BSIS 444 Test 3 Practice Imports
Which of the following comprise software configuration management?
-Component identification -Version control -Configuration building -Change control -*All of the above comprise software configuration management
10. A Full-Insourcing approach means that all organizational or project activities and deliverables are the responsibility of external sources.
False
10. The Rational-Empirical strategy for change rests on the idea that because most people are rational, they will accept change that will benefit the overall organization.
False
11. The Normative-reeducation strategy focuses on reeducating the work force, one person at a time until the entire organization is aligned.
False
12. The use of threats and rewards in the power-coercive approach to change becomes riskier as individuals become more dependent on the organization.
False
15. Outsourcing results in an automatic reduction in cost and an increase in performance.
False
15. People seldom resist change once they understand that the change will benefit them.
False
16. The contemporary view of conflict is that conflict is always negative and should be avoided whenever possible.
False
18. Organizations contemplating an outsourcing decision should keep things quiet until the last minute in order to shield its employees from undue stress.
False
4. A contract must be a complex document so that one party cannot take advantage of the other.
False
5. Applying Kübler-Ross' model on grieving suggests that individuals have to ultimately like or embrace change in order to reach the acceptance stage.
False
7. An initiating sponsor must stay with the project to the end if it is to succeed.
False
9. Business processes or functions like accounting, human resources management, and marketing are too important to organizations so they could never be outsourced.
False
A cost variance (CV) can be positive or negative, but never zero.
False
A project team can considered a buyer of products and services but not a seller.
False
According to Lewin's Force Field Analysis, driving forces are those forces that act as barriers and drive people away from desired end states.
False
All of the project stakeholders should receive exactly the same information regarding the project's progress in order to eliminate any miscommunication.
False
As a project manager, you would be pleased see a Cost Performance Index CPI less than one (1) for your project
False
Black Belts and Champions are designations of leadership and competence under the Capacity Maturity Model (CMM).
False
Generally, the more metrics one adopts, the greater the project control.
False
Given the advances that have been made in telecommunications and IT technology in general, there is little value or necessity today for Face-to-Face (F2F) meetings.
False
If a stakeholder has been judged to adversarial and having a vested interest in the failure of your project, it would probably be wise to keep him/her out of the communication loop.
False
Most quality initiatives translate readily and require little if any corporate culture changes as evidenced by the Japanese adoption of Deming's quality philosophy.
False
One attribute of a good project metric is that it should be subjective so that a stakeholder can understand the project manager's personal opinion or insight as to how the project is progressing.
False
PMBOK® defines the major quality management processes as: conformance to requirements, fitness for use, and having a high degree of excellence.
False
Project Quality Management (PQM) focuses on the project product and Project Control Management (PCM) focuses on the project process.
False
Project quality control is an expense that should be minimized and incurred primarily in the testing phase of a project.
False
Software process maturity represents the expected results that can be achieved by following a particular software process.
False
Stress is usually only associated with negative change (dread).
False
The PMBOK® definition of project quality management focuses on conformance to specifications.
False
The Pareto Diagram is based on the notion that 20 percent of the problems are based on 80 percent of the causes
False
The key steps in the Six Sigma framework are the D-M-A-I-C cycle which stands for Define, Measure, Adapt, Innovate, and Control.
False
Validation is a process-oriented activity that focuses on the deployment of specific development procedures.
False
understood as prime opportunities for outsourcing.
False
11. Selective outsourcing provides flexibility to choose which project processes or deliverables should be outsourced and which should be kept internal.
True
12. Although some people lose their jobs because of outsourcing, many new, higher- paying jobs are often created.
True
13. The premise of the environmental-adaptive approach is that although people avoid disruption and loss, they can still adapt to change.
True
13. The trend toward outsourcing can reduce an organization's ability to gain competitive advantage in a knowledge economy.
True
14. A large number of organizations have had negative experiences with outsourced projects and are now starting to bring projects back in-house.
True
14. Resistance should be anticipated from the beginning of the project and in fact there may be valid reasons for the resistance.
True
16. Although price is an important consideration, an outsource vendor may be chosen based upon their ability to provide a product or service better or faster.
True
17. A well-written contract should be precise, complete, balanced, and flexible.
True
17. According to the Interactionist View of conflict, conflict is both necessary and beneficial.
True
19. All outsourcing relationships should have an exit strategy.
True
2. The decision whether to purchase or outsource specific project needs is similar to "make or buy" decision that compares the total direct and indirect costs of "making" a particular product or performing a particular service internally to the total direct and indirect costs of "buying" or contracting internally.
