variance is a positive number, performing the work costs less than planned.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 26. A negative schedule variance means that it took lesser than planned to perform the work. a. True b. False ANSWER: False RATIONALE: Feedback: A negative schedule variance means that it took longer than planned to perform the work, and a positive schedule variance means that the work took less time than planned to perform.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 27. If the cost performance index (CPI) is less than 100 percent, the project is under budget. a. True b. False ANSWER: False RATIONALE: Feedback: If the CPI is less than one or less than 100 percent, the project is over budget. On the other hand, if the CPI is greater than one or more than 100 percent, the project is under budget.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 28. A schedule performance index of one means that the project is on schedule. a. True b. False ANSWER: True Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management RATIONALE:

Feedback: The schedule performance index (SPI) is the ratio of earned value to planned value; it can be used to estimate the projected time to complete the project. A schedule performance index of one means the project is on schedule.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 29. In an earned value chart, when the actual cost line is right on or above the earned value line, it indicates that costs are less than planned. a. True b. False ANSWER: False RATIONALE: Feedback: Viewing earned value information in chart form helps in visualizing how a project is performing. If the actual cost line is always on or above the earned value line, it indicates that costs are equal to or more than planned.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.286 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 30. Spreadsheets are a common tool for cost estimating, cost budgeting, and cost control. a. True b. False ANSWER: True RATIONALE: Feedback: Most organizations use software to assist in various activities related to project cost management. Spreadsheets are a common tool for cost estimating, cost budgeting, and cost control.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.289 LEARNING OBJECTIVES: INFO.SCHW.14.54 - LO: 7-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Using Project Management Software to assist In Project Cost Management KEYWORDS: Bloom's: Knowledge Multiple Choice 31.

includes the processes required to ensure that a project team completes a project within an approved budget. a. Project scope management b. Project quality management

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Chapter 7: Project Cost Management c. Project time management d. Project cost management ANSWER: d RATIONALE: Feedback: Project cost management includes the processes required to ensure that a project team completes a project within an approved budget. Project managers must make sure their projects are well defined, have accurate time and cost estimates, and have a realistic budget that they were involved in approving.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 32. Which of the following involves developing an approximation of the costs of resources needed to complete a project? a. Determining the budget b. Finalising the cost baseline c. Controlling costs d. Estimating costs ANSWER: d RATIONALE: Feedback: Estimating costs involves developing an approximation or estimate of the costs of the resources needed to complete a project. The main outputs of the cost estimating process are activity cost estimates, basis of estimates, and project documents updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Comprehension 33. involves allocating the overall cost estimate to individual work items to establish a baseline for measuring performance. a. Determining the budget b. Finalising policies for project costs c. Controlling costs d. Estimating costs ANSWER: a RATIONALE: Feedback: Determining the budget involves allocating the overall cost estimate to individual work items to establish a baseline for measuring performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Comprehension 34. One of the main outputs of the Cengage Learning Testing, Powered by Cognero

process is a cost baseline.

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Chapter 7: Project Cost Management a. cost controlling c. cost budgeting ANSWER: RATIONALE:

b. cost estimating d. cost planning c Feedback: Determining the budget involves allocating the overall cost estimate to individual work items to establish a baseline for measuring performance. The main outputs of the cost budgeting process are a cost baseline, project funding requirements, and project documents updates.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 35. The process of controlling costs primarily involves: a. determining the policies for project costs. b. managing changes to the project budget. c. finalising the procedures for project costs. d. determining a basis for estimates.

ANSWER: b RATIONALE: Feedback: Controlling costs involves controlling changes to the project budget. The main outputs of the cost control process are work performance information, cost forecasts, change requests, project management plan updates, project documents updates, and organizational process assets updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Comprehension 36. Work performance information and cost forecasts are main outputs of the process. a. cost budgeting b. cost estimating c. cost control d. cost pricing ANSWER: c RATIONALE: Feedback: Controlling costs involves controlling changes to the project budget. The main outputs of the cost control process are work performance information, cost forecasts, change requests, project management plan updates, project documents updates, and organizational process assets updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management KEYWORDS:

Bloom's: Comprehension

37. Profits may be defined as: a. expenses plus net income. b. costs plus revenues. c. revenues plus expenses. d. revenues minus expenditures.

ANSWER: d RATIONALE: Feedback: Profits are revenues minus expenditures. To increase profits, a company can increase revenues, decrease expenses, or try to do both.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.267 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Comprehension 38.

helps develop an accurate projection of a project’s financial expenses and benefits. a. Critical path analysis b. Fast tracking c. Life cycle costing d. Crashing ANSWER: c RATIONALE: Feedback: Life cycle costing helps develop an accurate projection of a project’s financial costs and benefits. It allows one to see a big-picture view of the cost of a project throughout its life cycle.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.267 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 39.

is a method for determining the estimated annual costs and benefits for a project. a. Critical path analysis b. Cash flow analysis c. Present value analysis d. Requirements analysis ANSWER: b RATIONALE: Feedback: Cash flow analysis is a method for determining the estimated annual costs and benefits for a project and the resulting annual cash flow. Project managers must conduct cash flow analysis to determine net present value.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.269 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management 40. Which of the following is true of tangible costs? a. They cannot be calculated in monetary terms. b. They can be easily measured. c. They are difficult to quantify. d. Their examples include goodwill and prestige.

ANSWER: b RATIONALE: Feedback: Tangible and intangible costs and benefits are categories for determining how well an organization can define the estimated costs and benefits for a project. Tangible costs or benefits can easily be measured in dollars.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.269 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 41.

are those costs that are difficult to measure in monetary terms. a. Intangible costs b. Direct costs c. Tangible costs d. Fixed costs ANSWER: a RATIONALE: Feedback: Intangible costs or benefits are difficult to measure in monetary terms.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.269 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 42. Newtech Inc. hires John for the position of a software programmer to work on their new project. Salary paid to John

by Newtech Inc. would be an example of costs. a. direct b. indirect c. sunk d. intangible ANSWER: a RATIONALE: Feedback: Direct costs can be directly related to creating the products and services of a project. For instance, direct costs include the salaries of people working full time on a project.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.269 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking TOPICS: Basic Principles of Cost Management Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management KEYWORDS:

Bloom's: Application

43. Indirect costs are: a. directly related to performing the project. b. those that cannot be allocated to projects. c. those that can be easily controlled by managers. d. not directly related to the products or services of a project.

ANSWER: d RATIONALE: Feedback: Indirect costs are not directly related to the products or services of the project, but are indirectly related to performing the project.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 44. Soles is a footwear company which has recently set up its store in Ambrosia. To manufacture its products, Soles incurs a range of different costs. Which of the following would be an example of an indirect cost? a. Cost of machines to produce shoes b. Salary paid to factory workers c. Electricity used to run its factories d. Cost of leather used to manufacture shoes ANSWER: c RATIONALE: Feedback: Indirect costs are not directly related to the products or services of the project, but are indirectly related to performing the project. For example, indirect costs would include the cost of electricity, paper towels, and other necessities in a large building that houses 1,000 employees who work on many projects.

POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Application 45. Good Earth, a company manufacturing packaged food products, sets up its stores in Baltonia. However, a year later, the company closes the store down due to high operating costs. In such a scenario, the money spent in paying for the rent of the store in Baltonia would be an example of costs. a. recurring b. direct c. sunk d. intangible ANSWER: c RATIONALE: Feedback: Sunk cost is money that has been spent in the past. When deciding what projects to invest in or continue, one should not include sunk costs.

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Chapter 7: Project Cost Management POINTS: 1 DIFFICULTY: Difficulty: Challenging REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Application 46. Which of the following is true of contingency reserves? a. They allow for future situations that can be partially planned for. b. They are also known as unknown unknowns. c. They are not included in a cost baseline. d. They allow for dollar amounts to be used to cover existing, fixed costs.

ANSWER: a RATIONALE: Feedback: Contingency reserves allow for future situations that may be partially planned for (sometimes called known unknowns) and are included in the project cost baseline.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Comprehension 47. Which of the following reserves allows for future situations that are unpredictable? a. Contingency reserves b. Management reserves c. Known unknowns d. Cost baseline reserves ANSWER: b RATIONALE: Feedback: Management reserves allow for future situations that are unpredictable. They are sometimes called unknown unknowns.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 48. The first step in project cost management is: a. to allocate project cost estimates to individual material resources. b. to plan how costs will be managed. c. to control project costs and monitor cost performance. d. to develop several estimates of costs for different types of resources.

ANSWER: b Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management RATIONALE:

Feedback: The first step in project cost management is planning how the costs will be managed throughout the life of the project. The project manager and other stakeholders use expert judgment, analytical techniques, and meetings to produce the cost management plan.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.270-271 LEARNING OBJECTIVES: INFO.SCHW.14.50 - LO: 7-3 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Planning Cost Management KEYWORDS: Bloom's: Knowledge 49. Which of the following is true of a rough order of magnitude estimate? a. It is used to allocate money into an organization’s budget. b. It provides an estimate of what a project will cost. c. Its timeframe is always less than a year prior to project completion. d. It is a type of estimate that is done in the final stages of a project.

ANSWER: b RATIONALE: Feedback: A rough order of magnitude (ROM) estimate provides an estimate of what a project will cost. This type of estimate is done very early in a project or even before a project is officially started.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 50. A rough order of magnitude estimate can be referred to as a estimate. a. definitive b. budgetary c. final d. ballpark ANSWER: d RATIONALE: Feedback: A rough order of magnitude (ROM) estimate provides an estimate of what a project will cost. A ROM estimate can also be referred to as a ballpark estimate, a guesstimate, a swag, or a broad gauge.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 51. A cost estimation tool which is used to allocate money into an organization’s budget is known as a a. budgetary b. definitive Cengage Learning Testing, Powered by Cognero

estimate.

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Chapter 7: Project Cost Management c. rough order of magnitude d. ballpark ANSWER: a RATIONALE: Feedback: A budgetary estimate is used to allocate money into an organization’s budget.

Budgetary estimates are made one to two years prior to project completion.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 52. A estimate is used for making many purchasing decisions for which accurate estimates are required and for estimating final project costs. a. budgetary b. definitive c. rough order of magnitude d. final ANSWER: b RATIONALE: Feedback: A definitive estimate provides an accurate estimate of project costs. Definitive estimates are used for making many purchasing decisions for which accurate estimates are required and for estimating final project costs.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 53. Which of the following types of estimate use the actual cost of a previous, similar project as the basis for estimating the cost of the current project? a. Definitive estimates b. Parametric estimates c. Bottom-up estimates d. Analogous estimates ANSWER: d RATIONALE: Feedback: Analogous estimates use the actual cost of a previous, similar project as the basis for estimating the cost of the current project. This technique requires a good deal of expert judgment and is generally less costly than other techniques, but it is also less accurate.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.273 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 54. Analogous estimates are also known as Cengage Learning Testing, Powered by Cognero

estimates.

