True/False
Indicate whether the
statement is true or false.
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1.
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The causes of failed projects include shortcuts
taken during the project, expectations mismanagement, lack of or unreasonably precise targets, poor
estimating techniques, budget overruns, missed schedules, and lack of management and
leadership.
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2.
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Feature creep is the uncontrolled addition of
technical features to a system under development without regard to schedule and budget.
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3.
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A common and effective project management technique
is to assign more people to the team if a project gets behind schedule.
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4.
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One key to successful project management is to
commit to a fixed budge and schedule as early as possible and then stick to it.
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5.
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Over-optimism is the tendency for systems analysts
and project managers to fail to recognize that project slips in one phase or activity can cause
corresponding slips in many other phases and activities, and contribute to cost
overruns.
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6.
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If the project's importance changes during the
project, or if the management or the business reorganizes, projects should be reassessed for
compatibility with those changes and their importance to the business.
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7.
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Cost overruns are not a reason for project
failure.
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8.
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Each bar on a Gantt chart represents a named
project task.
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9.
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Scope defines the boundaries of a
project.
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10.
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Planning identifies the required tasks to complete
the project based on the project goal.
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11.
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The project schedule should be developed with an
understanding of the required tasks, task duration, and task prerequisites.
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12.
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The project schedule should be developed based on
the desired due date for project completion based on management decree.
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13.
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A project manager must demonstrate people
management skills to coordinate, delegate, motivate, advise, appraise, and reward team
members.
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14.
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Some project management competencies cannot be
taught in a class but must be learned through business experience.
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15.
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Rapid application development (RAD) is a strategy
wherein all project stakeholders participate in a short duration project management workshop, which
results in a consensus agreement on the project scope, schedule, resources, budget and
quality.
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16.
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A statement of work is a narrative description of
the work to be performed as part of a project.
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17.
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Scope defines both the boundaries of what is
included in the system, as well as what is considered outside of the project.
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18.
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Joint project planning (JPP) is a hierarchical
decomposition of the project into phases, activities and tasks.
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19.
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Optimistic duration is the estimation of the
minimum amount of time that it would take to perform a task.
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20.
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Pessimistic duration is the estimation of the
minimum amount of time that it would take to perform a task.
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21.
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Elapsed time measures the actual amount of time
that it takes to complete a task, taking into account that workers cannot possibly perform at 100%
efficiency, and that interruptions increases the amount of time it takes from start to finish to
complete a task.
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22.
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The expected duration of a task is the estimation
of how much time will be required to perform the task by taking into account potential interruptions
or delays that are likely to occur.
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23.
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Milestones have no duration.
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24.
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Forward scheduling establishes a project deadline
forward into the future, and then schedules backwards from that date.
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25.
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The availability of resources, especially people
and facilities, can significantly alter the project schedule.
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26.
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Resource leveling is a strategy used to correct
resource over-allocations by some combination of delaying or splitting tasks.
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27.
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The critical path for a project is that sequence of
dependent tasks that have the largest sum of most likely durations. The critical path determines the
earliest possible completion date of a project.
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28.
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The slack time available for any non-critical task
is the amount of delay that can be tolerated between the starting time and completion time of a task
without causing a delay in the completion date of the entire project.
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29.
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The inefficiency of workers is known as slack
time.
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30.
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It is uncommon for project scope to grow out of
control even when a properly completed statement of work was agreed on early in the planning
process.
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31.
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When a properly completed statement of work is
agreed upon at the start of the planning process, it is unlikely that changes in project scope will
occur.
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32.
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Change is frequently a point of contention between
the customer and the information systems organization, because they disagree on whether a particular
function is a change or a part of the initial agreement.
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33.
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An expectations management matrix shows that if
project scope changes then cost and/or schedule must also change.
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34.
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Once management has committed to a project, it is
not possible for them to change the funding allocated to the project, or to change the deadline of
the project.
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35.
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An expectations management matrix is a tool for
helping management understand the dynamics and impact of changing project parameters such as cost,
schedule, scope and quality.
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Multiple Choice
Identify the
choice that best completes the statement or answers the question.
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36.
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Which of the following is NOT a basic function of a
project manager?
a. | controlling | b. | programming | c. | scheduling | d. | directing | e. | planning |
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37.
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Which of the following establishes a project start
date and then schedules forward from that date?
a. | end scheduling | b. | remote scheduling | c. | forward
scheduling | d. | reverse
scheduling | e. | none of
these |
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38.
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The process of scoping, planning, staffing,
organizing, and controlling the development of an acceptable system at a minimum cost within a
specified time frame is:
a. | Project Management | b. | Process Management | c. | Expectations
Management Matrix | d. | Statement of
Work | e. | None of these |
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39.
