Project Management

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The AC in IRACIS stands for A. Avoid Cost B. Avoid Consumers C. Average Costs D. None of the above

A. Avoid Cost

A tool to help figure out scope is A. Conditions of Satisfaction B. Conditions of Need C. Conditions of Safety D. Conditions of Response

A. Conditions of Satisfaction

A dependency that says Task A must be complete before task B can begin is A. Finish-to-Start B. Start-to-Start C. Start-to-Finish D. Finish-to-Finish

A. Finish-to-Start

_____________ requirements specify what the product or service must do A. Functional B. Non-functional C. Global D. Product/project constraints

A. Functional

Projects: A. Have specified start and completion dates B. Are ongoing processes C. Are continuous D. All of the Above

A. Have specified start and completion dates

JPPS stands for A. Joint Project Planning Sessions B. Joint Planning Project Series C. Joyful Project Planning Symposium D. Joint Project Planning Series

A. Joint Project Planning Sessions

The major resource for a systems development project is : A. People B. Equipment C. Facilities D. Materials

A. People

Sequence of activities is based on: A. Technical requirements B. Management prerogative C. Both D. Neither

A. Technical requirements

When a goal and it's solution are clear A. Use TPM B. Use APM C. Use xPM D. Use Mpx

A. Use TPM

The Risk Matrix allows you to decide A. Whether to have a contingency or mitigation plan; in other words to "ignore", "consider", or "take action." B. What the possible risks are C. The probability of risks occurring D. The severity of risks

A. Whether to have a contingency or mitigation plan; in other words to "ignore", "consider", or "take action."

When a project team member falls behind but reports that he/she is on schedule A. Scope Creep B. Hope Creep C. Effort Creep D. Feature Creep

B. Hope Creep

The IR in IRACIS stands for A. Improve restaurant B. Increase revenue C. Insure risk analysis D. None of the above

B. Increase revenue

What does the IR part of IRACIS stand for? A. Improved Reality B. Increased Revenue C. Inanimate Revenue D. Informed Reality

B. Increased Revenue

Pauses or delays between tasks are known as A. Lead variables B. Lag variables C. Both D. Neither

B. Lag variables

______________ requirements demonstrate properties that the product or service should have in order to do what must be done. A. Functional B. Non-functional C. Global D. Product/project constraints

B. Non-functional

Which process group answers the questions "What will you do?" and "How will you do it?" A. Scoping B. Planning C. Launching D. Monitoring and Controlling

B. Planning

Which one of these is NOT a reason to plan? A. Planning reduces uncertainty B. Planning avoids costs C. Planning increases understanding D. Planing improves efficiency

B. Planning avoids costs

Which of the following is NOT a deliverable of the Project Scoping Meeting? A. Requirement Breakdown Structure (RBS) B. Project Charter C. Determination of best-fit PMLC Model D. The Project Overview Statement (POS)

B. Project Charter

Which is not a process of quality management A. Quality planning B. Quality auditing C. Quality assurance D. Quality control

B. Quality auditing

A dependency that says that task B may begin once task A has begun. A. Finish-to-Start B. Start-to-Start C. Start-to-Finish D. Finish-to-Finish

B. Start-to-Start

Wants are associated with the solution the client envisions; needs are associated with A. The client's background and history B. The actual solution to the problem C. Inventory D. Management's requests

B. The actual solution to the problem

An exception/Stoplight report uses yellow to indicate A. The project is progressing according to plan B. The project has a problem but a plan is in place to fix it C. The project is failing and intervention is required. D. None of the above

B. The project has a problem but a plan is in place to fix it

A project is a sequence of ______________, ________________, and ____________ activities that have one goal or purpose. A. Ordinary, simple, and disconnected B. Unique, complex, and connected C. Common, complex, and connected D. Unique, simple, and connected

B. Unique, complex, and connected

When the goal is clear but the solution is not clear A. User TPM B. Use APM C. Use xPM D. Use Mpx

B. Use APM

The Scoping Processing Group includes all processes relating to two questions: "What is the business situation being addressed?" and ____________________________ A. How will the company improve revenue? B. What does the business need to do? C. How much does the business need to spend? D. How will the deliverables be handed over?