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Chapter 7: Project Cost Management a. bottom-up c. parametric ANSWER: RATIONALE:

b. top-down d. budgetary b Feedback: Analogous estimates use the actual cost of a previous, similar project as the basis for estimating the cost of the current project. They are also called top-down estimates.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.273 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 55. Which of the following is true of analogous estimates? a. Their main disadvantage is that they cost more than other techniques. b. They are the only technique which do not require expert judgement. c. They are most reliable when previous projects are similar in fact with current projects. d. They use project characteristics in a mathematical model to estimate project costs.

ANSWER: c RATIONALE: Feedback: Analogous estimates use the actual cost of a previous, similar project as the basis for estimating the cost of the current project. They are most reliable when the previous projects are similar in fact, not just in appearance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.273 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 56. A cost estimation tool which involves estimating individual work items or activities and summing them to get a project total is known as a(n) estimate. a. budgetary b. parametric c. bottom-up d. analogous ANSWER: c RATIONALE: Feedback: Bottom-up estimates involve estimating the costs of individual work items or activities and summing them to get a project total. This approach is sometimes referred to as activity-based costing.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.274 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management 57. Which of the following is true of bottom-up estimates? a. They are based on the actual cost of a previous, similar project. b. They are also known as parametric estimating. c. They are most accurate when they involve large, extensive work items. d. They are time-intensive and expensive to develop.

ANSWER: d RATIONALE: Feedback: Bottom-up estimates involve estimating the costs of individual work items or activities and summing them to get a project total. The drawback with bottom-up estimates is that they are usually time-intensive and therefore expensive to develop.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.274 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 58.

uses project characteristics in a mathematical model to estimate project costs. a. Rough order of magnitude estimating b. Parametric estimating c. Bottom-up estimating d. Analogous estimating ANSWER: b RATIONALE: Feedback: Parametric estimating uses project characteristics (parameters) in a mathematical model to estimate project costs.

POINTS: 1 DIFFICULTY: Difficulty: Knowledge REFERENCES: p.274 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 59. Which of the following is most likely to be a reason for inaccuracies in information technology cost estimates? a. Estimates take a long time to be worked out. b. People lack estimating experience. c. Human beings are biased toward overestimation. d. Only software development provides the scope for estimates to be accurate.

ANSWER: b RATIONALE: Feedback: The people who develop software cost estimates often do not have much experience with cost estimation, especially for large projects. They also do not have enough accurate, reliable project data on which to base estimates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.275 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 60. If the cost estimate for a project is a basis for contract awards and performance reporting, it should be a(n) estimate and as accurate as possible. a. budgetary b. definitive c. rough order of magnitude d. analogous ANSWER: b RATIONALE: Feedback: If the cost estimate for a project is a basis for contract awards and performance reporting, it should be a definitive estimate and as accurate as possible.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.276 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 61. The main goal of the process is to produce a cost baseline for measuring project performance and project funding requirements. a. cost budgeting b. cost planning c. cost controlling d. cost estimating ANSWER: a RATIONALE: Feedback: The main goal of the cost budgeting process is to produce a cost baseline for measuring project performance and to determine project funding requirements. Determining the budget involves allocating the project cost estimate to individual material resources or work items over time.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.281 LEARNING OBJECTIVES: INFO.SCHW.14.52 - LO: 7-5 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Determining the Budget KEYWORDS: Bloom's: Comprehension 62. Which of the following is an output of the process of controlling costs? a. Cost forecasts b. Project funding requirements c. Basis of estimates d. Scope baselines ANSWER: a RATIONALE: Feedback: Outputs of the process of controlling costs are work performance information, cost forecasts, change requests, project management plan updates, project documents updates, and organizational process asset updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management REFERENCES: p.282 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 63. Which of the following is an input of the process of controlling costs? a. Cost forecasts b. Work performance data c. Change requests d. Scope baseline ANSWER: b RATIONALE: Feedback: The project management plan, project funding requirements, work performance data, and organizational process assets are inputs for controlling costs.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.282 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 64. The budget is one of the three values of earned value management and is also known as . a. earned value b. actual cost c. indirect cost d. planned value ANSWER: d RATIONALE: Feedback: The planned value (PV), also called the budget, is the portion of the approved total cost estimate planned to be spent on an activity during a given period.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.283 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 65. Which of the following is true of earned value? a. It is the actual cost plus the planned cost. b. It is based solely on the total cost estimate to be spent on an activity. c. It is an estimate of the value of the physical work actually completed. d. It is also known as the planned value.

ANSWER: c RATIONALE: Feedback: The earned value (EV) is an estimate of the value of the physical work actually completed. EV is based on the original planned costs for the project or activity and the rate at which the team is completing work on the project or activity to date.

POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management REFERENCES: p.283 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 66. Variances are calculated by subtracting the actual cost from . a. earned value b. schedule variance c. planned value d. rate of performance ANSWER: a RATIONALE: Feedback: Variances are calculated by subtracting the actual cost or planned value from EV or earned value, and indexes are calculated by dividing EV by the actual cost or planned value.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 67. Cost variance is: a. the planned value plus actual costs. b. the earned value minus the actual cost. c. the rate of performance minus earned value. d. the planned value minus the rate of performance.

ANSWER: b RATIONALE: Feedback: Cost variance (CV) is the earned value minus the actual cost. If cost variance is a negative number, it means that performing the work costs more than planned. If cost variance is a positive number, performing the work costs less than planned.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 68. Schedule variance is: a. the earned value minus the planned value. b. the earned value minus the actual cost. c. the planned value plus the earned value. d. the planned value plus the rate of performance.

ANSWER: a RATIONALE: Feedback: Schedule variance (SV) is the earned value minus the planned value. A negative Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management schedule variance means that it took longer than planned to perform the work, and a positive schedule variance means that the work took less time than planned to perform.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 69. The cost performance index (CPI): a. indicates that a project is under budget if CPI is less than one. b. can be used to estimate the projected cost of completing the project. c. indicates that the planned and actual costs are equal if CPI is more than one. d. is the ratio of earned value to planned value.

ANSWER: b RATIONALE: Feedback: The cost performance index (CPI) is the ratio of earned value to actual cost; it can be used to estimate the projected cost of completing the project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension 70. Which of the following is true of the schedule performance index (SPI)? a. It can be used to estimate the projected time to complete the project. b. It means that a project is behind schedule if an SPI is greater than one. c. It means that a project is ahead of schedule if SPI is lesser than one or hundred percent. d. It is the ratio of planned value to actual costs.

ANSWER: a RATIONALE: Feedback: The schedule performance index (SPI) is the ratio of earned value to planned value; it can be used to estimate the projected time to complete the project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension Completion 71. The additional percentage or dollar amount by which actual costs exceed estimates is known as a(n) Cengage Learning Testing, Powered by Cognero

.

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Chapter 7: Project Cost Management ANSWER: overrun POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.264 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 72. Accountants define as a resource sacrificed or foregone to to achieve a specific objective.

ANSWER: cost POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.265 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 73. The main output of the planning cost management process is a(n) .

ANSWER: cost management plan POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 74. The main outputs of the process are activity cost estimates, basis of estimates, and project document updates.

ANSWER: cost estimating POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 75. The main outputs of the process are a cost performance baseline, project funding requirements, and project document updates.

ANSWER: cost budgeting POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Knowledge 76. are revenues minus expenditures.

ANSWER: Profits POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.267 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 77. costing helps to see a big-picture view of the cost of a project throughout its life cycle.

ANSWER: Life cycle POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.267 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 78. costing considers the total cost of ownership, or development plus support costs, for a project.

ANSWER: Life cycle POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.267 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Knowledge 79. Project managers must conduct cash flow analysis to determine ANSWER: net present value POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.269 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Basic Principles of Cost Management Cengage Learning Testing, Powered by Cognero

.

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Chapter 7: Project Cost Management KEYWORDS:

Bloom's: Knowledge

80. The theory states that when many items are produced repetitively, the unit cost of those items decreases in a regular pattern as more units are produced.

ANSWER: learning curve POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Comprehension 81. Project costs, like project schedules, grow out of the basic documents that initiate a project, like the ANSWER: project charter POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.270 LEARNING OBJECTIVES: INFO.SCHW.14.50 - LO: 7-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Cost Management KEYWORDS: Bloom's: Knowledge

.

82. A(n) estimate is done very early in a project or even before a project is officially started.

ANSWER: rough order of magnitude (ROM) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 83. The timeframe for a(n) estimate is often three or more years prior to project completion.

ANSWER: rough order of magnitude (ROM) POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 84. In practice, many people find that using a combination or hybrid approach involving analogous, bottom up, and/or parametric modeling provides the best .

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Chapter 7: Project Cost Management ANSWER: cost estimates POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.274 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 85. are a means of measuring software size based on what the software does for end users.

ANSWER: Function points POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.277 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Knowledge 86. Project cost estimates are allocated to work items which are based on the activities in the ANSWER: work breakdown structure POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.281 LEARNING OBJECTIVES: INFO.SCHW.14.52 - LO: 7-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Determining the Budget KEYWORDS: Bloom's: Comprehension

for the project.

87. A(n) is a time-phased budget that project managers use to measure and monitor cost performance.

ANSWER: cost baseline POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.281 LEARNING OBJECTIVES: INFO.SCHW.14.52 - LO: 7-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Determining the Budget KEYWORDS: Bloom's: Knowledge 88. A cost management plan is a subsidiary of the ANSWER: project management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.282 Cengage Learning Testing, Powered by Cognero

plan.

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Chapter 7: Project Cost Management LEARNING OBJECTIVES: INFO.SCHW.14.52 - LO: 7-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Determining the Budget KEYWORDS: Bloom's: Knowledge 89. In addition to providing input for budgetary estimates, the process of ANSWER: cost budgeting POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.281 LEARNING OBJECTIVES: INFO.SCHW.14.52 - LO: 7-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Determining the Budget KEYWORDS: Bloom's: Knowledge

provides a cost baseline.

90. is a project performance measurement technique that integrates scope, time, and cost data.

ANSWER: Earned value management (EVM) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.282 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 91. A(n) is the original project plan plus approved changes.

ANSWER: baseline POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.282 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 92. The ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity is known as the .

ANSWER: rate of performance (RP) POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.283 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management KEYWORDS:

Bloom's: Comprehension

93. The is the portion of the approved total cost estimate planned to be spent on an activity during a given period.

ANSWER: planned value (PV) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.283 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 94. The total direct and indirect costs incurred in accomplishing work on an activity during a given period is known as the .

ANSWER: actual cost (AC) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.283 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 95. The is based on the original planned costs for the project or activity and the rate at which the team is completing work on the project or activity to date.

ANSWER: earned value POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.283 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 96. The index is the ratio of earned value to planned value.

ANSWER: schedule performance POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.284 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge 97. The cost performance index can be used to calculate the Cengage Learning Testing, Powered by Cognero

which gives an approximate cost of completing a Page 30

Chapter 7: Project Cost Management project based on performance to date.

ANSWER: estimate at completion (EAC) POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.285 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Knowledge Essay 98. List and briefly describe the four project cost management processes.

