Project Management
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
