Information Technology Project Management
Exam Materials
Course Introduction
Information Technology Project Management provides students with the foundational concepts and practical skills necessary to successfully plan, execute, and oversee IT projects. The course covers the entire project lifecycle, including project initiation, scope definition, resource allocation, scheduling, budgeting, risk management, and quality control, with an emphasis on the unique challenges and methodologies specific to technology-driven projects. By utilizing industry-standard tools and frameworks such as Agile, Scrum, and Waterfall, students learn to apply best practices in teamwork, communication, and stakeholder engagement to deliver IT solutions on time and within budget. Real-world case studies and hands-on assignments help reinforce the essential skills required for effective leadership and problem-solving in dynamic project environments.
Recommended Textbook
Contemporary Project Management 3rd Edition by Timothy Kloppenborg
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15 Chapters
682 Verified Questions
682 Flashcards
Source URL: https://quizplus.com/study-set/2831
Page 2
Chapter 1: Introduction to Project Management
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49 Verified Questions
49 Flashcards
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Sample Questions
Q1) A project manager in agile projects who serves and leads in a collaborative,facilitation manner is called a:
A) program manager
B) scrum master
C) sponsor
D) functional manager
Answer: B
Q2) Project managers frequently face competing constraints.Identify these common constraints and describe approaches that project managers can use to make the trade-offs required to succeed.
Answer: Key concepts to be covered in the response include: Project constraints are: scope,schedule,cost,quality,resources,and risks. During management of a project,tradeoffs must be made between these factors. From a client perspective,projects typically have time and cost constraints,so a project manager needs to be concerned with achieving desired scope and quality,subject to the constraints of time and cost. As a project is conducted,many opportunities and challenges may occur.The project manager will need to understand which of these four constraints must take precedence,and which may be sacrificed.Understanding the customer's desires will help the project manager to make a good decision.
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Page 3
Chapter 2: Project Selection and Prioritization
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52 Verified Questions
52 Flashcards
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Sample Questions
Q1) Strategic objectives should focus decisions regarding which projects to select and how to prioritize them.
A)True
B)False
Answer: True
Q2) Based on the information provided in Figure 2-1,which project is least attractive based on the strategic fit?
A) Project A
B) Project B
C) Project C
D) Project D
Answer: D
Q3) Portfolio management helps an organization achieve its strategic goals in all of the following ways EXCEPT:
A) managing ongoing projects
B) providing needed resources
C) selecting the right projects
D) prioritizing work to be done
Answer: A
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Page 4
Chapter 3: Organizational Capability: Structure,Culture and
Roles
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50 Verified Questions
50 Flashcards
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Sample Questions
Q1) Project planning teams use project life cycle models because various types of projects have differing demands.Which of the following sequences of stages is most appropriate for a life cycle model for research and development (R & D)projects?
A) define - measure - analyze - improve - control
B) project envisioning - requirements gathering - incremental implementationproduction release
C) pre-planning - design - procurement - construction - start up
D) idea generation - idea screening - concept development - validation - transition
Answer: D
Q2) Which of the following is an advantage associated with managing projects in a functional organization?
A) Each unit contains a variety of specialists suited to solving complex problems.
B) Unity of command - one clear supervisor for each worker.
C) Rapid communication between the various functions working on the project.
D) Combines task focus with technical capability.
Answer: B
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5
Chapter 4: Chartering Projects
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39 Verified Questions
39 Flashcards
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Sample Questions
Q1) Risks,assumptions and constraints are included in the project charter so that key participants will be aware of what could prevent them from successfully completing the project.
A)True
B)False
Q2) A deliverable is any unique and verifiable product,result or capability to perform a service that is required to be produced to complete a process,phase,or project.
A)True
B)False
Q3) Which section of the project charter publicly acknowledges the commitment of the sponsor,managers and team members to the project?
A) business case
B) signatures and commitment
C) decisions and findings
D) contract section
Q4) What are risks,and why is it important to identify them in the project charter?
