project management true/false
31. You can only enter duration estimates for work packages.
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10. The organization should complete low-priority projects before high-priority ones, if the low-priority ones take less time.
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13. The ROI is always positive.
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1. Directing and managing project execution involves carrying out the project management plan by performing the activities included in it.
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100. Project risk management does not stop with the initial risk analysis.
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12. An annual discount factor is a multiplier for each year based on the discount rate and year.
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16. Many projects fail because of unclear requirements and expectations, so starting with a project charter makes a lot of sense.
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17. Project management plans document project planning assumptions and decisions regarding choices.
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20. All projects can benefit from using some type of project management information system to coordinate and communicate project information.
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35. A unit of work should appear at only one place in the WBS.
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39. Different cultures may have different perceptions of work ethic.
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48. Network diagrams are the preferred technique for showing activity discretionary dependencies.
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66. Only in-house auditors can perform quality audits.
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38. Schedule performance can be estimated by subtracting the original time estimate from how long it really took to complete the project.
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95. The main output of qualitative risk analysis is a decision tree.
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97. The lower the EMV, the better.
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22. Information from the project charter provides a basis for further defining the project scope.
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25. The project scope statement should reference supporting documents, such as product specifications that will affect what products are produced or purchased, or corporate policies, which might affect how products or services are produced.
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8. As projects progress, the organization must reevaluate the need, funding, and will for each project to determine if the project should be continued, redefined, or terminated.
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27. The project scope statement, stakeholder requirements documentation, and organizational process assets are the primary inputs for creating a WBS.
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36. Lack of user input leads to problems with managing scope creep and controlling change.
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80. Before you can improve project risk management, you must understand what risk is.
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85. You can break down the technology risk category into hardware, software, and network technology.
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87. The Delphi technique is a systematic, interactive forecasting procedure based on independent and anonymous input regarding future events.
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88. SWOT analysis can be used during risk identification by having project teams focus on the broad perspectives of potential risks for particular projects.
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9. Many problems and directives must be resolved quickly.
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90. A probability/impact matrix or chart lists the relative probability of a risk occurring on one side of a matrix or axis on a chart and the relative impact of the risk occurring on the other.
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14. The first step in creating a weighted scoring model is to assign a weight to each criterion.
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5. An organization's information technology project selection process should guide the strategic plan.
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50. Every item on the WBS needs to be on the network diagram.
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11. You can use the NPV function in Microsoft Access to calculate the NPV quickly.
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15. A project charter typically does not authorize the project manager to use organizational resources to complete the project.
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18. The introduction or overview of a project must only include a list of definitions and acronyms.
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44. It only takes one activity to complete a milestone.
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29. A project team always organizes the WBS around project products.
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4. Strategic planning involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services.
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43. Project schedules grow out of the basic documents that initiate a project.
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46. After defining project activities, the next step in project time management is sequencing them or determining their dependencies.
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47. Even though the delivery of new hardware may not be in the scope of a project, you should add an external dependency to it if required project activities depend on that delivery.
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3. The number of interfaces can increase exponentially as the number of people involved in a project increases.
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52. Fast tracking can end up lengthening the project schedule.
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54. One of PERT's main disadvantages is that it involves more work than CPM.
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57. Most people simply accept poor quality from many information technology products.
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93. The Microsoft Solution Framework (MSF) includes a risk management model that includes developing and monitoring a top-ten master list of risks.
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98. The Monte Carlo analysis can predict the probability of finishing by a certain date or the probability that the cost will be equal to or less than a certain value.
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55. Many projects, especially in information technology, have very unrealistic schedule expectations.
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82. The cost for risk management should not exceed the potential benefits.
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99. Selecting the most experienced project manager is recommended for reducing schedule risks.
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37. Managers often cite cost issues during the end phase of a project as one of their biggest challenges and the main cause of conflict.
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41. The main outputs of estimating activity resources include the activity list and attributes, project scope statement, milestone list, and organizational process assets.