ANSWER: The four processes for project cost management are as follows: (1) Planning cost management involves determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost. The main output of this process is a cost management plan.

(2) Estimating costs involves developing an approximation or estimate of the costs of the resources needed to complete a project. The main outputs of the cost estimating process are activity cost estimates, basis of estimates, and project document updates.

(3) Determining the budget involves allocating the overall cost estimate to individual work items to establish a baseline for measuring performance. The main outputs of the cost budgeting process are a cost baseline, project funding requirements, and project document updates.

(4) Controlling costs involves controlling changes to the project budget. The main outputs of the cost control process are work performance information, cost forecasts, change requests, project management plan updates, project documents updates, and organizational process assets updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.266 LEARNING OBJECTIVES: INFO.SCHW.14.48 - LO: 7-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: The Importance of Project Cost Management KEYWORDS: Bloom's: Comprehension 99. What are tangible and intangible costs? Distinguish between direct and indirect costs and give examples of each.

ANSWER: Tangible and intangible costs and benefits are categories for determining how well an organization can define the estimated costs and benefits for a project. Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars.

Conversely, intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms. Intangible benefits for projects often include items like goodwill, prestige, and general statements of improved productivity that an organization cannot easily translate into dollar amounts. Because intangible costs and benefits are difficult to quantify, they are Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management often harder to justify.

Direct costs are costs that can be directly related to producing the products and services of the project. One can attribute direct costs directly to a certain project. Project managers should focus on direct costs, since they can control them. For example, direct costs include the salaries of people working full time on the project and the cost of hardware and software purchased specifically for the project. Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project. For example, the cost of electricity, paper towels, and so on in a large building housing a thousand employees who work on many projects would be indirect costs. Indirect costs are allocated to projects, and project managers have very little control over them.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.269-270 LEARNING OBJECTIVES: INFO.SCHW.14.49 - LO: 7-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: Basic Principles of Cost Management KEYWORDS: Bloom's: Comprehension 100. What are the three basic types of cost estimating? Describe each type.

ANSWER: The three basic types of cost estimating are as follows: (1) A rough order of magnitude (ROM) estimate provides an estimate of what a project will cost. This type of estimate is done very early in a project or even before a project is officially started. Project managers and top management use this estimate to help make project selection decisions. The timeframe for this type of estimate is often three or more years prior to project completion. A ROM estimate’s accuracy is typically –50 percent to +100 percent, which means that the project’s actual costs could be 50 percent below the ROM estimate or 100 percent above. For information technology project estimates, this accuracy range is often much wider. ROM estimates are also known as a ballpark estimate, a guesstimate, a swag, or a broad gauge.

(2) A budgetary estimate is used to allocate money into an organization’s budget. Many organizations develop budgets at least two years into the future. Budgetary estimates are made one to two years prior to project completion. The accuracy of budgetary estimates is typically –10 percent to +25 percent, meaning the actual costs could be 10 percent less or 25 percent more than the budgetary estimate.

(3) A definitive estimate provides an accurate estimate of project costs. Definitive estimates are used for making many purchasing decisions for which accurate estimates are required and for estimating final project costs. Definitive estimates are made one year or less prior to project completion. A definitive estimate should be the most accurate of the three types of estimates. The accuracy of this type of estimate is normally –5 percent to +10 percent, meaning the actual costs could be 5 percent less or 10 percent more than the definitive estimate.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.272 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 7: Project Cost Management TOPICS: KEYWORDS:

Estimating Costs Bloom's: Comprehension

101. Describe three tools used in developing a good cost estimate.

ANSWER: Several tools and techniques can be used to create a cost estimate. Three of such tools are as follows: (1) Analogous estimates: They use the actual cost of a previous, similar project as the basis for estimating the cost of the current project. This technique requires a good deal of expert judgment and is generally less costly than other techniques, but it is also less accurate.

Analogous estimates are most reliable when the previous projects are similar in fact, not just in appearance. In addition, the groups preparing cost estimates must have the needed expertise to determine whether certain parts of the project will be more or less expensive than analogous projects.

(2) Bottom-up estimates: They involve estimating the costs of individual work items or activities and summing them to get a project total. This approach is sometimes referred to as activity-based costing. The size of the individual work items and the experience of the estimators drive the accuracy of the estimates. Using smaller work items increases the accuracy of the cost estimate because the people assigned to do the work develop the cost estimate instead of someone unfamiliar with the work. The drawback with bottom-up estimates is that they are usually time-intensive and therefore expensive to develop.

(3) Parametric estimating: They use project characteristics (parameters) in a mathematical model to estimate project costs. Parametric models are most reliable when the historical information used to create the model is accurate, the parameters are readily quantifiable, and the model is flexible in terms of the project’s size.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.273-274 LEARNING OBJECTIVES: INFO.SCHW.14.51 - LO: 7-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Estimating Costs KEYWORDS: Bloom's: Comprehension 102. Earned value management involves calculating three values for each activity or summary activity from a project’s WBS. Describe each of these three values with examples.

ANSWER: (1) The planned value (PV), also called the budget, is that portion of the approved total cost estimate planned to be spent on an activity during a given period. Suppose a project included a summary activity of purchasing and installing a new Web server. Suppose further that, according to the plan, it would take one week and cost a total of $10,000 for the labor hours, hardware, and software involved. The planned value (PV) for that activity that week is, therefore, $10,000.

(2) The actual cost (AC) is the total direct and indirect costs incurred in accomplishing work on an activity during a given period. For example, assume that it actually took two weeks and cost $20,000 to purchase and install the new Web server. Assume that $15,000 of these actual costs were incurred during Week 1 and $5,000 was incurred during Week 2. These amounts are the actual cost (AC) for the activity each week.

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Chapter 7: Project Cost Management (3) The earned value (EV) is an estimate of the value of the physical work actually completed. It is based on the original planned costs for the project or activity and the rate at which the team is completing work on the project or activity to date. The rate of performance (RP) is the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity. For example, suppose that the server installation was halfway completed by the end of week 1. The rate of performance would be 50 percent (50/100) because by the end of week 1, the planned schedule reflects that the task should be 100 percent complete and only 50 percent of that work has been completed.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.283 LEARNING OBJECTIVES: INFO.SCHW.14.53 - LO: 7-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Costs KEYWORDS: Bloom's: Comprehension

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Chapter 8: Project Quality Management True / False 1. The quality assurance process involves taking responsibility for quality throughout the project’s life cycle. a. True b. False ANSWER: True RATIONALE: Feedback: Performing quality assurance involves periodically evaluating overall project performance to ensure that the project will satisfy the relevant quality standards. The quality assurance process involves taking responsibility for quality throughout the project’s life cycle.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Comprehension 2. Validated changes and validated deliverables are the outputs of the quality assurance process. a. True b. False ANSWER: False RATIONALE: Feedback: Controlling quality involves monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality.

Validated changes and validated deliverables are the outputs of the quality control process.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 3. The design of experiments technique cannot be applied to project management issues such as cost and schedule tradeoffs. a. True b. False ANSWER: False RATIONALE: Feedback: Design of experiments is a technique that helps identify which variables have the most influence on the overall outcome of a process. You can also apply design of experiments to project management issues such as cost and schedule trade-offs.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.304 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 ACCREDITING STANDARDS: United States - BUSPROG:Technology Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management TOPICS: KEYWORDS:

Planning Quality Management Bloom's: Comprehension

4. Customer requirements are an important aspect of the quality planning process. a. True b. False ANSWER: False RATIONALE: Feedback: Quality planning also involves communicating the correct actions for ensuring quality in a format that is understandable and complete. In quality planning for projects, it is important to describe key factors that directly contribute to meeting the customer’s requirements.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.304 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Comprehension 5. Reliability is the ability of a product or service to perform as expected under deviant conditions. a. True b. False ANSWER: False RATIONALE: Feedback: Reliability is the ability of a product or service to perform as expected under normal conditions.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.305 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Knowledge 6. Project managers are ultimately responsible for quality management on their projects. a. True b. False ANSWER: True RATIONALE: Feedback: It is important for all project stakeholders to work together to balance the quality, scope, time, and cost dimensions of the project. Project managers, however, are ultimately responsible for quality management on their projects.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.305 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management TOPICS: KEYWORDS:

Planning Quality Management Bloom's: Comprehension

7. Only in-house auditors can perform quality audits. a. True b. False ANSWER: False RATIONALE: Feedback: In-house auditors or third parties with expertise in specific areas can perform quality audits; these quality audits can be scheduled or random.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.307 LEARNING OBJECTIVES: INFO.SCHW.14.57 - LO: 8-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Quality Assurance KEYWORDS: Bloom's: Knowledge 8. Products that are accepted by project stakeholders are considered to be validated deliverables. a. True b. False ANSWER: True RATIONALE: Feedback: Acceptance decisions determine if the products or services produced as part of the project will be accepted or rejected. If they are accepted, they are considered to be validated deliverables.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.307 LEARNING OBJECTIVES: INFO.SCHW.14.58 - LO: 8-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Quality KEYWORDS: Bloom's: Knowledge 9. A run chart is a bar graph that depicts data points and their order of occurrence. a. True b. False ANSWER: False RATIONALE: Feedback: A run chart displays the history and pattern of variation of a process over time. It is a line chart that shows data points plotted in the order of occurrence.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.313 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management 10. Using Six Sigma principles is an organization-wide commitment and all employees must embrace its principles. a. True b. False ANSWER: True RATIONALE: Feedback: Using Six Sigma principles is an organization-wide commitment. CEOs, top managers, and all levels of employees in an organization that embraces Six Sigma principles have seen remarkable improvements due to its use.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.316 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Comprehension 11. The Six Sigma approach works best for a project where a quality problem is identified between the current and desired performance. a. True b. False ANSWER: True RATIONALE: Feedback: The Six Sigma approach works best for a project where a quality problem is identified between the current and desired performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.317 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Comprehension 12. The term sigma means median. a. True b. False ANSWER: False RATIONALE: Feedback: An important concept in Six Sigma is improving quality by reducing variation.

The term sigma means standard deviation.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.318 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management 13. Testing as a stage is important only at the end of an information technology product development. a. True b. False ANSWER: False RATIONALE: Feedback: Testing needs to be done during almost every phase of the systems development life cycle, not just before the organization ships or hands over a product to the customer.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.320 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Comprehension 14. Integration testing involves testing of each individual component to ensure that it is as defect-free as possible. a. True b. False ANSWER: False RATIONALE: Feedback: Integration testing occurs between unit and system testing to test functionally grouped components. It ensures that a subset or subsets of the entire system work together.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.320 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 15. In TQC, product quality is more important than production rates, and workers are allowed to stop production whenever a quality problem occurs. a. True b. False ANSWER: True RATIONALE: Feedback: In Total Quality Control, product quality is more important than production rates, and workers are allowed to stop production whenever a quality problem occurs.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.325 LEARNING OBJECTIVES: INFO.SCHW.14.60 - LO: 8-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Modern Quality Management KEYWORDS: Bloom's: Comprehension 16. DeMarco and Lister’s study on organizations and productivity found direct correlations between productivity and programming language, years of experience, and salary.