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An ongoing activity that documents, manages the use
of, and improves an organization's chosen methodology for systems development is:
a. | Project Management | b. | Process Management | c. | Expectations
Management Matrix | d. | Statement of
Work | e. | None of these |
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40.
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A narrative description of the work to be performed
as part of a project is:
a. | scope statement | b. | statement of work | c. | project
definition | d. | project
overview | e. | all of these |
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41.
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A strategy wherein all project stakeholders
participate in a multiple-day workshop to achieve consensus on project scope, schedule, resources and
budget is:
a. | Total Quality Management | b. | Stakeholder's Meeting | c. | Joint Project Planning | d. | Capability
Maturity Planning | e. | none of
these |
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42.
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Elapsed time takes into account which of the
following factors?
a. | people cannot work at 100%
efficiency | b. | people experience
interrupts such as phone calls, visitors or other activities | c. | people need lunch breaks | d. | people possibly
participate in other non-project related work | e. | all of
these |
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43.
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Which of the following is considered a project
resource?
a. | people | b. | services | c. | facilities | d. | money | e. | all of
these |
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44.
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Which of the following is NOT one of the guidelines
for selecting and recruiting team members?
a. | recruit talented and highly motivated
people | b. | select the best task for each
person | c. | keep the team size as small as is reasonable to
minimized communication overhead and difficulties | d. | promote harmony by selecting team members who will complement and work well
with each other | e. | Make the team as
large as possible to assure that you have the resources to complete the project within the
schedule. |
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45.
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Which of the following is the amount of delay that
can be tolerated by a non-critical task without causing a delay in the completion date of the entire
project? :
a. | optimistic duration | b. | pessimistic duration | c. | critical
path | d. | slack time | e. | none of these |
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46.
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The common techniques for estimating
include:
a. | decomposition | b. | COCOMO | c. | function
points | d. | resource leveling | e. | all of these |
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47.
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Which of the following is NOT one of the 10 hints
for project leadership?
a. | praise in public, criticize in
private | b. | explain and show, rather than
do | c. | don't rely just on status
reports | d. | keep "fudge" time in the schedule by not
communicating "real" deadlines to team members | e. | be consistent |
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Completion
Complete each
statement.
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48.
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________________ is the unexpected growth of user
expectations and business requirements for an information system as the project
progresses.
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49.
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________________ is the uncontrolled addition of
technical features to a system under development without regard to schedule and budget.
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50.
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________________ is an ongoing activity that
documents, manages the use of and improves an organization's chosen methodology for systems
development. It is concerned with the activities, deliverables, and quality standards to be applied
to all projects.
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51.
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A ________________ is a hierarchical decomposition
of the project into phases, activities, and tasks.
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52.
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________________ are events that signify major
accomplishments or events during a project.
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53.
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The ________________ available for any task is
equal to the difference between the earliest and latest completion times.
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54.
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________________ stands for project evaluation and
review technique.
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55.
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________________ establishes a project start date
and then schedules forward from that date.
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56.
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The project management causes of
___________________________ include shortcuts taken during the project, expectations mismanagement,
lack of or unreasonably precise targets, poor estimating techniques, budget overruns, missed
schedules, and lack of management and leadership.
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57.
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_________________ is a strategy for correcting
resource overallocations.
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58.
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A project is considered ______________________ if,
(1) the resulting information system is acceptable to the customer; (2) the system was delivered on
time; (3) the system was within budget; and (4) the system development process had a minimal impact
on ongoing business operations.
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59.
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_____________________ defines the boundaries of a
project.
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60.
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________________________ identifies the required
tasks to complete the project based on the project goal.
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61.
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A _____________________________ must demonstrate
people management skills to coordinate, delegate, motivate, advise, appraise, and reward team
members.
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62.
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PERT charts were developed to make clear the
_____________________ between project tasks before those tasks are scheduled.
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63.
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_______________________________ is the estimated
minimum amount of time needed to complete a task.
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64.
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________________________ measures the actual amount
of time that it takes to complete a task, taking into account that workers cannot possibly perform at
100% efficiency, and that interruptions increases the amount of time it takes from start to finish to
complete a task.
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65.
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The __________________________________ is the
sequence of dependent tasks that determines the largest sum of most likely durations.
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66.
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The ____________________________________ available
for any non-critical task is the amount of delay that can be tolerated between the starting time and
completion time of a task without causing a delay in the completion date of the entire
project.
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67.
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A(n) __________________________________________ is
a tool for helping management understand the dynamics and impact of changing project parameters such
as cost, schedule, scope and quality.
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