True
3. A contract is a document signed by the buyer and seller that serves as a legally- binding agreement that defines the terms, conditions, and remedies of the buyer-seller relationship.
True
5. A Web site developer negotiates a contract to develop a Web site for $2,000. This would be an example of a Fixed-Price/Lump- Sum contract
True
6. A Cost-Plus- Fixed- Fee would be one type of a Cost-Reimbursable contract
True
6. In order to be an effective sponsor of a project, one must possess not only a willingness, but also the power, in terms of authority and making resources available, to support the project.
True
7. A Time and Material (T&M) contract is really a hybrid of cost-reimbursable and fixed-price contracts.
True
8. Outsourcing may be viewed as a more strategic approach, while project procurement management is more tactical.
True
8. Sponsor credibility is diminished if the project's envisioned value to the organization is not realized.
True
9. According to Leavitt's model of organizational change, changes in one organizational component (people, structure, task, or technology) can impact the other three components.
True
A good project metric should be understandable, quantifiable, cost effective, proven, and be effective.
True
A process that is shown to have eight successive values that are more than two standard deviations away from the mean might be correctly categorized as stable and in statistical control.
True
A project metric should be obtained from observable, quantifiable data that allows the team and other stakeholders to gauge the efficiency and effectiveness of the work being done.
True
According to Lewin's Force Field Analysis, the transition state is marked by a loss of equilibrium which lasts until the individual or organization moves to the desired state.
True
Budget At Completion (BAC) is the total planned cost of a project.
True
Control charts are used to highlight statistically significant variation in processes.
True
Defect arrival rates, Defects by phase, and Fix Response time are all process metrics.
True
Documenting lessons learned is an important part of continuous quality improvement.
True
Earned value provides a performance measurement that tells us how much of the budget we really should have spent for the work completed so far.
True
Eli Whitney is one of the central figures of the industrial revolution because of his concept of mass-producing interchangeable parts.
True
Experience shows that it is easier to gain compliance with a new system than acceptance.
True
ISO certification is a multinational effort to certify products, services, or systems that meet specified quality management principles.
True
Internet and Web-Based technologies have a significant role to play in communication and collaboration efforts of project teams.
True
Planned value (PV) is the planned or budgeted cost of work scheduled for an activity or component of the WBS.
True
Taken together, the concepts of quality management, verification and validation, change control and knowledge management support the overall project quality management plan.
True
The Estimate At Completion (EAC) is a project metric that can be used to estimate the most likely total or final cost of the project based on the project's performance and any risks that should be considered.
True
The Expected Time Complete (ETC) provides an estimate for completing the scheduled work that remains.
True
The Schedule Performance Index (SPI) for our project is greater than one (1) and so we would anticipate that all other things being equal, our project will finish ahead of schedule.
True
The project communications plan may be informal depending on the needs of the project stakeholders and the size of the project.
True
The project manager must have a clear picture of how the actual progress or work compares to the baseline plan in order to make well-informed decisions, take appropriate actions, or to make adjustments to the project plan.
True
The purpose of a project review is to not only show evidence that the project work is being completed, but also that the work is being completed according to various standards or agreed upon requirements.
True
The schedule variance (SV) shows the difference between the current progress of the project and its original or planned value.
True
The use of development teams working collaboratively has increased the need for change control and configuration management.
True
Variations that fall more than three standard deviations from the mean are attributed to assignable cause.
True
Verification activities focus on asking the question of whether we followed the right procedures and processes.
True
Which of the following is a product-oriented activity that attempts to determine if the system or project deliverable meets the customer or client's expectations?
Validation
Which of the following focuses on the process-related activities of the project to ensure that the product or deliverable meets its specified requirements before final testing of the system begins?