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Chapter 8: Project Quality Management a. True b. False ANSWER: RATIONALE:

False Feedback: DeMarco and Lister also found no correlation between productivity and programming language, years of experience, or salary. Furthermore, the study showed that providing a dedicated workspace and a quiet work environment were key factors in improving productivity.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.329 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Improving IT Project Quality KEYWORDS: Bloom's: Knowledge 17. Frameworks for helping organizations improve their processes and system are called Six Sigma charts. a. True b. False ANSWER: False RATIONALE: Feedback: These frameworks are maturity models which describe an evolutionary path of increasingly organized and systematically more mature processes.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.330 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: - Technology TOPICS: Improving IT Project Quality KEYWORDS: Bloom's: Knowledge 18. Gantt charts cannot be used to aid project quality management. a. True b. False ANSWER: False RATIONALE: Feedback: Gantt charts can be created using project management software to help plan and track work related to project quality management.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.333 LEARNING OBJECTIVES: INFO.SCHW.14.62 - LO: 8-9 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Using Software To Assist In Project Quality Management KEYWORDS: Bloom's: Knowledge Multiple Choice Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management 19.

means the project’s processes and products meet written specifications. a. Conformance to requirements b. Fitness for use c. Project feasibility d. Benchmarking ANSWER: a RATIONALE: Feedback: Conformance to requirements means that the project’s processes and products meet written specifications. For example, if the project scope statement requires delivery of 100 computers with specific processors and memory, you could easily check whether suitable computers had been delivered.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.302 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 20.

means that a product can be used as it was intended. a. Conformance to requirements b. Fitness for use c. Critical chain scheduling d. Free slack ANSWER: b RATIONALE: Feedback: Fitness for use means that a product can be used as it was intended.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.302 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 21. Process improvement plan, quality metrics, and quality checklists are the outputs of the process of project quality management. a. controlling quality b. planning quality management c. quality certification d. performing quality assurance ANSWER: b RATIONALE: Feedback: The main outputs of planning quality management are a quality management plan, a process improvement plan, quality metrics, quality checklists, and project documents updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.302-303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management 22. A is a standard of measurement in quality management. a. milestone b. metric c. merge d. matrix ANSWER: b RATIONALE: Feedback: A metric is a standard of measurement. Examples of common metrics include failure rates of products, availability of goods and services, and customer satisfaction ratings.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 23. The process is often associated with the technical tools and techniques of quality management, such as Pareto charts, quality control charts, and statistical sampling. a. quality planning b. quality certification c. quality assurance d. quality control ANSWER: d RATIONALE: Feedback: Controlling quality involves monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality.

This process is often associated with the technical tools and techniques of quality management, such as Pareto charts, quality control charts, and statistical sampling.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 24. Performing quality assurance is a subprocess of the process of project quality management. a. initiating b. closing c. monitoring and controlling d. executing ANSWER: d RATIONALE: Feedback: Performing quality assurance is a subprocess of the executing process of project quality management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management 25. Validated changes and validated deliverables are the outputs of the subprocess of project quality management. a. initiating b. closing c. monitoring and controlling d. executing ANSWER: c RATIONALE: Feedback: Validated changes and validated deliverables are the outputs of the monitoring and controlling subprocess of the quality control process of project quality management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 26.

is a technique that helps identify which variables have the most influence on the overall outcome of a process. a. Design of experiments b. Backward pass c. Activity-on-arrow d. Crashing ANSWER: a RATIONALE: Feedback: Design of experiments is a technique that helps identify which variables have the most influence on the overall outcome of a process. Understanding which variables affect outcome is a very important part of quality planning.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.304 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Comprehension 27.

is the degree to which a system performs its intended function. a. Reliability b. Validity c. Maintainability d. Functionality ANSWER: d RATIONALE: Feedback: Functionality is the degree to which a system performs its intended function.

Features are the system’s special characteristics that appeal to users. It is important to clarify what functions and features the system must perform, and what functions and features are optional.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.304 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Quality Assurance KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management 28.

are the system’s special characteristics that appeal to users. a. Features b. Outputs c. Yields d. Metrics ANSWER: a RATIONALE: Feedback: Features are the system’s special characteristics that appeal to users. It is important to clarify what functions and features the system must perform, and what functions and features are optional.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.304 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Knowledge 29.

addresses how well a product or service performs the customer’s intended use. a. Reliability b. Performance c. Maintainability d. Functionality ANSWER: b RATIONALE: Feedback: Performance addresses how well a product or service performs the customer’s intended use.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.305 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Knowledge 30.

is the ability of a product or service to perform as expected under normal conditions. a. Reliability b. Performance c. Maintainability d. Functionality ANSWER: a RATIONALE: Feedback: Reliability is the ability of a product or service to perform as expected under abnormal conditions. In discussing reliability for IT projects, many people use the term IT service management.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.305 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Knowledge 31.

addresses the ease of performing maintenance on a product.

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Chapter 8: Project Quality Management a. Reliability b. Performance c. Maintainability d. Functionality ANSWER: c RATIONALE: Feedback: Maintainability addresses the ease of performing maintenance on a product.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.305 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management 32. generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization. a. Prototyping b. Systems thinking c. Mind mapping d. Benchmarking ANSWER: d RATIONALE: Feedback: Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.306-307 LEARNING OBJECTIVES: INFO.SCHW.14.57 - LO: 8-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Quality Assurance KEYWORDS: Bloom's: Knowledge 33. refers to action taken to bring rejected items into compliance with product requirements or specifications or other stakeholder expectations. a. A process adjustment b. Rework c. An acceptance decision d. Validation ANSWER: b RATIONALE: Feedback: Rework is action taken to bring rejected items into compliance with product requirements, specifications, or other stakeholder expectations. Rework often results in requested changes and validated defect repair, and it results from recommended defect repair or corrective or preventive actions.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: P.307 LEARNING OBJECTIVES: INFO.SCHW.14.58 - LO: 8-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Quality KEYWORDS: Bloom's: Comprehension 34.

correct(s) or prevent(s) further quality problems based on quality control measurements.

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Chapter 8: Project Quality Management a. Process adjustments b. Rework c. Acceptance decisions d. Decomposition ANSWER: a RATIONALE: Feedback: Process adjustments correct or prevent further quality problems based on quality control measurements. Process adjustments often result in updates to the quality baseline, Organization process assets, and the project management plan.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: P.308 LEARNING OBJECTIVES: INFO.SCHW.14.58 - LO: 8-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Quality KEYWORDS: Bloom's: Knowledge 35. A is a graphic display of data that illustrates the results of a process over time. a. statistical sampling chart b. Pareto chart c. Six Sigma chart d. control chart ANSWER: d RATIONALE: Feedback: A control chart is a graphic display of data that illustrates the results of a process over time. Control charts allow you to determine whether a process is in control or out of control.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.309 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 36.

help users to identify the vital few contributors that account for most quality problems in a system. a. Gantt charts b. Pareto charts c. Control charts d. Tracking Gantt charts ANSWER: b RATIONALE: Feedback: A Pareto chart is a histogram that can help you identify and prioritize problem areas. The variables described by the histogram are ordered by frequency of occurrence.

Pareto charts help you identify the vital few contributors that account for most quality problems in a system.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.311 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management 37.

involves choosing part of a population of interest for inspection. a. Statistical sampling b. Conformance c. System testing d. Fitness for use ANSWER: a RATIONALE: Feedback: Statistical sampling is a key concept in project quality management.Statistical sampling involves choosing part of a population of interest for inspection.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.314 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 38. Six Sigma’s target for perfection is the achievement of no more than defects, errors, or mistakes per million opportunities. a. 1.34 b. 3.4 c. 34 d. 13.4 ANSWER: b RATIONALE: Feedback: Six Sigma’s target for perfection is the achievement of no more than 3.4 defects, errors, or mistakes per million opportunities.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.315 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 39. Projects that use Six Sigma principles for quality control normally follow a five-phase improvement process called . a. DMAIC b. weighted scoring model c. configuration management d. use case modeling ANSWER: a RATIONALE: Feedback: Projects that use Six Sigma principles for quality control normally follow a fivephase improvement process called DMAIC. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.316 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 40. Important tools used in the

phase of the DMAIC process include a project charter, a description of customer

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Chapter 8: Project Quality Management requirements, process maps, and Voice of the Customer (VOC) data. a. define b. measure c. analyze d. improve ANSWER: a RATIONALE: Feedback: Important tools used in define phase include a project charter, a description of customer requirements, process maps, and Voice of the Customer (VOC) data.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.316 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 41. An important tool used in the phase of the DMAIC process is the fishbone or Ishikawa diagram. a. define b. measure c. analyze d. improve ANSWER: c RATIONALE: Feedback: An important tool used in the analyze phase of the DMAIC process is the fishbone or Ishikawa diagram.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.316 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 42. A is a bell-shaped curve that is symmetrical regarding the average value of the population (the data being analyzed). a. skewed distribution b. normal distribution c. bimodal distribution d. degenerate distribution ANSWER: b RATIONALE: Feedback: A normal distribution is a bell-shaped curve that is symmetrical regarding the mean or average value of the population (the data being analyzed).

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.318 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 43. A(n) a. defect

is any instance where the product or service fails to meet customer requirements. b. yield

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Chapter 8: Project Quality Management c. deliverable ANSWER: RATIONALE:

d. variance a Feedback: A defect is any instance in which the product or service fails to meet customer requirements. Because most products or services have multiple customer requirements, there can be several opportunities to have a defect.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.319 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 44. The is a measure of quality control equal to 1 fault in 1 million opportunities problems. a. ISO 9000 b. six 9s of quality rule c. seven run rule d. Six Sigma rule ANSWER: b RATIONALE: Feedback: Six 9s of quality is a measure of quality control equal to 1 fault in 1 million opportunities. In the telecommunications industry, it means 99.9999 percent service availability or 30 seconds of downtime a year.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.320 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 45. A(n) is done to test each individual component (often a program) to ensure that it is as defect-free as possible. a. integration test b. unit test c. user acceptance test d. system test ANSWER: b RATIONALE: Feedback: A unit test is done to test each individual component (often a program) to ensure that it is as defect-free as possible. Unit tests are performed before moving on to the integration test.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.320 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 46.

is an independent test performed by end users prior to accepting the delivered system. a. Integration testing b. Unit testing

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Chapter 8: Project Quality Management c. User acceptance testing d. System testing ANSWER: c RATIONALE: Feedback: User acceptance testing is an independent test performed by end users prior to accepting the delivered system. It focuses on the business fit of the system to the organization, rather than technical issues.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.320 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 47. Which of the following is one of Deming’s 14 Points for Management? a. An organization should increase dependence on inspection to achieve quality. b. Award business based on price tag alone rather than on other considerations. c. Minimize total cost by working with multiple suppliers rather than a single supplier. d. Eliminate the annual rating or merit system.

