Management Information Systems
Exam Materials
Course Introduction
Management Information Systems explores the strategic use of information technology to improve organizational decision-making and performance. The course covers the fundamentals of information systems, including hardware, software, databases, and networks, and examines how these technologies are integrated to support business processes and managerial functions. Students will analyze case studies, learn about system development, project management, data security, and ethical considerations in the digital age, and develop an understanding of how information systems can offer competitive advantages to organizations in various industries.
Recommended Textbook
Project Management Achieving Competitive Advantage 4th Edition by Jeffrey K. Pinto
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14 Chapters
1421 Verified Questions
1421 Flashcards
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Page 2
Chapter 1: Introduction: Why Project Management?
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) The dimension of project success that is realized first (chronologically)is:
A) Future potential.
B) Business success.
C) Impact on the customer.
D) Efficiency.
Answer: D
Q2) Among the maturity models presented in this chapter,the one term that could be used to characterize the lowest level of each is:
A) Ad hoc.
B) Ad nauseam.
C) Integrated.
D) Derivative.
Answer: A
Q3) Which of the following types of activities is more closely associated with projects rather than processes?
A) An activity that is ongoing
B) An activity that is day-to-day
C) An activity that uses existing systems
D) An activity that establishes its own work rules
Answer: D
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Chapter 2: The Organizational Context:
Strategy,Structure,and Culture
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Sketch the Cleland project stakeholder management cycle and discuss the salient elements.
Answer: The Cleland Project Stakeholder Management Cycle (below)stresses that all stakeholder management functions are interlocked and repetitive.As time and the project progress,and as investigation work is done,new stakeholders are discovered and must,in turn,be managed.As the environment changes,the project team must cycle through the model again to verify that existing strategies are effective. 11ecf53c_5712_def8_b4a1_c5ce20ac2fcd_TB5361_11
\[\text { FIGURE 2.4 Project Stakeholder Management Cycle }\]
Q2) Most companies are well suited to allow for successful completion of projects in conjunction with other ongoing corporate activities.
A)True
B)False
Answer: False
Q3) An important step in stakeholder management is the assessment of your own capabilities.
A)True
B)False
Answer: True
Page 4
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Chapter 3: Project Selection and Portfolio Management
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) What is project portfolio management and what are its objectives and initiatives?
Answer: Project portfolio management is the systematic process of selecting,supporting and managing a firm's collection of projects.Projects are managed concurrently under a single umbrella and may be either related or independent of each other.Portfolio management entails decision making,prioritization,review,realignment,and reprioritization of a firm's project.
Q2) The present value of money is lower the further out in the future I expect to spend it.
A)True
B)False
Answer: False
Q3) An options model could be used when financial criteria would change significantly over time.
A)True
B)False
Answer: True
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Chapter 4: Leadership and the Project Manager
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) If all the project management studies discussed in the text are synthesized,it quickly becomes apparent that the key to understanding leadership behavior is to focus on:
A) Where in the organizational hierarchy the project leaders are located.
B) Where in the organizational hierarchy the project team members are located.
C) Who the leaders are.
D) What the leaders do.
Q2) A recent development in many companies is to:
A) Reassign functional managers to functions outside their area of expertise in order to build well-rounded employees.
B) Reassign project managers back to functional duties as soon as a project ends; then assign them to the next project within their functional area.
C) Keep skilled project managers in project work; when one project ends they are immediately assigned to another project.
D) Hire talent from outside the organization, effectively outsourcing project management talent to professional project management organizations.
Q3) What can a project manager do to motivate project team members?
Q4) What are any three types of project champions and how are they different?
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6
Chapter 5: Scope Management
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103 Flashcards
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Sample Questions
Q1) Controls can be established at any point during a project but should follow the maxim "more control is better."
A)True
B)False
Q2) Until a project has gone through work breakdown structure,it is impossible to determine the relationships among the constituent activities.
A)True
B)False
Q3) The lowest level in work breakdown structure contains the:
A) Atoms.
B) Activities.
C) Finite elements.
D) Work packages.
Q4) List any five important points to remember when defining work packages.