Verification
38. Sometimes when a cooling off period is a wise choice, a person would use _____.
a) Avoidance
39. _____ focuses on retreating, withdrawing or ignoring the conflict.
a) Avoidance
1. Transforming the organization so it is aligned with the execution of the chosen corporate business strategy is _____.
a) Change Management
The PMBOK® area called project communications management includes which of the following?
a) Communications planning b) Information distribution c) Performance reporting d) Administration closure e*) All of the above are part of project communications management
Within Six Sigma, the _____ step is to identify the customer satisfaction goals and subgoals.
a) Define
A list of 14 points for quality is associated with
a) Deming
12. In Kubler-Ross's Model, _____ is the first stage characterized by shock and denial.
a) Denial
Information distribution includes all of the following EXCEPT:
a) Face-To-Face Meetings b) Telephone, e-mail, and other wireless devices c) Web-based technologies d) Threaded discussion areas e*) All of the above are examples of information distribution
The quality system that grew out of a 1947 meeting with a mission of facilitating the international coordination and unification of industrial standards is part of the history of which quality system.
a) ISO
22. Denial, Anger, and Bargaining are among the stages of
a) Kubler-Ross's Model
The CMM/CMMI level characterized by an immature software organization using ad hoc process is _______ ?
a) Level 1 Initial
________ is determining which quality requirements and/or standards are important for the project and the product and then documenting how compliance will be demonstrated.
a) Plan Quality
If you hired a consulting firm to develop a system which is estimated to take four months to complete with the tasks evenly divided over the four months and you agree to pay for the project with equal monthly installments, those payments would be called:
a) Planned Value (PV)
The budgeted cost of work scheduled for an activity or component of the WBS is the _____.
a) Planned Value (PV)
Defect arrival rate is an example of a:
a) Process Metric
Quality metrics should focus on
a) Process, b)Product, c)Project, d*)All of the above
24. The _____ is based upon the idea that people will follow predictable patterns of behavior and that people will follow their own self interests.
a) Rational-Empirical Approach
29. A change management plan based on the _____________ should provide each individual with the purpose, a picture, and a part to play.
a) Rational-Empirical Approach
Barring a change in project scope and given a Schedule Performance Index (SPI) that is greater than 1, the most reasonable inference to draw is that:
a) The project will likely finish earlier than planned.
Gray box testing is a type of ____________?
a) Unit testing
18. The first step in the Change Management Plan is to _____, and entails defining the players and stakeholders involved in the change, their roles, and how they will interact with each other.
a) assess willingness, readiness, and ability to change
The core values of quality programs proposed by Shewhart, Deming, Juran, Ishikawa, and Crosby include:
a) focus on the customer
Actual Cost (AC) is __________
a) how much we actually spent for work completed
In Project Communications Management, identifying people or organizations that have a positive or negative interest in the project's outcome is _____.
a) identify stakeholders
4. According to Leavitt's Model of Organizational Change, implementing a new information system would be an example of a change in _____.
a) technology
25. _____ is when an organization turns over processes such as Accounting, Human Resources, or Research and Development to an outside organization that specializes in these processes.
a. Business process outsourcing
26. Which of the following would an organization employ if it outsourced a particular business function or department like information technology, accounting, research and development?
a. Business process outsourcing
21. Under this type of contract, a payment or reimbursement is made to seller to cover the sellers direct and indirect costs along with an additional fee added on as a profit to the seller.
a. Cost-Reimbursable contract
22. Cost-plus- fee, cost-plus- fixed-fee, and cost-plus- incentive-fee are all types of a _____.
a. Cost-Reimbursable contract
16. A contract...
a. Is a legally-binding agreement signed by the buyer and seller b. Obligates the seller to provide specific products, services, or results c. Obligates the buyer to provide specific monetary or other consideration d. Defines such things as responsibilities, authority, technical and project management approaches, financing, schedule, and payments. *e. All of the above are part of a contract
23. _____ is the procurement of products or services from an external vendor, supplier, or manufacturer.
a. Outsourcing
33. Outsourcing core business functions is an example of the following common outsourcing mistake.
a. Outsourcing activities that should not be outsourced
32. Which of the following is NOT a common outsourcing mistake?
a. Outsourcing activities that should not be outsourced b. Selecting the wrong vendor c. Writing a poor contract d. Overlooking personnel issues *e. All of the above are common outsourcing mistakes
3. Making decisions as to what will be purchased or acquired as well as determining the logistics of when purchases will be made and how refers to which of the following Project Procurement Management processes?
a. Plan Procurements
4. Documenting the product, services, or results needed as well as identifying potential sellers, vendors, suppliers, contractors, subcontractors, or other service providers refers to which of the following Project Procurement Management processes?
a. Plan Procurements
5. Obtaining bids, quotes, proposals, literature, and other information from potential sellers or service providers refers to which of the following Project Procurement Management processes?
a. Plan Procurements
6. Determining which project needs can be fulfilled internally by the project team and which can be met externally refers to which of the following Project Procurement Management processes?