ANSWER: d RATIONALE: Feedback: Dr. W. Edwards Deming is known primarily for his work on quality control in Japan. One of Deming’s 14 Points for Management states that an organization should remove barriers that rob people of workmanship and eliminate the annual rating or merit system.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.323 LEARNING OBJECTIVES: INFO.SCHW.14.60 - LO: 8-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Modern Quality Management KEYWORDS: Bloom's: Knowledge 48. One of Juran’s ten steps to quality improvement states that: a. an organization should minimize top management involvement in the achievement of individual employee goals. b. an organization should entrust improvement to individual employees rather than appointing teams or facilitators. c. an organization should build awareness of the need and opportunity for improvement. d. an organization should avoid “keeping score” in order to achieve an overall atmosphere of quality improvement.

ANSWER: c RATIONALE: Feedback: Joseph M. Juran wrote the first edition of the Quality Control Handbook in 1974, stressing the importance of top management commitment to continuous product quality improvement. One of Juran’s ten steps states that an organization should build awareness of the need and opportunity for improvement.

POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management REFERENCES: p.323 LEARNING OBJECTIVES: INFO.SCHW.14.60 - LO: 8-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Modern Quality Management KEYWORDS: Bloom's: Knowledge 49.

wrote Quality Is Free in 1979 and is best known for suggesting that organizations strive for zero defects. a. Juran b. Ishikawa c. Crosby d. Deming ANSWER: c RATIONALE: Feedback: Philip B. Crosby wrote Quality Is Free in 1979 and is best known for suggesting that organizations strive for zero defects.17 He stressed that the costs of poor quality should include all the costs of not doing the job right the first time, such as scrap, rework, lost labor hours and machine hours, customer ill will and lost sales, and warranty costs.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.323-324 LEARNING OBJECTIVES: INFO.SCHW.14.60 - LO: 8-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Modern Quality Management KEYWORDS: Bloom's: Knowledge 50. , a quality system standard is a three-part, continuous cycle of planning, controlling, and documenting quality in an organization. a. Seven run rule b. ISO 9000 c. Six Sigma d. ASQ ANSWER: b RATIONALE: Feedback: ISO 9000, a quality system standard developed by the ISO, is a three-part, continuous cycle of planning, controlling, and documenting quality in an organization.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.325 LEARNING OBJECTIVES: INFO.SCHW.14.60 - LO: 8-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Modern Quality Management KEYWORDS: Bloom's: Knowledge 51. is the cost of evaluating processes and their outputs to ensure that a project is error-free or within an acceptable error range. a. Prevention cost b. Appraisal cost c. Internal failure cost d. External failure cost ANSWER: b RATIONALE: Feedback: Appraisal cost is the cost of evaluating processes and their outputs to ensure that a project is error-free or within an acceptable error range. Activities such as inspection and testing of products, maintenance of inspection and test equipment, and processing and reporting inspection data all contribute to appraisal costs of quality.

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Chapter 8: Project Quality Management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.327-328 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Improving IT Project Quality KEYWORDS: Bloom's: Knowledge 52.

is a cost that relates to all errors not detected and not corrected before delivery to the customer. a. Prevention cost b. Appraisal cost c. Internal failure cost d. External failure cost ANSWER: d RATIONALE: Feedback: External failure cost is a cost that relates to all errors not detected and corrected before delivery to the customer. Items such as warranty cost, field service personnel training cost, product liability suits, complaint handling, and future business losses are examples of external failure costs.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.328 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Improving IT Project Quality KEYWORDS: Bloom's: Knowledge 53. helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes. a. SQFD b. MTBI c. OPM3 d. CMMI ANSWER: d RATIONALE: Feedback: The Capability Maturity Model Integration (CMMI) is “a process improvement approach that provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization.”

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.331 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Improving IT Project Quality KEYWORDS: Bloom's: Knowledge Completion 54. The International Organization for Standardization (ISO) defines that bear on its ability to satisfy stated or implied needs.”

ANSWER: quality POINTS: 1 Cengage Learning Testing, Powered by Cognero

as “the totality of characteristics of an entity

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Chapter 8: Project Quality Management DIFFICULTY: Difficulty: Easy REFERENCES: p.302 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 55. The term means a product can be used as it was intended.

ANSWER: fitness for use POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.302 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 56. The purpose of ANSWER:

is to ensure that the project will satisfy the needs for which it was undertaken. project quality management quality management POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.302 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 57. Performing involves periodically evaluating overall project performance to ensure that the project will satisfy the relevant quality standards.

ANSWER: quality assurance POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 58. Performing involves monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality.

ANSWER: quality control POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.303 Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 59. is a quality planning technique that helps identify which variables have the most influence on the overall outcome of a process.

ANSWER: Design of experiments POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.304 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Knowledge 60. are the screens and reports the system generates.

ANSWER: System outputs POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.304 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Planning Quality Management KEYWORDS: Bloom's: Knowledge 61. is the ability of a product or service to perform as expected under normal conditions.

ANSWER: Reliability POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.305 LEARNING OBJECTIVES: INFO.SCHW.14.56 - LO: 8-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Quality Assurance KEYWORDS: Bloom's: Knowledge 62. A(n) is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects.

ANSWER: quality audit POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.307 LEARNING OBJECTIVES: INFO.SCHW.14.57 - LO: 8-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Performing Quality Assurance Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management KEYWORDS:

Bloom's: Knowledge

63. correct or prevent further quality problems based on quality control measurements.

ANSWER: Process adjustments POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.308 LEARNING OBJECTIVES: INFO.SCHW.14.58 - LO: 8-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Quality KEYWORDS: Bloom's: Knowledge 64. diagrams trace complaints about quality problems back to the responsible production operations.

ANSWER: Cause-and-effect Fishbone Ishikawa POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.308 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 65. In a , the closer data points are to a diagonal line, the more closely the two variables are related.

ANSWER: scatter diagram POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.310 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 66. involves choosing part of a population of interest for inspection.

ANSWER: Statistical sampling POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.314 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 67. Complete the formula: sample size = 0.25 * ( _____ /acceptable error)2 Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management ANSWER: certainty factor POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.314 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 68. In the DMAIC process, the letter “C” stands for .

ANSWER: control POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.316 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 69. measures how much variation exists in a distribution of data.

ANSWER: Standard deviation POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.318 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 70. The represents the number of units handled correctly through the process steps.

ANSWER: yield POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.319 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 71. is a measure of quality control equal to 1 fault in 1 million opportunities.

ANSWER: Six 9s of quality Six nines of quality POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management REFERENCES: p.320 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 72. Watts S. Humphrey defines a(n) as anything that must be changed before delivery of the program.

ANSWER: software defect POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.321 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 73. are groups of non-supervisors and work leaders in a single company department who volunteer to conduct group studies on how to improve the effectiveness of work in their department.

ANSWER: Quality circles POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.324 LEARNING OBJECTIVES: INFO.SCHW.14.60 - LO: 8-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Modern Quality Management KEYWORDS: Bloom's: Knowledge 74. Genichi Taguchi’s methods focus on eliminating defects by substituting scientific inquiry for trial-and-error methods.

ANSWER: Robust Design POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.325 LEARNING OBJECTIVES: INFO.SCHW.14.60 - LO: 8-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Modern Quality Management KEYWORDS: Bloom's: Knowledge 75. The means taking responsibility for failures or not meeting quality expectations.

ANSWER: cost of nonconformance POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.327 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management TOPICS: KEYWORDS:

Improving IT Project Quality Bloom's: Knowledge

76. The ANSWER:

model focuses on defining user requirements and planning software projects.

SQFD Software Quality Function Deployment Software Quality Function Deployment (SQFD) SQFD (Software Quality Function Deployment) POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.330 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Improving IT Project Quality KEYWORDS: Bloom's: Knowledge 77. Frameworks for helping organization improve their processes and system are ANSWER: POINTS: 1 Essay 78. List and briefly describe the three project quality management processes.

ANSWER: Planning quality includes identifying which quality standards are relevant to the project and how to satisfy those standards. Incorporating quality standards into project design is a key part of quality planning. For an information technology project, quality standards might include allowing for system growth, planning a reasonable response time for a system, or ensuring that the system produces consistent and accurate information. Quality standards can also apply to information technology services. For example, you can set standards for how long it should take to get a reply from a help desk or how long it should take to ship a replacement part for a hardware item under warranty. The main outputs of quality planning are a quality management plan, quality metrics, quality checklists, a process improvement plan, and project document updates. A metric is a standard of measurement. Examples of common metrics include failure rates of products produced, availability of goods and services, and customer satisfaction ratings.

Performing quality assurance involves periodically evaluating overall project performance to ensure that the project will satisfy the relevant quality standards. The quality assurance process involves taking responsibility for quality throughout the project’s life cycle. Top management must take the lead in emphasizing the roles all employees play in quality assurance, especially senior managers’ roles. The main outputs of this process are organizational process asset updates, change requests, project management plan updates, and project document updates.

Controlling quality involves monitoring specific project results to ensure that they comply with the relevant quality standards while identifying ways to improve overall quality. This process is often associated with the technical tools and techniques of quality management, such as Pareto charts, quality control charts, and statistical sampling. The main outputs of quality control include quality control measurements, validated changes, validated deliverables, work performance information , change requests, project management plan Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management updates, project document updates, and organizational process asset updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.302-303 LEARNING OBJECTIVES: INFO.SCHW.14.55 - LO: 8-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge 79. What are the three main outcomes of quality control? Briefly describe each.

ANSWER: Acceptance decisions determine if the products or services produced as part of the project will be accepted or rejected. If they are accepted, they are considered to be validated deliverables. If project stakeholders reject some of the products or services produced as part of the project, there must be rework.

Rework is action taken to bring rejected items into compliance with product requirements or specifications or other stakeholder expectations. Rework often results in requested changes and validated defect repair, resulting from recommended defect repair or corrective or preventive actions. Rework can be very expensive, so the project manager must strive to do a good job of quality planning and quality assurance to avoid this need.

Process adjustments correct or prevent further quality problems based on quality control measurements. Process adjustments are often found by using quality control measurements, and they often result in updates to the quality baseline, organization process assets, and the project management plan.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.307-308 LEARNING OBJECTIVES: INFO.SCHW.14.58 - LO: 8-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Controlling Quality KEYWORDS: Bloom's: Knowledge 80. What are the five phases in the DMAIC process? Briefly describe each one.

ANSWER: Define: Define the problem/opportunity, process, and customer requirements. Important tools used in this phase include a project charter, a description of customer requirements, process maps, and Voice of the Customer (VOC) data. Examples of VOC data include complaints, surveys, comments, and market research that represent the views and needs of the organization’s customers.

Measure: Define measures, then collect, compile, and display data. Measures are defined in terms of defects per opportunity.

Analyze: Scrutinize process details to find improvement opportunities. A project team working on a Six Sigma project, normally referred to as a Six Sigma team, investigates and verifies data to prove the suspected root causes of quality problems and substantiates the problem statement. An important tool in this phase is the fishbone or Ishikawa diagram.