B. What does the business need to do?

The project can enter the closing phase when A. The project manager decides that acceptance criteria has been met B. When the client is satisfied that acceptance criteria has been met C. Both of the above D. Neither of the above

B. When the client is satisfied that acceptance criteria has been met

The Scoping Group answers the questions "___________________________" and "How will you know you have done it? A. "What are the risks?" B. "What is the probability?" C. "What will you do?" D. "Who will do each task?"

C. "What will you do?"

The most optimistic estimation of a task is 2 days. The most pessimistic is 6 days. The most likely estimate is 4 days. Use the 3 point method to calculate the duration. A. 2 B. 3 C. 4 D. 6

C. 4

In project management, what is a dependency? A. Something you rely on B. Something that sends you to rehab C. A relationship that exists between pairs of tasks D. An AON network

C. A relationship that exists between pairs of tasks

Quality refers to A. Product quality B. Process Quality C. Both D. Neither

C. Both

The Candidate Risk Driver worksheet allows you to prioritize risks based on: A. Probability B. Impact C. Both D. Neither

C. Both

The purpose of the Project Scoping Meeting is to document requirements and A. Revise the Work Breakdown Structure B. Create the Project Charter C. Create the Project Overview Statement D. To waste everyone's time

C. Create the Project Overview Statement

When a project team member works on a task but is not making progress proportionate to the work expended A. Scope Creep B. Hope Creep C. Effort Creep D. Feature Creep

C. Effort Creep

The IS in IRACIS stands for A. Impress Supervisor B. Increase Supervision C. Improve Service D. None of the above

C. Improve Service

A project is a sequence of finite dependent activities whose successful completion results in the delivery of _______________________ that validated doing the project. A. The expected budget B. The expected scope C. The expected business value D. The expected quality

C. The expected business value

The "Iron Triangle" refers to the relationship between: A. Time, Quality, Risk B. Quality, Resources, Risk C. Time, Cost, Scope D. Scope, Quality, and Risk

C. Time, Cost, Scope

Project management is a set of __________, _________ and __________ designed to answer six questions. A. Quality, risk, scope B. Definitions, guidelines, rules C. Tools, templates, processes D. None of the above

C. Tools, templates, processes

Projects must be completed: A. By a specific time B. Within budget C. According to Specification D. All of the Above

D. All of the Above

Scope is: A. A statement that defines the boundaries of the project B. A statement that tells what will be done C. A statement that tells what will not be done D. All of the Above

D. All of the Above

The Project Overview Statement is a one page description that A. A general statement of the project B. A reference for the planning team C. To get management approval to plan the project D. All of the Above

D. All of the Above

To create a Requirements Breakdown Structure you can use which of these methods? A. Brainstorming B. Facilitated Group Sessions C. Interviews D. All of the Above

D. All of the Above

Which of these are resources A. People B. Facilities/Equipment C. Materials D. All of the Above

D. All of the Above

Why don't project manager's do post project audits? A. Managers don't want to know B. Managers don't want to pay the cost C. There's too much other scheduled work to do D. All of the Above

D. All of the Above

Why should you measure schedule and cost variances? A. Catch deviations from the curve early B. Dampen oscillation C. Allow early corrective action D. All of the Above

D. All of the Above

A Project Definition Statement A. Expands the POS B. Defines project objectives C. Outlines assumptions, risks, and obstacles D. All of the above

D. All of the above

In the Planning Process Group you will: A. Sequence the work B. Build the initial project schedule C. Write a risk management plan D. All of the above

D. All of the above

What common office supply is useful in creating the project schedule? A. White board B. Marking Pens C. Sticky Notes D. All of the above

D. All of the above

Which of these is a valid approach to creating a WBS A. A hierarchical diagram that looks similar to an organizational chart B. An indented outline C. A waterfall diagram D. All of the above

D. All of the above

Which of these statements is true about the Scope Triangle? A. The Scope Triangle is a system in balance. B. The lengths of the three sides exactly bound scope and quality. C. Change in the variables will cause the system to be out of balance D. All of the above