a. Plan Procurements
In general control limits are set at + or - ________ standard deviations which provides ________ probability limits.
b) 3, .001
40. A useful approach to managing conflict when trying to reach an overall goal when the goal is more important that the personal interests of the parties involved is:
b) Accommodation
13. In Kubler-Ross's Model, _____ is the second stage where the person blames whoever is responsible for the change.
b) Anger
The total planned cost of the project is computed before the project work begins. This metric is called the:
b) Budget At Completion (BAC)
34. The view that positive conflict should be encouraged would be posited by one who adheres to which of the following:
b) Contemporary View of Conflict
35. The _____ suggests that conflict is inevitable and natural and can be positive or negative depending on how it is handled.
b) Contemporary View of Conflict
________ is the person most closely associated with the scientific management approach.
b) Frederic Taylor
Testing whether a set of logically related units work together properly would be done in _________ ?
b) Integration testing
The CMM/CMMI level which is the first to introduce key process areas is _________ ?
b) Level 2 Repeatable
28. Driving forces, Resisting forces, and states of equilibrium are associated with:
b) Lewin's Change Process Model
Within Six Sigma, the _____ step is used to identify the relevant metrics.
b) Measure
25. The _____ is based upon the idea that people are social beings and that human behavior can be changed by changing the social norms of the group and can be very difficult and time-consuming.
b) Normative-Reeducation Approach
30. The approach that takes the basic view that people are social beings and the that behavior can be changed by changing the groups core values, beliefs, and relationships.
b) Normative-Reeducation Approach
________ is monitoring and documenting the results of executing project quality activities to eliminate causes of unsatisfactory performance and implement new processes and techniques to improve project quality throughout the organization.
b) Perform Quality Assurance
________ provides the basis for continuous improvement by auditing and evaluating the results from quality control measurements so that appropriate quality standards and operational definitions are used.
b) Perform Quality Assurance
Customer found defects is an example of a:
b) Product Metric
A _________ is a formal or informal meeting that shows evidence of project work that has been completed and work and provides a forum for surfacing issues, problems, decision-making.
b) Project review
A _________ describes the present state of the project and provides compares the project's actual progress to the baseline plan.
b) Status report
19. The second step in the Change Management Plan is to _____, when determination is made of the process to follow in implementing the change.
b) develop of adopting a strategy for change
Budget At Completion (BAC) is __________
b) how much we budgeted to spend at the beginning of the project
5. According to Leavitt's Model of Organizational Change, new roles and responsibilities would be an example of a change in _____.
b) people
In Project Communications Management, providing relevant and timely information to each stakeholder _____.
b) plan communications
7. Negotiating, selecting, and contracting with a seller for a particular product of service refers to which of the following Project Procurement Management processes?
b. Conduct Procurements
8. Negotiating and awarding a contract to a seller for a specific product or service occurs in:
b. Conduct Procurements
24. Which of the following would an organization employ if all project deliverables and activities were the responsibility of an internal project team?
b. Full-Insourcing
34. Not verifying the prospective vendor's qualifications as well as their experience and financial strength is an example of the following common outsourcing mistake.
b. Selecting the wrong vendor
35. Performing due diligence to evaluate the financial strength of the vendor as a going concern helps protect against _____.
b. Selecting the wrong vendor
19. Under this type of contract, the buyer pays the seller for the time and materials required to complete the work and the unit rates are set.
b. Time and Materials contract
20. A _____ is when a consulting firm bills the client for developing an application based on the amount of time and cost of materials to complete the work.
b. Time and Materials contract
The cost incurred for completing a scheduled task or WBS component is the
c) Actual Cost (AC)
Within Six Sigma, the _____ step reviews the data for trends, patterns, or relationships.
c) Analyze
14. In Kubler-Ross's Model, _____ is the third stage where the person will try to make deals to avoid the change.
c) Bargaining
3. Encountering too many changes that push a person past their _____ may cause them to become stressed out or exhibit dysfunctional behaviors.
c) Change Threshold
EV-AC =
c) Cost Variance (CV)
41. When there is no common ground and you are sure you are right and when time is of the essence, one would probably take the _________ approach for managing conflict.
c) Forcing
42. When using the _____ approach, one party gains at the other party's expense.
c) Forcing
43. When using _____, a person uses his or her dominant authority to resolve the conflict.
c) Forcing
11. People, Structure, Technology, and Task are elements of:
c) Leavitt's Model of Organizational Change
The CMM/CMMI level which documents and standardizes software engineering and management processes throughout the organization is _________ ?