Improve: Generate solutions and ideas for improving the problem. A final solution is Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management verified with the project sponsor, and the Six Sigma team develops a plan to pilot test the solution. The Six Sigma team reviews the results of the pilot test to refine the solution, if needed, and then implements the solution where appropriate.

Control: Track and verify the stability of the improvements and the predictability of the solution. Control charts are one tool used in the control phase.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.316 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 81. Describe the relationship between Six Sigma and Statistics. What statistical concepts are involved in the Six Sigma philosophy?

ANSWER: An important concept in Six Sigma is improving quality by reducing variation. The term sigma means standard deviation. Standard deviation measures how much variation exists in a distribution of data. A small standard deviation means that data clusters closely around the middle of a distribution and there is little variability among the data. A large standard deviation means that data is spread out around the middle of the distribution and there is relatively greater variability.

A normal distribution is a bell-shaped curve that is symmetrical regarding the mean or average value of the population (the data being analyzed). In any normal distribution, 68.3 percent of the population is within one standard deviation (1sigma) of the mean, 95.5 percent of the population is within two standard deviations (2sigma), and 99.7 percent of the population is within three standard deviations (3sigma) of the mean.

Standard deviation is a key factor in determining the acceptable number of defective units found in a population. A plus or minus six sigma in pure statistical terms means only two defective units per billion. However, the target for Six Sigma programs is 3.4 defects per million opportunities. Based on Motorola’s original work on Six Sigma in the 1980s, the convention used for Six Sigma is a scoring system that accounts for more variation in a process than you would typically find in a few weeks or months of data gathering. In other words, time is an important factor in determining process variations.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.318-319 LEARNING OBJECTIVES: INFO.SCHW.14.59 - LO: 8-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Tools And Techniques For Quality Control KEYWORDS: Bloom's: Knowledge 82. What are the five major cost categories related to quality? Briefly describe each category.

ANSWER: Prevention cost: The cost of planning and executing a project so that it is error-free or within an acceptable error range. Preventive actions such as training, detailed studies related to quality, and quality surveys of suppliers and subcontractors fall under this category.

Detecting defects in information systems during the early phases of the systems development Cengage Learning Testing, Powered by Cognero

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Chapter 8: Project Quality Management life cycle is much less expensive than during the later phases. One hundred dollars spent refining user requirements could save millions by finding a defect before implementing a large system. The Year 2000 (Y2K) issue provides a good example of these costs. If organizations had decided during the 1960s, 1970s, and 1980s that all dates would need four characters to represent the year instead of two characters, they would have saved billions of dollars.

Appraisal cost: The cost of evaluating processes and their outputs to ensure that a project is error-free or within an acceptable error range. Activities such as inspection and testing of products, maintenance of inspection and test equipment, and processing and reporting inspection data all contribute to appraisal costs of quality.

Internal failure cost: A cost incurred to correct an identified defect before the customer receives the product. Items such as scrap and rework, charges related to late payment of bills, inventory costs that are a direct result of defects, costs of engineering changes related to correcting a design error, premature failure of products, and correcting documentation all contribute to internal failure cost.

External failure cost: A cost that relates to all errors not detected and not corrected before delivery to the customer. Items such as warranty cost, field service personnel training cost, product liability suits, complaint handling, and future business losses are examples of external failure costs.

Measurement and test equipment costs: The capital cost of equipment used to perform prevention and appraisal activities.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.327-328 LEARNING OBJECTIVES: INFO.SCHW.14.61 - LO: 8-8 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Improving IT Project Quality KEYWORDS: Bloom's: Knowledge

Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management True / False 1. Extrinsic motivation causes people to participate in an activity for their own enjoyment. a. True b. False ANSWER: False RATIONALE: Feedback: Extrinsic motivation causes people to do something for a reward or to avoid a penalty.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 2. Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs. a. True b. False ANSWER: True RATIONALE: Feedback: Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing An Leading People KEYWORDS: Bloom's: Knowledge 3. Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above. a. True b. False ANSWER: False RATIONALE: Feedback: Maslow suggests that each level of the hierarchy is a prerequisite for the levels above. For example, a person cannot consider self-actualization without first addressing basic needs of security and safety.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management 4. According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more attractive work environment would motivate workers to do more if present. a. True b. False ANSWER: False RATIONALE: Feedback: According to Herzberg, motivators such as larger salaries, more supervision, or a more attractive work environment would motivate workers to do more if present.He referred to factors that cause job satisfaction as motivators and factors that could cause dissatisfaction as hygiene factors.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.350 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 5. People who need institutional power or social power want to organize others to further the goals of the organization. a. True b. False ANSWER: True RATIONALE: Feedback: People who need institutional power or social power want to organize others to further the goals of the organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 6. Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to get workers to make adequate efforts to meet objectives. a. True b. False ANSWER: False RATIONALE: Feedback: People who believe in Theory X assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to have workers make adequate efforts to meet objectives. They assume that the average worker wants to be directed and prefers to avoid responsibility, has little ambition, and wants security above all else.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352-353 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management TOPICS: KEYWORDS:

Keys To Managing And Leading People Bloom's: Comprehension

7. Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position. a. True b. False ANSWER: False RATIONALE: Feedback: Top management grants authority to the project manager. However, assignment, budget, promotion, money, and penalty influence bases are not automatically available to project managers as part of their position.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.353 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 8. Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed. a. True b. False ANSWER: True RATIONALE: Feedback: Thamhain and Wilemon found that projects were more likely to fail when project managers relied too heavily on using authority, money, or penalty to influence people. When project managers used work challenge and expertise to influence people, projects were more likely to succeed.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.354 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 9. Legitimate power involves using personal knowledge and expertise to get people to change their behavior. a. True b. False ANSWER: False RATIONALE: Feedback: Legitimate power is getting people to do things based on a position of authority.

This type of power is similar to the authority basis of influence.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.354 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 10. According to Covey, project managers must use a win/lose approach in making decisions. a. True b. False ANSWER: False RATIONALE: Feedback: Project managers should strive to use a win/win approach in making decisions, but in competitive situations they sometimes must use a win/lose paradigm.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.356 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 11. A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the OBS to the people responsible for performing the work as described in the WBS. a. True b. False ANSWER: False RATIONALE: Feedback: A responsibility assignment matrix (RAM) maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the OBS. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.362 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Comprehension 12. A RAM is used only to assign detailed work activities. a. True b. False ANSWER: False RATIONALE: Feedback: In addition to using a RAM to assign detailed work activities, you can use it to define general roles and responsibilities on projects. This type of RAM can include the stakeholders in the project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.362-363 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 13. A staffing management plan describes when and how people will be added to and taken off the project team. a. True b. False ANSWER: True RATIONALE: Feedback: A staffing management plan describes when and how people will be added to the project team and taken off it. The level of detail may vary based on the type of project.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.363 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 14. Resource leveling results in fewer problems for project personnel and accounting departments. a. True b. False ANSWER: True RATIONALE: Feedback: Resource leveling results in fewer problems for project personnel and accounting departments. Increasing and decreasing labor levels and human resources often produce additional work and confusion.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.369 LEARNING OBJECTIVES: INFO.SCHW.14.65 - LO: 9-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Acquiring The Project Team KEYWORDS: Bloom's: Comprehension 15. In the Tuckman model, storming occurs when team members have different opinions for how the team should operate. a. True b. False ANSWER: True RATIONALE: Feedback: In the Tuckman model, storming occurs when team members have different opinions for how the team should operate. People test each other, and there is often conflict within the team.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.370 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge 16. The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts). a. True b. False ANSWER: True RATIONALE: Feedback: The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts).

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.371 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge 17. In the Social Styles Profile team building activity, drivers are reactive and people-oriented. a. True b. False ANSWER: False RATIONALE: Feedback: Drivers are proactive and task-oriented. They are firmly rooted in the present, and they strive for action.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.373 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Comprehension 18. Project managers should always reward people who work overtime. a. True b. False ANSWER: False RATIONALE: Feedback: People who work overtime just to get extra pay or because of their own poor work or planning should not be rewarded.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.375 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management KEYWORDS:

Bloom's: Knowledge

19. The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. a. True b. False ANSWER: False RATIONALE: Feedback: The smoothing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. This approach is also called accommodating, and it is best used when the relationship is of high importance and the task is of low importance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.377 LEARNING OBJECTIVES: INFO.SCHW.14.67 - LO: 9-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Managing The Project Team KEYWORDS: Bloom's: Knowledge 20. Project managers must try to avoid conflict at all costs as all conflict within groups is bad. a. True b. False ANSWER: False RATIONALE: Feedback: Project managers must also realize that not all conflict is bad. Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.377 LEARNING OBJECTIVES: INFO.SCHW.14.67 - LO: 9-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Managing The Project Team KEYWORDS: Bloom's: Knowledge 21. Microsoft Project 2010 does not lend itself to project human resource management. a. True b. False ANSWER: False RATIONALE: Feedback: Many people do not realize that Project 2013 provides a variety of human resource management tools, some of which include assigning and tracking resources, resource leveling, resource usage reports, overallocated resource reports, and to-do lists.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.379 LEARNING OBJECTIVES: INFO.SCHW.14.68 - LO: 9-8 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Using Software To Assist In Human Resource Management KEYWORDS: Bloom's: Knowledge Multiple Choice 22.

involves assigning the needed personnel to work on the project. a. Planning human resource management b. Developing the project team c. Acquiring the project team d. Managing the project team ANSWER: c RATIONALE: Feedback: Acquiring the project team involves assigning the needed personnel to work on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.347 LEARNING OBJECTIVES: INFO.SCHW.14.69 - LO: 9-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Human Resource Management?

KEYWORDS: Bloom's: Knowledge 23. Key outputs of process are project staff assignments, resource calendars, and project management plan updates. a. managing the project team b. acquiring the project team c. developing the project team d. planning the human resource plan ANSWER: b RATIONALE: Feedback: Acquiring the project team involves assigning the needed personnel to work on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.347 LEARNING OBJECTIVES: INFO.SCHW.14.69 - LO: 9-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Human Resource Management?

KEYWORDS: Bloom's: Knowledge 24.

involves building individual and group skills to enhance project performance. a. Developing the human resource plan b. Developing the project team c. Acquiring the project team d. Managing the project team ANSWER: b RATIONALE: Feedback: Developing the project team involves building individual and group skills to enhance project performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.347 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management LEARNING OBJECTIVES: INFO.SCHW.14.69 - LO: 9-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Human Resource Management?

KEYWORDS: Bloom's: Knowledge 25. The main outputs of the process are team performance assessments and enterprise environmental factors updates. a. managing the project team b. acquiring the project team c. developing the project team d. human resource planning ANSWER: c RATIONALE: Feedback: Developing the project team involves building individual and group skills to enhance project performance. The main outputs of this process are team performance assessments and enterprise environmental factors updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.347 LEARNING OBJECTIVES: INFO.SCHW.14.69 - LO: 9-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Human Resource Management?

KEYWORDS: Bloom's: Knowledge 26. involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. a. Developing the human resource plan b. Developing the project team c. Acquiring the project team d. Managing the project team ANSWER: d RATIONALE: Feedback: Managing the project team involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.347 LEARNING OBJECTIVES: INFO.SCHW.14.69 - LO: 9-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Human Resource Management?