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42. Most managers are unfamiliar with any forms of scheduling.
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45. Activity information is not a required input to the other time management processes.
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53. By using the PERT weighted average for each activity duration estimate, the total project duration estimate does not account for the risk or uncertainty in the individual activity estimates.
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56. Project management software does not have the capacity to automatically generate network diagrams and calculate the critical path(s) for the project.
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59. When an information system does not function correctly, it is generally a slight inconvenience.
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63. Organizational policies related to quality, the particular project's scope statement and product descriptions, and related standards and regulations are all important input to the quality assurance process.
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65. Most information technology products can reach 100 percent reliability.
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67. Control charts are one tool used in the analyze phase of the DMAIC process.
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68. All of the Six Sigma principles are brand new.
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7. Selecting projects is considered an exact science.
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70. The term sigma means median.
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72. Integration testing replaces the other forms of testing with a single comprehensive test.
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74. In TQC, product quality is less important than production rates, and workers are not allowed to stop production whenever a quality problem occurs.
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58. The majority of people in the United States use the Internet.
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6. Information systems can help an organization support a strategy of being a low-cost producer.
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61. Quality planning implies the ability to anticipate situations and prepare actions that bring about the desired outcome.
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62. Understanding which variables affect outcome is a very important part of quality planning.
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64. It is important to clarify what functions and features the system must perform, and what functions and features are optional.
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69. Using Six Sigma principles is an organization-wide commitment.
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71. Testing needs to be done during almost every phase of the systems development life cycle.
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73. Modern quality management requires customer satisfaction, prefers prevention to inspection, and recognizes management responsibility for quality.
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33. If you want some time-based flow for the work, you can create a WBS using the project management process groups of initiating, planning, executing, monitoring and controlling, and closing as Level 2 in the WBS.
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49. The arrows in a network diagram represent the activity sequencing or relationships between tasks.
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51. It is important that the people who help determine what resources are necessary include people who have experience and expertise in similar projects and with the organization performing the project.
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60. Quality is a lower priority than project scope, time, and cost.
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79. Good project risk management never goes unnoticed.
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81. Negative risk management is like investing in opportunities.
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83. The last step in project risk management is deciding how to address this knowledge area for a particular project by performing risk management planning.
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94. A risk management review accomplishes one objective: it keeps management and the customer aware of the major influences that could prevent or enhance the project's success.
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96. Quantitative risk analysis and qualitative risk analysis must be done together.
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24. The scope of a project should be clear and specific from the start.
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32. It is easy to create a good WBS.
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84. Few organizations develop their own risk questionnaires.
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86. The psychology literature shows that individuals, working alone, produce fewer ideas than the same individuals produce through brainstorming in small, face-to-face groups.
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89. Risk events refer to specific, certain events that may occur to the detriment or enhancement of the project.
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91. Negative and positive risks should always be included in the same probability/impact matrix or chart.
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92. A simple approach to using probability/impact information is to calculate risk factors.
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19. A commonsense approach to improving the coordination between project plan development and execution is to follow this simple rule: Those who will do the work should not plan the work.
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2. Project integration management does not include interface management.
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21. The project's size, complexity, importance, and other factors will not affect how much effort is spent on collecting requirements for scope planning.
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23. Project scope statements should include, at a minimum, a product scope description and detailed information on all project deliverables.
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26. The project scope statement provides the basis for planning and managing project schedules, costs, resources, and changes.
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28. A WBS is often depicted as a task-oriented pie chart.
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30. A work package should always represent less than 80 hours of work.
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34. The executing tasks of the WBS remain constant from project to project.
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40. The outputs to schedule development include activity duration estimates and project document updates.
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75. ISO 9000 provides minimum requirements needed for an organization to meet its quality certification standards.
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76. Many quality experts believe the main cause of quality problems is the lack of leadership.
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77. Expectations can vary based on an organization's culture or geographic region.
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78. Risk management is a frequently overlooked aspect of project management.
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