c) Level 3 Defined
26. The _____ attempts to gain compliance through the exercise of power, authority, rewards, or threat of punishment.
c) Power-Coercive Approach
Earned Value (EV) would be an example of a
c) Project Metric
Master Black belt is a role in what quality system?
c) Six Sigma
The D-M-A-I-C cycle is part of:
c) Six Sigma
_____was started by Motorola in the mid-1980's as a basis for measuring the quality of a process rather than the products it produces.
c) Six Sigma
Testing as a whole in an operating environment to verify functionality and fitness for use is _________ ?
c) Systems testing
Barring a change in project scope and given a Cost Performance Index (CPI) that is less than 1, the most reasonable inference to draw is that:
c) The project will likely cost more than planned.
_________ introduced the control chart to better understand process variations.
c) Walter Shewhart
In Project Communications Management, getting the right information to the right stakeholders in the right format is _____.
c) distribute information
20. The third step in the Change Management Plan is to _____, where milestones are identified and monitored using various tools such as the Gantt Chart and PERT Chart.
c) implement the change management plan and track progress
A _____ is useful for identifying and investigating the most important problems by ranking them in descending order.
c) pareto diagram
6. According to Leavitt's Model of Organizational Change, changing the work performed would be an example of a change in _____.
c) task
10. Monitoring contract performance and making changes or taking corrective actions when needed refers to which of the following Project Procurement Management processes?
c. Administer Procurements
11. Managing the relationship and contract between the buyer and seller is part of _____.
c. Administer Procurements
12. Managing scope in terms of its definition and change control refers to which of the following Project Procurement Management processes?
c. Administer Procurements
13. Risk identification, monitoring, and control refers to which of the following Project Procurement Management processes?
c. Administer Procurements
14. Monitoring that all payments are made refers to which of the following Project Procurement Management processes?
c. Administer Procurements
15. Determining whether the contract needs to be amended refers to which of the following Project Procurement Management processes?
c. Administer Procurements
17. A type of contract where the fixed price is negotiated or set as the final price for a specific product or service describes a:
c. Fixed Price/Lump Sum contract
18. A _____ is when a consulting firm develops an application for a client at a negotiated price.
c. Fixed Price/Lump Sum contract
29. Which of the following would an organization employ if an organization employ if all project products and services were from external sources?
c. Full-Outsourcing
36. Not establishing an appropriate balance of power between the client and vendor is an example of the following common outsourcing mistake.
c. Writing a poor contract
Verifying that the system satisfies the end customer's scope and detailed requirement specifications is ?
d) Acceptance testing
Cost Variance (CV) = Earned Value - ___________.
d) Actual Cost (AC)
2. ___________ is the process of adapting to change and determines our ability to handle current and future change.
d) Assimilation
44. _____ is useful when resolving complex issues that must be solved in a short time frame and the risks and rewards are moderately high.
d) Compromise
45. _____ involves one person or group giving something up in exchange for gaining something else.
d) Compromise
17. Change Agents and Targets are elements of:
d) Conner's Role Model
15. In Kubler-Ross's Model, _____ is when the person experiences an overwhelming sense of loss in the status quo.
d) Depression
27. The _____ attempts to abolish old ways and institute the new structure as soon as possible.
d) Environmental-Adaptive Approach
31. The approach that is based on the premise that although people avoid disruption and loss, they can still adapt to change is the:
d) Environmental-Adaptive Approach
A metric that provides an estimate for completing the scheduled work that remains once the project is started is called the
d) Expected Time Complete (ETC)
A _________ predicts the future status or progress of the project.
d) Forecast report
Within Six Sigma, during the _____ step process enhancements are proposed and implemented.
d) Improve
The CMM/CMMI level which is characterized by the addition of Software Quality management and Quantitative Process Management is _________ ?
d) Level 4 Managed
Which of the following is not likely a characteristic of a good project metric?:
d) Subjective
32. The view that conflict is negative and should be avoided is a part of:
d) Traditional View of Conflict
33. The _____ manages conflict by suppressing it before it occurs or eliminating it as soon as possible.
d) Traditional View of Conflict
8. According to Lewin's Change Process model _________ is an altering of the current state's habits, perceptions, and stability.