Q5) In order to allocate costs more precisely,a company will assign:
A) Bar codes to each activity.
B) Activity codes to each subdeliverable.
C) WBS codes to each activity.
D) Level 4 codes to each package element.
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Chapter 6: Project Team Building,Conflict,and Negotiation
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Productive interdependencies hinge upon:
A) The project manager's role as the hub of the team with all team members as spokes.
B) The degree of knowledge the team members have and the importance they attach to interrelatedness of efforts.
C) The cohesiveness of the project team's supply chain and the degree of assistance they render the project team.
D) The support the key stakeholders offer to the overall project success.
Q2) Which two steps of project team building are out of sequence?
A) You always identify skills before you identify people.
B) You always negotiate with the functional supervisor before you negotiate with top management.
C) You always negotiate with the functional supervisor before you talk to potential team members.
D) You always identify personnel before you talk to potential team members.
Q3) Project team productivity is at its peak during the norming phase of group development.
A)True
B)False
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Chapter 7: Risk Management
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) What are the two types of contingency reserves and how are they handled?
Q2) Project penalty clauses that initiate at mutually agreed-on points in the project's development and implementation are:
A) Liquidated damages.
B) Milestone adjustments.
C) Contingency clauses.
D) Penalty points.
Q3) The greatest project opportunity occurs when:
A) The project is in the concept phase.
B) The project is in the development phase.
C) The project is in the implementation phase.
D) The project is in the termination phase.
Q4) What are the four alternatives a project organization can adopt in deciding how to address their risks? What are the advantages and disadvantages of each? Which is best and why?
Q5) One approach to risk mitigation is simply to accept it.
A)True
B)False
Q6) What is the PRAM methodology and what are its salient features?
Q7) How do mentoring and cross-training mitigate risk?
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Chapter 8: Cost Estimation and Budgeting
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102 Flashcards
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Sample Questions
Q1) "If the weather holds and the utility service has correctly marked the location of the gas,telephone,and electric lines zigzagging across my property,I should be able to install the accent lighting in my back yard in an afternoon's time," the do-it-yourselfer commented to his jealous (and skeptical)neighbor.The only reply he received was his neighbor's,"Good luck with all that,I remember reading somewhere that:
A) Project scope is fixed once the planning period is completed."
B) Normal conditions are rarely encountered."
C) There are no truly external factors in project execution."
D) Activity based costing shouldn't be used in a project of this scale."
Q2) "If anything can go wrong it often will" is an articulation of:
A) Taylor's Theorem.
B) Pinto's Postulate.
C) Murphy's Law.
D) The Pareto Principle.
Q3) The project management research in brief titled "Delusion and Deception Taking Place in Large Infrastructure Projects," describes three reasons that cost overruns occur in large infrastructure project work.Briefly describe these three reasons
Q4) What are function points and how do they work?
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Page 10
Chapter 9: Project Scheduling: Networks,Duration
Estimation,and Critical Path
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Based on the activity network pictured,what is the BEST statement?
A) Activity C is a burst activity.
B) Activity E has one predecessor, Activity B.
C) Activity A and Activity C are merge activities.
D) There are no serial activities in this network.
Q2) Concurrent activities are:
A) Activities that must be done one after the other.
B) Activities that can be performed at the same time.
C) Activities that use labor from the same group of workers.
D) Activities that use resources from the same resource pool.
Q3) Activities C,D,and E in the project represented by the network are to be hammocked.What is the activity length of the hammock activity?
A) 20
B) 16
C) 13
D) 11
Q4) Negative float exists when a project's critical path has been completed more quickly than anticipated.
A)True
B)False
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Chapter 10: Project Scheduling: Lagging, Crashing, and Activity Networks
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) Use the Gantt chart and activity list to determine which resource has the greatest continual use. \[\begin{array} { | l | l | l | l | }
\hline \text { Activity } & \text { Resources } & \text { Activity } & \text { Resources } \\
\hline \mathbb { R } & 3 & \mathrm { M } & 1 \\
\hline \mathrm { H } & 1 & \mathrm {~K} & 5 \\
\hline \mathrm { G } & 4 & \mathrm {~T} & 3 \\
\hline \mathbb { F } & 2 & \mathrm { P } & 1 \\
\hline \mathrm { B } & 2 & \mathrm {~S} & 2 \\
\hline \mathrm { T } & 4 & \mathrm {~W} & 3 \\
\hline \end{array}\]
A) Resource 3
B) Resource 1
C) Resource 2
D) Resource 4
Q2) Sketch a network and use it as an example as you discuss the four different logical relationships between activities.
