Triple Constrain Quiz
After defining project activities, the next step in project time management is sequencing them or determining their dependencies.
true
Preparing cost estimates is a job for accountants.
false
Project scope statements should include, at a minimum, a product scope description and detailed information on all project deliverables.
false
Using the following values calculate the PERT estimate given that the full evaluation of a normal situation tends to be two times favorable to optimistic values. Optimistic = 2 Pessimistic = 7 Average = 4
3.83
Using the following values calculate the PERT estimate: Optimistic = 3 Pessimistic = 7 Average = 5
4
Using the following values calculate the PERT estimate: Optimistic = 2 Pessimistic = 7 Average = 4
4.17
It only takes one activity to complete a milestone
false
Learning curve theory does not apply to the amount of time it takes to complete some tasks
false
Most managers are unfamiliar with any forms of scheduling
false
Net present value and cash flow analysis are critical but not always necessary.
false
Organizations have a history of spending too much money in the early phases of information technology projects
false
Projects are often defined narrowly when they begin.
false
Questions about how long a project's schedule should be are related to the issue of the project's scope.
false
The project's size, complexity, importance, and other factors will not affect how much effort is spent on collecting requirements for scope planning.
false
The scope of a project should be clear and specific from the start
false
When deciding what projects to invest in or continue, you should include sunk costs.
false
The project scope statement, stakeholder requirements documentation, and organizational process assets are the primary inputs for creating a WBS.
true
Although information technology projects have a poor track record in meeting project goals, they have a good track record in meeting budget goals
false
Deliverables are only product-related, such as a piece of hardware or software
false
Direct costs cannot be directly attributed to a certain project
false
Every project is constrained in different ways by its scope and cost goals; these limitations are sometimes referred to in project management as the double constraint.
false
Projects rarely involve uncertainty.
false
You can start editing a technical report in collaboration with someone else who is writing the first draft only after 2 days of starting the draft. What type of dependency does this represent?
SS + 2
You can start editing a technical report in collaboration with someone else who is writing the first draft. What type of dependency does this represent?
Start-Start
You can not start editing a technical report until someone else completes the first draft. What type of dependency does this represent?
Finish-to-start
Because projects involve uncertainty and limited resources, projects rarely finish according to discrete scope, time, and cost goals as originally planned
true
Different cultures may have different perceptions of work ethic.
true
IRR or Internal rate of return calculates at what discount rate will result on a Zero Net Present Value
true
If a project manager gets sick for two weeks or an important supplier goes out of business, management reserve could be set aside to cover the resulting costs.
true
Individual work styles and cultural differences may cause schedule conflicts.
true
Information from the project charter provides a basis for further defining the project scope.
true
Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project.
true
Many information technology projects are failures in terms of meeting scope, time, and cost projections
true
Many projects that are started never finish because of cost management problems
true
One attribute that helps define a project is that a project has a unique purpose.
true
Project integration management is the key to overall project success
true
Project managers must conduct cash flow analysis to determine net present value.
true
Project schedules grow out of the basic documents that initiate a project
true
Project scope management includes the processes involved in defining and controlling what is or is not included in a project
true
Schedule performance can be estimated by subtracting the original time estimate from how long it really took to complete the project.
true
Scope refers to all the work involved in creating the products of the project and the processes used to create them
true