d) Unfreezing
A _____ provides a picture of how a particular process is behaving over time by providing a chart with a center line and limits on either side of the center line.
d) control chart
21. The fourth step in the Change Management Plan is to _____, where experiences are documented and shared to identify best practices for future projects.
d) evaluate experiences and develop lessons learned
Earned Value tells us __________
d) how much of the budget we really should have spent on the work completed so far
In Project Communications Management, ensuring that clear, consistent, and timely communication satisfies the information needs and that project stakeholder issues are resolved is _____.
d) manage stakeholder expectations
A _____ refers to the activities, methods, materials, and measurements used to produce the product or service.
d) process
7. According to Leavitt's Model of Organizational Change, changing from informal authority to a formal chain of command would be an example of a change in _____.
d) structure
Verification and validation of project deliverables should be carried out _____
d) throughout the project
1. According to the PMBOK® Guide, Project Procurement Management entails processes necessary to acquire:
d. All of the above
9. Completing and settling each contract after any open items or settlements are resolved refers to which of the following Project Procurement Management processes?
d. Close Procurements
27. _____ takes advantage of labor arbitrage by procuring a product or service from a company that operates in another country.
d. Offshoring
28. _____ has caused a lot of controversy because of the perception that jobs within one country are replaced by lower wage jobs in another, leading to higher domestic unemployment.
d. Offshoring
37. Not retaining organization-specific knowledge is an example of the following common outsourcing mistake.
d. Overlooking personnel issues
2. Which of the following is NOT one of the Project Procurement Management processes outlined in the PMBOK® Guide?
d. Plan Exit Strategy
16. In Kubler-Ross's Model, _____ is when the person will come to grips with the change.
e) Acceptance
A _________ shows how the scope, features or functionality, or work is being completed over time.
e) Burndown Chart
9. According to Lewin's Change Process model _________ is a transition from the present state to the desired state.
e) Changing
46. _____ involves confronting and attempting to resolve the problem by incorporating different ideas, viewpoints, and perspectives.
e) Collaboration
47. _____ requires a willingness to engage in good-faith problem-solving that facilitates open and honest communication.
e) Collaboration
Within Six Sigma, the _____ step puts in place methods and tools to maintain performance levels once they have been achieved.
e) Control
23. The Rational-Empirical Approach is found in:
e) Davidson's Change Management Model
If we know the Actual Cost of a WBS component, what other value do we need to know in order to calculate the cost performance index (CPI)?
e) Earned Value (EV)
The metric that provides an estimate of the most likely total or final cost of the project based on the project's performance and any risks that should be considered is the:
e) Estimate at Completion (EAC)
36. The view that conflict is an important and necessary ingredient for performance is the
e) Interactionist View of Conflict
37. The view that embraces conflict because teams can become stagnant and complacent if too harmonious or tranquil is the
e) Interactionist View of Conflict
__________ published the Quality Control Handbook which viewed quality as "fitness for use" as perceived by the customer.
e) Joseph Juran
The CMM/CMMI level which is the first to introduce technology change management _________ ?
e) Level 5 Optimizing
10. According to Lewin's Change Process model _________ is making the desired state the new status quo.
e) Refreezing
A _____ is best developed by brainstorming with a learning cycle approach to identify and correct a particular problem.
e) fishbone diagram
Expected Time to Completion (ETC) is __________
e) how much longer it will take to complete the project
Estimate at Completion (EAC) is __________
e) how much we spent to complete the project
In Project Communications Management, _____focuses on the collection and dissemination of project ionformation to the various project stakeholders.
e) report performance
Schedule Variance (SV) is __________
e) the difference between the current progress and the original schedule
Cost Variance (CV) is __________
e) the difference between the estimated cost and how much we have actually spent
40. The inability to switch vendors or reintegrate the outsourced activity is an example of the following common outsourcing mistake.
e. Failing to plan an exit strategy
38. Not actively managing the vendor could lead to the following common outsourcing mistake.
e. Losing control over the outsourced activity
39. Failure to include costs of searching for the vendor, writing the contract, or managing the vendor relationship are examples of the following common outsourcing mistake.
e. Overlooking the hidden costs of outsourcing
30. Which of the following approaches provides flexibility to choose which project processes and deliverables should be from external sources and which should be internal to the organization?
e. Selective Outsourcing
31. _____ provides greater flexibility by allowing specific processes to be kept internal while allowing other processes to be outsourced.
e. Selective Outsourcing