KEYWORDS: Bloom's: Knowledge 27. The acquiring of the project team is a subprocess associated with the process of project human resource management. a. executing b. controlling and monitoring c. planning d. initiating ANSWER: a RATIONALE: Feedback: The acquiring of the project team is a subprocess associated with the executing process of project human resource management.

POINTS: 1 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management DIFFICULTY: Difficulty: Moderate REFERENCES: p.348 LEARNING OBJECTIVES: INFO.SCHW.14.69 - LO: 9-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Human Resource Management?

KEYWORDS: Bloom's: Knowledge 28. a highly respected psychologist, rejected the dehumanizing negativism of psychology and proposed the hierarchy of needs theory. a. Sigmund Freud b. Abraham Maslow c. Carl Jung d. Philip Zimbardo ANSWER: b RATIONALE: Feedback: Abraham Maslow, a highly respected psychologist who rejected the dehumanizing negativism of psychology in the 1950s, is best known for developing a hierarchy of needs.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 29. The highest level of needs in Maslow’s structure is referred to as a need. a. deficiency b. growth c. safety d. physiological ANSWER: b RATIONALE: Feedback: The bottom four needs in Maslow’s hierarchy, physiological, safety, social, and esteem needs, are referred to as deficiency needs, and the highest level, self-actualization, is considered a growth need.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 30. The bottom four needs in Maslow’s structure are referred to as needs. a. self-actualization b. deficiency c. safety d. growth ANSWER: b RATIONALE: Feedback: The bottom four needs in Maslow’s hierarchy, physiological, safety, social, and esteem needs, are referred to as deficiency needs, and the highest level, self-actualization, is considered a growth need.

POINTS: 1 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 31. At the bottom of Maslow’s structure are needs. a. esteem b. self-actualization c. physiological d. social ANSWER: c RATIONALE: Feedback: At the bottom of the pyramid structure of Maslow’s hierarchy of needs are physiological needs. Once physiological needs are satisfied, safety needs guide behavior.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 32.

is at the top of Maslow’s hierarchy of needs. a. Esteem b. Self-actualization c. Physiological d. Social ANSWER: b RATIONALE: Feedback: Self actualization is at the top of Maslow’s structure. Self-actualized people are problem-focused, have an appreciation for life, are concerned about personal growth, and are able to have peak experiences.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 33. Recognizing an employee as the “Star Performer of the Month” would be satisfying the hierarchy of needs. a. esteem b. self-actualization c. physiological d. safety ANSWER: a RATIONALE: Feedback: Esteem needs include recognition, prestige, and status.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.350 Cengage Learning Testing, Powered by Cognero

need of the Maslow’s

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Chapter 9: Project Human Resource Management LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Application 34. is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. a. Frederick Herzberg b. David McClelland c. Abraham Maslow d. Douglas McGregor ANSWER: a RATIONALE: Feedback: Frederick Herzberg is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. He referred to factors that cause job satisfaction as motivators and factors that could cause dissatisfaction as hygiene factors.

POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.350 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 35. According to Herzberg, which of the following is a motivational factor? a. Recognition b. Salary c. Training d. Health benefits ANSWER: a RATIONALE: Feedback: Frederick Herzberg is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. He referred to factors that cause job satisfaction as motivators and factors that could cause dissatisfaction as hygiene factors.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.350 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 36. People with a high need for seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. a. affiliation b. security c. power d. achievement ANSWER: d RATIONALE: Feedback: People who have a high need for achievement (nAch) seek to excel, and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. Achievers need regular feedback and often prefer to work alone or with other Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management high achievers.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 37. According to McClelland’s acquired-needs theory, people with a high need for desire harmonious relationships with other people and need to feel accepted by others. a. affiliation b. self-actualization c. power d. achievement ANSWER: a RATIONALE: Feedback: People with a high need for affiliation (nAff) desire harmonious relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group and prefer work that involves significant personal interaction.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 38. According to McClelland’s acquired-needs theory, people who need personal want to direct others and can be seen as bossy. a. affiliation b. advancement c. power d. achievement ANSWER: c RATIONALE: Feedback: People with a need for power (nPow) desire either personal power or institutional power. People who need personal power want to direct others and can be seen as bossy.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 39. The presents subjects with a series of ambiguous pictures and asks them to develop a spontaneous story for each picture, assuming they will project their own needs into the story. a. RAM b. MBTI c. TAT d. RACI ANSWER: c Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management RATIONALE:

Feedback: The Thematic Apperception Test (TAT) is a tool to measure the individual needs of different people using McClelland’s categories. The TAT presents subjects with a series of ambiguous pictures and asks them to develop a spontaneous story for each picture, assuming they will project their own needs into the story.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 40.

is best known for developing Theory X and Theory Y. a. Frederick Herzberg b. David McClelland c. Abraham Maslow d. Douglas McGregor ANSWER: d RATIONALE: Feedback: Douglas McGregor was one of the great popularizers of a human relations approach to management, and he is best known for developing Theory X and Theory Y. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 41. Managers who follow assume that the average worker wants to be directed and prefers to avoid responsibility. a. Theory Z b. Theory X c. Theory Y d. Theory K ANSWER: b RATIONALE: Feedback: People who believe in Theory X assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to have workers make adequate efforts to meet objectives. They assume that the average worker wants to be directed and prefers to avoid responsibility, has little ambition, and wants security above all else.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352-353 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 42. emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers. a. Theory W b. Theory X Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management c. Theory Y ANSWER: RATIONALE:

d. Theory Z d Feedback: Theory Z workers, it is assumed, can be trusted to do their jobs to their utmost ability, as long as management can be trusted to support them and look out for their wellbeing. Theory Z emphasizes job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.353 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 43. According to Thamhain and Wilemon, is the legitimate hierarchical right to issue orders. a. authority b. achievement c. expertise d. self-actualization ANSWER: a RATIONALE: Feedback: According to Thamhain and Wilemon, authority is the legitimate hierarchical right to issue orders.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.353 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 44. According to Thamhain and Wilemon, is the ability to improve a worker’s position. a. penalty b. assignment c. expertise d. promotion ANSWER: d RATIONALE: Feedback: According to Thamhain and Wilemon, promotion is the ability to improve a worker’s position.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.353 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 45. do.

involves using punishment, threats, or other negative approaches to get people to do things they do not want to a. Legitimate power

b. Coercive power

Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management c. Reward power ANSWER: RATIONALE:

d. Referent power b Feedback: Coercive power involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. For example, a project manager can threaten to fire workers or subcontractors to try to get them to change their behavior.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.354 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 46.

involves using incentives to induce people to do things. a. Legitimate power b. Coercive power c. Reward power d. Referent power ANSWER: c RATIONALE: Feedback: Reward power involves using incentives to induce people to do things. Rewards can include money, status, recognition, promotions, and special work assignments.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.355 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 47.

is based on an individual’s personal charisma. a. Legitimate power b. Coercive power c. Reward power d. Referent power ANSWER: d RATIONALE: Feedback: Referent power is based on a person’s own charisma. People who have referent power are held in very high regard; others will do what they say based on that regard.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.355 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 48. Taking time to renew oneself physically, spiritually, mentally and socially is a. empathic mirroring b. sharpening the saw c. synergizing d. thinking win/win ANSWER: b Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management RATIONALE: Feedback: Sharpening the saw is the process of self-renewal.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.356 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 49. The capacity to understand the motivations, intentions and desires of others is a. emotional intelligence b. intrapersonal intelligence c. interpersonal intelligence d. human intelligence ANSWER: c RATIONALE: Feedback: Human intelligence encompasses both interpersonal (understanding others) and intrapersonal (understanding self). Emotional intelligence is knowing and managing one's own emotions and understanding the emotions of others.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.357 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 50.

refers to matching certain behaviors of the other person. a. Empathic listening b. Rapport c. Synergy d. Mirroring ANSWER: d RATIONALE: Feedback: Mirroring is matching certain behaviors of the other person. People tend to like others who are like themselves, and mirroring helps you take on some of the other person’s characteristics.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.357 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 51. When an organization needs a new direction, the leadership style is appropriate. a. commanding b. democratic c. pacesetting d. visionary ANSWER: d RATIONALE: Feedback: The visionary leadership style is needed when an organization needs a new direction, and the goal is to move people towards a new set of shared dreams. The leader Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management articulates where the group is going, but lets them decide how to get there by being free to innovate, experiment, and take calculated risks.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.358 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 52. The first step in the framework for defining and assigning work is . a. defining how the work will be accomplished b. breaking down the work into manageable elements c. finalizing the project requirements d. assigning work responsibilities ANSWER: c RATIONALE: Feedback: The first step in the framework for defining and assigning work is finalizing the project requirements.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.361 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 53. A(n) is a column chart that shows the number of resources assigned to a project over time. a. responsibility assignment matrix b. resource histogram c. RACI charts d. organizational breakdown structure ANSWER: b RATIONALE: Feedback: The staffing management plan often includes a resource histogram, which is a column chart that shows the number of resources assigned to a project over time.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.363 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 54.

refers to the amount of individual resources an existing schedule requires during specific time periods. a. Resource loading b. Resource leveling c. Resource histogram d. Resource logs ANSWER: a Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management RATIONALE:

Feedback: Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods. It helps project managers understand the demands of a project on the organization’s resources and on individual people’s schedules.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.366 LEARNING OBJECTIVES: INFO.SCHW.14.65 - LO: 9-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Acquiring The Project Team KEYWORDS: Bloom's: Knowledge 55.

is a technique for resolving resource conflicts by delaying tasks. a. Resource loading b. Resource leveling c. Resource allocation d. Resource histogram ANSWER: b RATIONALE: Feedback: Resource leveling is a technique for resolving resource conflicts by delaying tasks.

It is a form of network analysis in which resource management concerns drive scheduling decisions (start and finish dates). The main purpose of resource leveling is to create a smoother distribution of resource usage.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.367 LEARNING OBJECTIVES: INFO.SCHW.14.65 - LO: 9-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Acquiring The Project Team KEYWORDS: Bloom's: Knowledge 56. In the Tuckman model, occurs as team members have different opinions as to how the team should operate. a. performing b. norming c. forming d. storming ANSWER: d RATIONALE: Feedback: Storming occurs when team members have different opinions for how the team should operate. People test each other, and there is often conflict within the team.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.370 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge 57. In the Tuckman model, occurs when the emphasis is on reaching the team goals, rather than working on team process. a. performing b. norming c. forming d. storming Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management ANSWER: RATIONALE:

a Feedback: Performing occurs when the emphasis is on reaching the team’s goals rather than working on team process. Relationships are settled, and team members are likely to build loyalty towards each other.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.370 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge 58. In the MBTI, the dimension relates to the manner in which you gather information. a. Extrovert/Introvert b. Thinking/Feeling c. Judgment/Perception d. Sensation/Intuition ANSWER: d RATIONALE: Feedback: In the MBTI, the Sensation/ Intuition dimension relates to the manner in which you gather information. Sensation (or Sensing) type people take in facts, details, and reality and describe themselves as practical. Intuitive type people are imaginative, ingenious, and attentive to hunches or intuition. They describe themselves as innovative and conceptual.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.371 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge 59. Psychologist David Merril describes as reactive and task-oriented. a. “Expressives” b. “Drivers” c. “Analyticals” d. “Amiables” ANSWER: c RATIONALE: Feedback: Analyticals are reactive and task-oriented. They are past-oriented and strong thinkers. Adjectives to describe analyticals include critical, indecisive, stuffy, picky, moralistic, industrious, persistent, serious, expecting, and orderly.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.373 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge 60. According to Blake and Mouton, project managers who use the resolving conflicts.

