Burns Exam 1 Questions (1-7)
c. is open and published for all participants to review
A critical factor to ensure the success of integrating the strategic plan with projects lies in a process that ________. Answers: a. starts with top management's directives b. with projects first and integrates them with the strategic plan c. is open and published for all participants to review d. Both b. and c. are correct. e. All of these alternatives are correct.
a. PMI
A professional organization for project management specialists is the ________. Answers: a. PMI b. IPM c. PMBOK d. MIS e. MBA
a. program
A series of coordinated, related, multiple projects that continue over extended time intended to achieve a goal is known as a ________. Answers: a. program b. crusade c. campaign d. strategy e. venture
d. personality
A simple explanation of organizational culture is that it reflects the ________ of an organization. Answers: a. management style b. reporting relationships c. hierarchy d. personality e. background
a. opportunity
A(n) ________ is a risk event that can have a positive impact on project objectives. Answers: a. opportunity b. milestone c. weakness d. strength e. threat
a. Defining
According to PMBOK, which of the following is not one of the five phases that comprise the project lifecycle? Answers: a. Defining b. Closing c. Monitoring and Controlling d. Planning e. Executing
c. Never
According to Thomas Friedman, how often does project management get offshored? Answers: a. Sometimes b. Always c. Never d. Rarely e. Frequently
a. check the list for completeness
After we have created a list of things to get done in the next week, we should ________. Answers: a. check the list for completeness b. prioritize the list from most to least important c. put the important stuff on our calendar last d. put the important stuff on our calendar first e. scrub the unimportant stuff from the list
d. All of these alternatives are true.
Alignment is necessary because ________. Answers: a. while we are working on our firms' goals we must also be working on our goals b. our goals must align with our personal vision statement c. without alignment, empowerment leads to chaos, anarchy d. All of these alternatives are true. e. All of these alternatives are false.
e. Both a. and b. are correct.
An activity is a(n) ________. Answers: a. task b. step c. event d. All of these alternatives are correct. e. Both a. and b. are correct.
b. determine state probabilities
Before you can apply the regret criterion, you have to do all of the following except ________. Answers: a. determine the payoffs b. determine state probabilities c. determine column maximums d. determine a regret number for each state/alternative pair e. All of these alternatives have to be done.
a. work packages | 1-4 weeks
Boxes on the bottom-most level of the WBS are called ________ and should be ________ in duration. Answers: a. work packages | 1-4 weeks b. products | 1-2 months c. leaves | 1-5 days d. deliverables | 1-2 weeks e. roots | 4-6 weeks
a. projectized organizational structure
Construction firms and consulting firms, where most of the work is project work, the most appropriate organizational structure is ________. Answers: a. projectized organizational structure b. matrix organizational structure c. dedicated project teams d. functional organizational structure e. None of these alternatives is correct.
b. outsourcing significant segments of project work
Corporate downsizing has increased the trend toward ________. Answers: a. reducing the number of projects a company initiates b. outsourcing significant segments of project work c. shorter project lead times d. using dedicated project teams e. longer project lead times
c. week
Covey is a strong proponent of once a ________ planning. Answers: a. day b. month c. week d. quarter e. year
d. first and once a week
Covey suggests that we put the important stuff on our calendars ________. Answers: a. first and twice a week b. everyday c. last and once a week d. first and once a week e. last and twice a week
a. delegation with detachment
Empowerment is ________. Answers: a. delegation with detachment b. possible without alignment c. encouragement d. governed by negotiations e. giving authority to do something
b. delegation with detachment
Empowerment is ________. Answers: a. giving authority to do something b. delegation with detachment c. possible without alignment d. encouragement e. governed by negotiations
d. functional organizational structure
For most organizations, the existing organizational structure is a ________. Answers: a. projectized organizational structure b. matrix organizational structure c. dedicated project teams d. functional organizational structure e. None of these alternatives is correct.
c. decreased somewhat (fewer projects were late or over budget)
From 1994 to 2009 the phenomena of project lateness or of projects being over budget were ________. Answers: a. slightly increased (more projects were late or over budget) b. significantly increased c. decreased somewhat (fewer projects were late or over budget) d. significantly, substantially decreased e. about the same
a. Network chart
From the list below which chart shows the sequence in which activities must be performed? Answers: a. Network chart b. Burndown chart c. Work breakdown structure chart d. Gantt chart e. Timeline chart
d. All of these alternatives are true.
Goal setting is important because ________. Answers: a. it sets a direction for our lives b. it causes us to focus on the future c. it programs our success mechanism d. All of these alternatives are true. e. Only a. and c. are true.
d. All of these alternatives are correct.
Good goal statements should ________. Answers: a. have a target date b. be measurable c. begin with the infinitive to d. All of these alternatives are correct. e. Only a. and b. are correct.
e. parent organization | the project
Good project management structures balance the needs of both the ________ and ________. Answers: a. corporate governance | culture b. organizational structure | culture c. corporate strategy | core competencies d. corporate primary processes | best practices e. parent organization | the project
c. with IT projects, there is more visibility
IT projects differ from construction projects in all of the following ways, except ________. Answers: a. with IT projects, there is more newness b. with IT projects, the technology is changing more rapidly c. with IT projects, there is more visibility d. with IT projects, requirements are less definitive e. with IT projects, there is more risk
b. maintenance project
If your project starts with existing code, rather than from scratch, then your project is considered to be a ________. Answers: a. predictive project b. maintenance project c. integration project d. agile or adaptive project e. development project
d. technical | sociocultural
In Larson and Gray, the two dimensions within project management are ________ and ________. Answers: a. planned | unexpected b. cost | time c. unique | reoccurring d. technical | sociocultural e. established | new
c. two reporting authorities—two chains of command
In a matrix organizational structure, every team member has ________. Answers: a. two or more projects to work on b. two desks c. two reporting authorities—two chains of command d. someone who can substitute for him or her e. confusion as to which project to work on
e. Both b. and c. are correct.