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Chapter 5: Stakeholder Analysis and Communication Planning
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46 Verified Questions
46 Flashcards
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Sample Questions
Q1) The plan-do-check-act model used to improve processes is also an effective model that project managers can use to improve project meetings.
A)True
B)False
Q2) Authority and urgency are among the aspects that project managers should consider in prioritizing stakeholders.
A)True
B)False
Q3) Describe how you would use the plan-do-check-act model to plan,conduct and improve project meetings.
Q4) In the project communications matrix,all of the following "who" items are typically included EXCEPT:
A) Who does the project team need to learn from?
B) Who does the project team need to share with?
C) Who take the minutes at the next status meeting?
D) Who on the project team is responsible for a communication?
Q5) Describe the approach you would use to build relationships among the core members of the project team.
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Chapter 6: Defining Scope and Constructing Work
Breakdown Structures WBS
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44 Verified Questions
44 Flashcards
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Sample Questions
Q1) For each component in the Work Breakdown Structure (WBS),the WBS dictionary includes all the following fields that will be progressively elaborated EXCEPT:
A) a brief description of the work
B) names of team member(s)responsible for creating the deliverables
C) a list of associated deliverables
D) type of resources needed
Q2) Which of the following statements concerning work packages is NOT correct?
A) Work packages are the basis for subsequent project planning activities.
B) Work packages are the basis for subsequent project control activities.
C) Work packages are activity elements with detailed descriptions of tasks and dependencies
D) Work packages are the elements at the lowest level of the WBS.
Q3) Almost all projects have deliverables dealing with documentation and customer enablement in addition to the primary deliverable.
A)True
B)False
Q4) Plan scope management is the process of creating a project scope statement. A)True
B)False
Page 8
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Chapter 7: Scheduling Activities
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56 Verified Questions
56 Flashcards
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Sample Questions
Q1) Describe how you would use the members of your project team to develop and execute a project schedule.
Q2) Which of the following remedies may reduce the likelihood of omissions when developing activity duration estimates?
A) lessons learned
B) resource buffers
C) learning curve
D) staggering project start dates
Q3) All of the following problems contribute to difficulty in estimating activity durations accurately EXCEPT:
A) merging - multiple predecessors
B) omissions - leaving out key activities
C) general uncertainty in the estimate
D) poor vendor selection
Q4) Monte Carlo simulation is a process which generates hundreds of thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks.
A)True
B)False
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Chapter 8: Resourcing Projects
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45 Verified Questions
45 Flashcards
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Sample Questions
Q1) Consider the project crashing information presented in Figure 8-4.What is the cost to complete this project in the normal time?
A) $ 40
B) $ 120
C) $ 145
D) $ 405
Q2) While a "RACI" chart may be very useful for assigning activities to core team members and project managers,the sheer number of subject matter experts on many projects renders the RACI chart impractical for large projects.
A)True
B)False
Q3) A common tool project teams use is a responsibility assignment matrix (RAM).Typically,this chart will depict:
A) the date each activity will begin.
B) the duration of each activity.
C) the roles key members of the team will play on each activity.
D) organizational reporting structure
Q4) What methods could a project manager use to resolve resource overloads?
Q5) What should a project manager's considerations be when resourcing projects?
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Chapter 9: Budgeting Projects
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46 Verified Questions
46 Flashcards
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Sample Questions
Q1) "Unknown unknowns" are unexpected events which can occur when the project is underway.All of the following accurately describe an implication associated with unknown unknowns EXCEPT:
A) They are usually discovered during risk identification
B) They need to be covered in the project budget.
C) They usually require the use of management reserve.
D) They usually cause an increase in cost and / or schedule.
Q2) Early in a project when very little detail is known about a project,it is impractical to render even a rough estimate of the final project cost.
A)True
B)False
Q3) Special cause variation arises when something out of the ordinary occurs.
A)True
B)False
Q4) Inflating the value of future revenue and cost streams to account for the time value of money enables better project decisions.