D. All of the above

Why do I need client acceptance procedures? A. Acceptance criteria must be clearly defined B. Criteria defined during project planning C. Avoid 11th hour disputes D. All of the above

D. All of the above

When team members arbitrarily add features and functions to the deliverable that they think the client would want to have A. Scope Creep B. Hope Creep C. Effort Creep D. Feature Creep

D. Feature Creep

The 5 Process groups are Scoping, ________________, Launching, Monitoring and Controlling, and Closing A. Parsing B. Plaguing C. Executing D. Planning

D. Planning

What does PMLC stand for? A. Project My Lower Chin B. Project Management Love Child C. Management Logical Chain D. Project Management Life Cycle

D. Project Management Life Cycle

Which tool is NOT used to Scope a project? A. Conditions of Satisfaction B. Project Overview Statement C. Brainstorming D. Work Breakdown Structure

D. Work Breakdown Structure

A Work Package is a long and detailed description at the subtask level that describes how a task will be completed. It is a primitive project plan. True False

False

A good project manager can expect to prevent scope creep. True False

False

A negative variance is a deviation from the schedule that puts you ahead of schedule or under budget. True False

False

A project portfolio is a collection of projects that share no common link to one another. True False

False

According to the author, generating acceptable business value is not a measure of project success. True False

False

Agile Project Management is a linear approach. True False

False

All stakeholders and project team members should attend a problem management meeting. True False

False

All variables of the Scope Triangle should be given the same priority. True False

False

Client team members do not necessarily have to understand their business unit processes. True False

False

Connectedness implies that there is no logical or technical relationship between pairs of activities. True False

False

Effective progress reporting unfortunately might be burdensome and counterproductive True False

False

Effective project management is a one-size fits all approach. True False

False

Free slack is the range of dates in which a task can finish without delaying the project completion date. True False

False

Global requirements describe the lowest level of requirements within the system or project True False

False

In TPM, your project will be successful if you manage to complete everything the client says they want. True False

False

In defining the project objectives you should never include a time frame. True False

False

It is not important to start and end meetings on time. True False

False

On the forward pass of an AON network you must subtract the duration. True False

False

Once you figure out Conditions of Satisfaction you will always need to conduct a scoping meeting. True False

False

Order or sequence of activities is unimportant when working with projects. True False

False

Project Managers don't manage people; they manage the work of the project only. True False

False

Project Scope Management is the identification and documentation of the client's wish list. True False

False

Project managers do not need to understand business context. True False

False

Project teams do not need to establish operating rules. True False

False

Risk identification is not an important aspect of managing projects. True False

False

Senior management have no role in project approval. True False

False

Specifications are always self-imposed and customers should have no input. True False

False

TPM is the riskiest project management approach. True False

False

Tasks on the Critical Path have lots of slack. True False

False

The Closing Process group is where you answer the question "Who is to blame?" True False

False

The Launching Process Group is called the Executive Process Group in the PMBOK Guide. True False

False

The Process Groups are the same thing as a PMLC. True False

False

The Scoping Process group does not include establishing metrics for the business success criteria True False

False

The activities that make up the project are simple, repetitive acts, such as mowing the lawn or washing the car. True False

False

The author suggests that the JPPS can take place in a single meeting True False

False

There is only one correct approach to managing a project. True False

False

There is only one way to estimate duration of a task True False

False

What the clients says they want is always what they need. True False

False

You can plan to use slack to bail out a project schedule. True False

False

You should not start the project notebook until the project closes. True False

False

You should use software to plan all projects. True False

False

TPM stands for A. Total Project Management B. Top Project Management C. Traditional Project Management D. Triadic Project Management

Traditional Project Management

50-50 means that you assume 50% of the task is done on the start date and the other 50% is done on the finish date. True False

True

A Gantt Chart is a kind of timeline of your project. True False

True

A RASCI matrix allows team members to know what their responsibility is for each task. True False

True

A Requirements Breakdown Structure (RBS) is a hierarchical list of what must be developed to meet requirements. True False

True

A consensus decision that equally satisfies all parties may be a bad decision after all. True False