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method use a give-and take-approach to

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Chapter 9: Project Human Resource Management a. smoothing c. confrontation ANSWER: RATIONALE:

b. forcing d. compromise d Feedback: With the compromise mode, project managers use a give-and-take approach to resolving conflicts. They bargain and search for solutions that bring some degree of satisfaction to all the parties in a dispute.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.376 LEARNING OBJECTIVES: INFO.SCHW.14.67 - LO: 9-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Managing The Project Team KEYWORDS: Bloom's: Knowledge 61. According to Lencioni, which of the following qualities is present in organizations that succeed? a. Commitment b. Autonomy c. Accountability d. Teamwork ANSWER: d RATIONALE: Feedback: According to Patrick Lencioni, “Teamwork remains the one sustainable competitive advantage that has been largely untapped. Teamwork is almost always lacking within organizations that fail, and often present within those that succeed.”

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.378 LEARNING OBJECTIVES: INFO.SCHW.14.67 - LO: 9-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Managing The Project Team KEYWORDS: Bloom's: Knowledge Completion 62. issues that affect how people work and how well they work include motivation, influence and power, and effectiveness.

ANSWER: Psychosocial POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.348 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 63. causes people to do something for a reward or to avoid a penalty.

ANSWER: Extrinsic motivation POINTS: 1 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 64. According to Maslow, only after meeting needs can individuals act upon growth needs.

ANSWER: deficiency POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 65. Herzberg called factors that cause job satisfaction .

ANSWER: motivators POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.350 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 66. should receive frequent performance feedback, and although money is not an important motivator to them, it is an effective form of feedback.

ANSWER: Achievers POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 67. The ANSWER:

is a tool to measure the individual needs of different people using McClelland’s categories.

TAT Thematic Apperception Test Thematic Apperception Test (TAT) (TAT) Thematic Apperception Test POINTS: 1 DIFFICULTY: Difficulty: Moderate Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management REFERENCES: p.352 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 68. Managers who believe in McGregor’s assume that individuals do not inherently dislike work, but consider it as natural as play or rest.

ANSWER: Theory Y POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.353 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 69. is the potential ability to influence behavior to get people to do things they would not otherwise do.

ANSWER: Power POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.354 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 70. power is getting people to do things based on a position of authority.

ANSWER: Legitimate POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.354 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 71. is the concept that the whole is equal to more than the sum of its parts.

ANSWER: Synergy POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.355 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management TOPICS: KEYWORDS:

Keys To Managing And Leading People Bloom's: Knowledge

72. Covey, like Maslow, believes that people have the ability to be situations.

ANSWER: proactive POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.355 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge

and choose their responses to different

73. is listening with the intent to understand.

ANSWER: Empathic listening POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.356 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 74. is a relation of harmony, conformity, accord, or affinity and is important for communication.

ANSWER: Rapport POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.357 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 75. fill in for project managers in their absence and assist them as needed.

ANSWER: Deputy project managers POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.360 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 76. A(n)

or draft contract often provides the basis for defining and finalizing work requirements.

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Chapter 9: Project Human Resource Management ANSWER:

RFP Request for Proposal Request for Proposal (RFP) RFP (Request for Proposal) POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.361 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 77. The allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail.

ANSWER: RAM responsibility assignment matrix responsibility assignment matrix (RAM) RAM (responsibility assignment matrix) POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.362 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 78. A(n) work items.

ANSWER:

is a specific type of organizational chart that shows which organizational units are responsible for which

OBS organizational breakdown structure organizational breakdown structure (OBS) OBS (organizational breakdown structure) POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.362 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 79. means more resources than are available are assigned to perform work at a given time.

ANSWER: Overallocation POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.366 LEARNING OBJECTIVES: INFO.SCHW.14.65 - LO: 9-5 Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Acquiring The Project Team KEYWORDS: Bloom's: Knowledge 80. Resource aims to minimize period-by-period variations in resource loading by shifting tasks within their slack allowances.

ANSWER: leveling POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.368 LEARNING OBJECTIVES: INFO.SCHW.14.65 - LO: 9-5 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Acquiring The Project Team KEYWORDS: Bloom's: Knowledge 81. The main goal of is to help people work together more effectively to improve project performance.

ANSWER: team development POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.369 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Acquiring The Project Team KEYWORDS: Bloom's: Knowledge 82. In the Tuckman model, involves the break-up of the team after it successfully reaches its goals and completes the work.

ANSWER: adjourning POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.370 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge 83. In the DISC profile, the letter “S” represents .

ANSWER: steadiness POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.374 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management 84. According to Blake and Mouton, project managers who use the disagreement.

ANSWER: withdrawal POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.377 LEARNING OBJECTIVES: INFO.SCHW.14.67 - LO: 9-7 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Managing The Project Team KEYWORDS: Bloom's: Knowledge

mode retreat from an actual or potential

Essay 85. Briefly describe the four processes involved in human resource management.

ANSWER: Planning human resource management involves identifying and documenting project roles, responsibilities, and reporting relationships. The main output of this process is a human resource plan.

Acquiring the project team involves assigning the needed personnel to work on the project.

Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

Developing the project team involves building individual and group skills to enhance project performance. Team-building skills are often a challenge for many project managers.

The main outputs of this process are team performance assessments and enterprise environmental factors updates.

Managing the project team involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. Outputs of this process include change requests, project management plan updates, project documents updates, enterprise environmental factors updates, and organizational process assets updates.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.347 LEARNING OBJECTIVES: INFO.SCHW.14.69 - LO: 9-2 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: What Is Project Human Resource Management?

KEYWORDS: Bloom's: Knowledge 86. Describe Maslow’s hierarchy of needs. How does it relate to information technology projects?

ANSWER: Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied, social needs come to the forefront, and so on up the hierarchy. The order of these needs and their relative sizes in the pyramid are significant. Maslow suggests that each level of the hierarchy is a prerequisite for the levels above. For example, it is not possible for a person to consider self-actualization if he or she has not addressed basic needs concerning Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management security and safety. Once a particular need is satisfied, however, it no longer serves as a potent motivator of behavior.

The bottom four needs in Maslow’s hierarchy—physiological, safety, social, and esteem needs—are referred to as deficiency needs, and the highest level, self-actualization, is considered a growth need. Only after meeting deficiency needs can individuals act upon growth needs. Self-actualized people are problem-focused, have an appreciation for life, are concerned about personal growth, and have the ability to have peak experience.

Most people working on an information technology project will probably have their basic physiological and safety needs met. If someone has a sudden medical emergency or is laid off from work, however, physiological and safety needs will move to the forefront. To motivate project team members, the project manager needs to understand each person’s motivation, especially with regard to social, esteem, and self-actualization or growth needs. Team members new to a company and city might be motivated by social needs. To address social needs, some companies organize gatherings and social events for new workers. Other project members may find these events to be an invasion of personal time they would rather spend with their friends and family or working on an advanced degree.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.349-350 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Comprehension 87. What are the five main types of power? Briefly describe each type.

ANSWER: Coercive power involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. This type of power is similar to Thamhain’s and Wilemon’s influence category called penalty. For example, a project manager can threaten to fire workers or subcontractors to try to get them to change their behavior. If the project manager really has the power to fire people, he or she could follow through on the threat.

Recall, however, that influencing using penalties is correlated with unsuccessful projects.

Still, coercive power can be very effective in stopping negative behavior.

Legitimate power is getting people to do things based on a position of authority. This type of power is similar to the authority basis of influence. If top management gives project managers organizational authority, project managers can use legitimate power in several situations. They can make key decisions without involving the project team, for example.

Overemphasis of legitimate power or authority also correlates with project failure.

Expert power involves using personal knowledge and expertise to get people to change their behavior. If people perceive that project managers are experts in certain situations, they will follow their suggestions. For example, if a project manager has expertise in working with a particular information technology supplier and their products, the project team will be more likely to follow the project manager’s suggestions on how to work with that vendor and its products.

Reward power involves using incentives to induce people to do things. Rewards can include money, status, recognition, promotions, special work assignments, or other means of rewarding someone for desired behavior. Many motivation theorists suggest that only certain Cengage Learning Testing, Powered by Cognero

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Chapter 9: Project Human Resource Management types of rewards, such as work challenge, achievement, and recognition, truly induce people to change their behavior or work hard.

Referent power is based on an individual’s personal charisma. People hold someone with referent power in very high regard and will do what they say based on their regard for the person. People such as Martin Luther King, Jr., John F. Kennedy, and Bill Clinton had referent power. Very few people possess the natural charisma that underlies referent power.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.354-355 LEARNING OBJECTIVES: INFO.SCHW.14.63 - LO: 9-3 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Keys To Managing And Leading People KEYWORDS: Bloom's: Knowledge 88. What is a staffing management plan?

ANSWER: A staffing management plan describes when and how people will be added to the project team and taken off it. The level of detail may vary based on the type of project. For example, if an IT project is expected to need 100 people on average over a year, the staffing management plan would describe the types of people needed to work on the project, such as Java programmers, business analysts, and technical writers, and the number of each type of person needed each month. The plan would also describe how these resources would be acquired, trained, rewarded, and reassigned after the project. All of these issues are important to meeting the needs of the project, the employees, and the organization.

POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.363 LEARNING OBJECTIVES: INFO.SCHW.14.64 - LO: 9-4 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Human Resource Plan KEYWORDS: Bloom's: Knowledge 89. What are the five stages of team development according to the Tuckman model? Briefly describe each stage.

ANSWER: (1) Forming involves the introduction of team members, either at the initiation of the team, or as new members are introduced. This stage is necessary, but little work is actually achieved.

(2) Storming occurs as team members have different opinions as to how the team should operate. People test each other, and there is often conflict within the team.

(3) Norming is achieved when team members have developed a common working method, and cooperation and collaboration replace the conflict and mistrust of the previous phase.

(4) Performing occurs when the emphasis is on reaching the team goals, rather than working on team process. Relationships are settled, and team members are likely to build loyalty towards each other. At this stage, the team is able to manage tasks that are more complex and cope with greater change.

(5) Adjourning involves the break-up of the team after they successfully reach their goals and complete the work.

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Chapter 9: Project Human Resource Management POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.370 LEARNING OBJECTIVES: INFO.SCHW.14.66 - LO: 9-6 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Developing The Project Team KEYWORDS: Bloom's: Comprehension

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