Q3) What are the strengths and weaknesses of AOA and AON techniques?
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Chapter 11: Advanced Topics in Planning and Scheduling:
Agile and Critical Chain
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) A project is represented by the activity durations (in days,estimated at 90% likelihood of completion)and precedence requirements shown in the table.How many feeder buffers are needed if this project is managed using critical chain methodology?
\[\begin{array} { | l | l | l | l | l | l | }
\hline \text { Activity } & \text { Predecessor } & \text { Length } & \text { Activity } & \text { Predecessor } & \text { Length } \\
\hline \text { A } & - & 18 & \text { E } & \text { C, D } & 13 \\
\hline \text { B } & - & 16 & \text { F } & \text { C } & 9 \\
\hline \text { C } & \text { A } & 22 & \text { G } & \text { E, F } & 15 \\
\hline \text { D } & \text { B } & 14 & & & \\
\hline
\end{array}\]
A) 0
B) 1
C) 2
D) 3
Q2) A product backlog is the final list of what is needed to complete the project. A)True
B)False
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Chapter 12: Resource Management
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Sample Questions
Q1) Use the project described in the table to determine the total resources required for this project during week 1 if a worker is expected to devote half-time (four hours per day)to this project.Assume that the project work is conducted on a 5-day-per-week basis. \[\begin{array} { | l | l | l | }
\hline \text { Activity } & \text { Duration } & \text { Predecessor } \\
\hline \mathrm { A } & 5 \text { days } & - \\
\hline \mathrm { B } & 4 \text { days } & \mathrm { A } \\
\hline \mathrm { C } & 5 \text { days } & \text { A } \\
\hline \mathrm { D } & 6 \text { days } & \mathrm { B } \\
\hline \mathrm { E } & 6 \text { days } & \mathrm { C } , \mathrm { D } \\
\hline \mathrm { F } & 6 \text { days } & \mathrm { E } \\
\hline \end{array}\]
A) 40 hours
B) 20 hours
C) 28 hours
D) 36 hours
Q2) What are the three types of constraints that projects face; provide examples and suggest ways to address these constraints?
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Page 14
Chapter 13: Project Evaluation and Control
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Sample Questions
Q1) It is possible to measure:
A) Only positive deviations from the schedule baseline with a tracking Gantt chart.
B) Only negative deviations from the schedule baseline with a tracking Gantt chart.
C) Both positive and negative deviations from the schedule baseline with the tracking Gantt chart.
D) Both positive and negative deviations from the budget with the tracking Gantt chart.
Q2) The first step in earned value management is to:
A) Create the activity and resource usage schedules.
B) Develop a time-phased budget that shows expenditures across the project's life.
C) Total the actual costs of doing each task to arrive at the actual cost of work performed.
D) Clearly define each activity that will be performed including its resource needs and budget.
Q3) Briefly describe any seven critical success factors for project success contained in the Project Implementation Profile.
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Chapter 14: Project Closeout and Termination
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Sample Questions
Q1) A project that is terminated by extinction is not completed successfully.
A)True
B)False
Q2) In order to facilitate acceptance for the project,the project team should start planning for the project's transfer and use during:
A) The project development phase.
B) The project termination phase.
C) The project close-out phase.
D) The project work phase.
Q3) Which two types of project termination are reserved for successful projects?
A) Addition and integration
B) Integration and starvation
C) Starvation and extinction
D) Extinction and addition
Q4) When contractual claims are defaulted due to the failure of a project to be completed and delivered:
A) The client firm should file an ex-gratia claim.
B) The client firm may have some legal claim to punitive damages.
C) The project firm should file an ex-gratia claim.
D) The project firm may have some legal claim to recovery.
Page 16
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