True

A positive variance is a deviation from the schedule that puts you ahead of schedule or under budget. True False

True

A project comprises a number of activities that must be completed in some specified order or sequence. True False

True

A project team is a group of professionals committed to achieving common objectives, who work well together, and who relate directly and openly with one another to get things done. True False

True

A requirement is something the product/project should do/produce or a quality that it must have. True False

True

A very large or complex project may be divided into several subprojects, each of which becomes a project in its own right. True False

True

AON stands for Activity on Node. True False

True

According to the textbook author the Risk Analysis is the most frequently used attachment to the Project Overview Statement. True False

True

All the project management life cycles in Chapter 2 are constructed from the five Process Groups. True False

True

Although management can adjust resources, the project manager must consider the budget a fixed resource. True False

True

An SPI of less than 1 means that the project is over budget or behind schedule. True False

True

Avoid Cost is a legitimate success criterion for delivering business value. True False

True

Before a team meeting the PM should determine the purpose of the meeting. True False

True

Being an effective project manager is a creative pursuit. True False

True

Celebrating success is part of closing the project. True False

True

Change requests should include project impact statements. True False

True

Client representatives should attend planning meetings. True False

True

Client team members must be able to make decisions and commitments for their business unit. True False

True

Clients expect more than project managers can deliver. True False

True

Daily status meetings should take no more than 15 minutes. True False

True

Effective progress reporting may serve as an early warning system. True False

True

Everyone should stand during a Daily Progress Meeting. True False

True

Everyone should stand during a daily status meeting. True False

True

If any activity on the critical path is evenly slightly delayed, the project will be delayed. True False

True

If approved the Project Overview Statement gets you permission to plan the project. True False

True

In a daily status meeting you should only report on tasks that are in progress. True False

True

It is common for there to be confusion and anxiety in initial project meetings. True False

True

Longer, more complex projects are the most risky. True False

True

On the forward pass you add duration; on the backward pass you subtract it. True False

True

Once a project has begun, the prime resource available to the project manager is time. True False

True

Planning very small projects could take as little as less than half a day. True False

True

Project Cost Management includes both planning and control components. True False

True

Project Integration Management is the "glue" that links all of the deliverables from the Process Groups into a unified whole. True False

True

Project Management is an organized common-sense approach. True False

True

Project arise out of unmet needs. True False

True

Project management practices must align with the business of the enterprise. True False

True

Projects must have a single goal. True False

True

Requirements define things that a product or service is supposed to do to satisfy the needs of the sponsor or client and deliver expected business value. True False

True

Scope creep has come to mean any change in the project that was not in the original plan. True False

True

Shortening the schedule is called compressing or crashing. True False

True

TPM is linear and incremental. True False

True

The AC is the actual cost of the work performed. True False

True

The EV is the budgeted cost of the work performed. True False

True

The Monitoring and Controlling Process Group includes all processes related to the ongoing work of the project. True False

True

The PMBOK Guide is the de facto standard for the practice of project management worldwide. True False

True

The PMBOK guide identifies seven stakeholder types. True False

True

The PV is the budgeted cost of the work scheduled. True False

True

The Scoping Process Group is called Initiating in the PMBOK. True False

True

The Scoping Process group must happen before the Planning Process group in traditional project management. True False

True

The Work Breakdown Structure (WBS) is a hierarchical description of all of the work that must be done to meet the needs of the client. True False

True

The output of one activity becomes the input to another activity. True False

True

The successful completion of the Scoping Process group is to gain the approval of senior management to move to the next phase of the project. True False

True

To keep a project on schedule, meet but don't exceed the requirements. True False

True

Traditional Project Management (TPM) is indicated when there is a clear goal and a clear solution. True False

True

Traditional Project Management is the simplest of all possible project situations, but also the least likely to occur. True False

True

Vendors may be evaluated through forced ranking. True False

True

When closing a project, get the client to sign off on the final report. True False

True

You should attach a risk analysis to Project Overview Statement. True False

True

You should rotate the meeting facilitator for Daily Progress Meetings. True False

True

You should use quantitative metrics for your IRACIS goals. True False

True


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