CH1 T/F
A difference between operations and projects is that operations end when their objectives have been reached, whereas projects do not
False
A project manager's primary role is to provide the funding for a project.
False
Effective program managers recognize that managing a project is much more complex than managing a program.
False
Good project managers assume that their definition of success is the same as the sponsors.
False
In order to be realistic, a project manager should always set discrete goals instead of a range of objectives.
False
Opponents of a project do not belong to the category of stakeholders.
False
Project procurement management primarily involves identifying stakeholder needs while managing their engagement throughout the life of the project.
False
Questions about how a team will track schedule performance is related to a project's scope
False
Responsibility assignment matrices and project organizational charts are examples of tools used in procurement management.
False
The only responsibility of a project manager is to meet the specific scope, time, and cost goals of a project.
False
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.
True
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
True
A project requires resources, often from various areas. Resources, however, are limited and must be used effectively to meet project and other corporate goals.
True
Before the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries.
True
Effective program managers recognize that managing a program is much more complex than managing a single project.
True
Every project should have a well defined objective and have a unique purpose
True
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 product.
True
Project scope deals with 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?", or "How will the scope be verified?"
True
Project selection methods, project management methodologies, stakeholder analyses, work requests, and project charters are some of the tools used in integration management.
True
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.
True
Stakeholders' needs and expectations are important in the beginning and throughout the life of a project. Successful project managers develop good relationships with project stakeholders to understand and meet their needs and expectations.
True
The enterprise project management software, which aids project and portfolio management, is a low-end tool.
False
A project's stakeholders consist of its customers, users, and suppliers
True
A project's stakeholders consist of its customers, users, and suppliers.
True
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.
True
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.
True
Project budgets, net present value, return on investment, payback analysis, and earned value management are tools used in cost management.
True
Today's project management involves much more, and people in every industry and every country manage projects.
True
The primary role of project stakeholder management is to ensure that the project will satisfy the stated needs for which it was undertaken.
False
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.
True
Project management knowledge areas describe the key competencies that project managers must develop. Project human resource management is concerned with making effective use of the people involved with the project.
True
Project management knowledge areas describe the key competencies that project managers must develop. Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.
True
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.
True
Project managers must strive not only to meet specific scope, time, cost, and 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.
True
A project sponsor usually provides the direction and funding for a project
True
A project is developed using progressive elaboration. Projects are often defined broadly when they begin, and as time passes, the specific details of the project become clearer. Therefore, projects should be developed in increments.
True
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.
True
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.
True
Earned value management is a tool primarily used in human resource management.
False
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.
True
Motivation techniques, empathic listening, responsibility assignment matrices, project organizational charts, and team building exercises are tools used in human resource management.
True
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.
True
Projects are different from operations in that they end when their objectives have been reached or the project has been terminated.
True
Projects involve uncertainty and limited resources. Thus they rarely finish 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.
True
Quality metrics, maturity models, statistical methods, and test plans are some of the tools used in quality management
True