A)True
B)False
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11
Chapter 10: Project Risk Planning
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45 Verified Questions
45 Flashcards
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Sample Questions
Q1) All of the following are among the classic risk response strategies EXCEPT:
A) share a threat
B) transfer a threat
C) enhance an opportunity
D) avoid a threat
Q2) Perform Quantitative Risk Analysis is the process of numerically analyzing the effect of identified risks on overall project objectives.
A)True
B)False
Q3) The process of deciding how to approach,plan and execute risk management activities for a project is known as Project Risk Absorption Methodology (PRAM).
A)True
B)False
Q4) Perform Quantitative Risk Analysis is the process of prioritizing risks for subsequent further analysis or action by assessing and combining their probability and impact.
A)True
B)False
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Chapter 11: Project Quality Planning and Project Kick-Off
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45 Verified Questions
45 Flashcards
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Sample Questions
Q1) DMAIC is typically used as a method of implementing continuous improvement and can thus be practiced repeatedly.
A)True
B)False
Q2) W.Edwards Deming asserted that managers need to understand both serial variation and sequential variation and then work to reduce both.
A)True
B)False
Q3) W.Edwards Deming argued that managers must understand cause and effect relationships to predict future behavior.
A)True
B)False
Q4) Joseph Juran is credited for developing the Quality Trilogy that includes quality planning,quality control,and quality improvement.
A)True
B)False
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Chapter 12: Project Supply Chain Management
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45 Verified Questions
45 Flashcards
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Sample Questions
Q1) Extensive supplier evaluation approaches such as surveys,facility visits and financial analysis should be applied to first-tier suppliers only.
A)True
B)False
Q2) The PMBOK process of documenting project procurement decisions,specifying the approach and identifying potential sellers is known as:
A) Define supply chain.
B) Plan procurement management.
C) Schedule procurements.
D) Negotiate contracts
Q3) Project partnerships offer which of the following advantages to both clients and vendors?
A) shared motivation
B) potential of lower cost for client
C) potential of greater profit for vendor
D) opportunity for vendor to prove oneself
Q4) According to the PMBOK Guide,the project procurement management knowledge area includes four processes.Identify and briefly describe each of these processes.
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Chapter 13: Leading and Managing Project Teams
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46 Verified Questions
46 Flashcards
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Sample Questions
Q1) Describe at least three alternative approaches to decision making on a project team and describe when each is most appropriate.
Q2) All of the following are among the activities a project manager should undertake to develop a highly effective team EXCEPT:
A) assess sponsor capability
B) assess project team capability
C) establish team ground rules
D) assess individual member capability
Q3) Great team synergy can make a team's capability better than the individual members' capabilities.
A)True
B)False
Q4) A project manager leads by placing the demands of the parent organization and the project above the needs of the project team members.
A)True
B)False
Q5) Identify and describe five characteristics of a high-performing project team.
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Chapter 14: Determining Project Progress and Results
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44 Verified Questions
44 Flashcards
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Sample Questions
Q1) The process of reviewing all change requests,approving changes,and managing changes to deliverables,organizational process assets,project documents and project management plan; and communicating their disposition,is known as:
A) perform project monitoring.
B) variance analysis and control.
C) perform integrated change control.
D) configuration management
Q2) When a project manager asks clarifying questions and paraphrases what is being communicated to them,he or she is using ?
A) Passive listening
B) Active listening
C) Information gathering techniques
D) Soft skills
Q3) For risk events partially within project control,resolution strategies include working with clients to reprioritize cost,schedule,scope or quality and carefully escalate problems.
A)True
B)False
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Chapter 15: Finishing the Project
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30 Verified Questions
30 Flashcards
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Sample Questions
Q1) A method for documenting and sharing lessons must be established in order for an organization to capitalize on lessons learned.
A)True
B)False
Q2) Celebrations of success ease the stress of working hard for a prolonged period of time trying to accomplish a project.
A)True
B)False
Q3) Early termination can be either for default or for the convenience of the seller.
A)True
B)False
Q4) The Validate Scope process occurs with interim deliverables throughout the project and with final deliverables near the end.
A)True
B)False
Q5) Identify two actions a project manager can take to avoid terminating a project early.If these actions aren't effective,how should the project manager approach an early termination?
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