In decision-making under uncertainty ________. Answers: a. the probabilities of each of the future states are known b. the probabilities of each of the future states are unknown c. the decision criterion uses the decision-maker's attitude toward the risk d. the decision criterion uses state probabilities e. Both b. and c. are correct.
a. do planning and scheduling once a week
In terms of managing one's calendar, it is important to ________. Answers: a. do planning and scheduling once a week b. put the unimportant activities on your calendar first c. do planning and scheduling once a month d. All of these alternatives are true. e. Only a. and b. are true.
e. Both b. and c. are correct.
In the optimist criterion, we pick ________. Answers: a. the worst case scenario within each alternative b. the best case scenario within each alternative c. the best of the best case scenarios d. the worst of the best case scenarios e. Both b. and c. are correct.
e. Both a. and c. are correct.
In the pessimist criterion we pick ________. Answers: a. the worst case scenario within each alternative b. the best case scenario within each alternative c. the best of the worst case scenarios d. the worst of the best case scenarios e. Both a. and c. are correct.
b. Quadrant II
In the urgency/importance matrix, which quadrant should we be living in? Answers: a. Quadrant I b. Quadrant II c. Quadrant III d. Quadrant IV e. Quadrant V
c. Phase 1
In what phase of the project lifecycle should a project charter be drawn up? Answers: a. Phase 2 b. Phase 3 c. Phase 1 d. Phase 5 e. Phase 4
b. Planning
In which lifecycle phase are schedules, budgets, risks, resources and staffing defined? Answers: a. Closing b. Planning c. Executing d. Monitoring e. Initiating
d. Executing
In which of the following phases is a major portion of the physical and mental project work performed? Answers: a. Delivering b. Monitoring and Controlling c. Initiating d. Executing e. Planning
a. Planning
In which of the following phases is it determined what the project effort will be, when the project will be scheduled, whom it will benefit, and what the budget will be? Answers: a. Planning b. Executing c. Closing d. Initiating e. Monitoring and controlling
a. Initiating
In which off the following lifecycle phases is a project charter created? Answers: a. Initiating b. Monitoring c. Executing d. Closing e. Planning
a. Step 1
In which step is a RBS (Risk Breakdown Structure) created? Answers: a. Step 1 b. Step 2 c. Step 3 d. Step 4 e. Step 5
b. Step 2
In which step is the likelihood (probability) and impact (severity) of the risk determined? Answers: a. Step 1 b. Step 2 c. Step 3 d. Step 4 e. Step 5
e. centralization
Integration of all project processes and practices to improve Project Management is due to ________. Answers: a. project management system b. the organization's environment and culture c. customer expectations d. environmental analysis e. centralization
d. How much will the project cost and how will it take?
Key questions organizations must ask in conjunction with which organizational structure include all but ________. Answers: a. What percentage of core work involves projects? b. How important is the project? c. Will projects be outsourced? d. How much will the project cost and how will it take? e. What resources are available?
a. Operations changes to widen the types of equipment the software will run on
Most change requests fall within all but one of the following categories? Answers: a. Operations changes to widen the types of equipment the software will run on b. Scope changes coming from stakeholders, customers c. Implementation or contingency plans d. Improvement changes suggested by project team members e. None of these alternatives is correct.
b. how will the project be implemented
Once the decision to pursue a project has been made, then the next question is ________. Answers: a. who (what team members) will do the project b. how will the project be implemented c. what resources will be needed d. how much time and how much cost e. All of these alternatives are correct.
e. after the corporate strategy has been determined
Organizational structure issues get addressed ________. Answers: a. after the project is defined b. after the project leadership is determined c. after project estimates are in place d. after a project team has been assigned e. after the corporate strategy has been determined
e. Both a. and c. are correct.
Organizations have difficulty in creating a system for managing projects because ________. Answers: a. contrary to typical operations, projects are one-time efforts b. projects are not focused on profits c. projects are multidisciplinary while organizations are usually departmentalized by discipline d. Both a. and b. are correct. e. Both a. and c. are correct.
e. All of these alternatives are likely mistakes.
Project managers who do not understand the role that their project plays in accomplishing the organization's strategy tend to make all the following mistakes except ________. Answers: a. focusing on low priority problems b. overemphasizing technology as an end in and of itself c. focusing on the immediate customer d. trying to solve every customer issue e. All of these alternatives are likely mistakes.
d. temporary
Projects are ________ endeavors. Answers: a. repetitive b. perpetual c. enduring d. temporary e. substantial
d. All of the alternatives are correct
Projects create ________. Answers: a. products b. services c. results d. All of the alternatives are correct e. Only a. and b. are correct
d. simulation
Some ways to generate lists of possible risks include all but ________. Answers: a. problem identification b. risk profiling c. brainstorming d. simulation e. RBS
e. old school thinking
Strategy, when considered to be under purview of senior management, is ________. Answers: a. depended on company goals b. beneficial to the Project Manager c. a new school of management thought d. necessary in a company structure e. old school thinking
b. select the same alternative
The expected value and expected regret criteria always ________. Answers: a. tell you what the expected benefits of using either is b. select the same alternative c. tell you what the expected payoff of perfect information is d. produce the same number or value e. tell you what the expected payoff of sample information is
a. Identify the risks
The first step in the risk management process is ________. Answers: a. Identify the risks b. Assess the risks c. Develop responses to the identified risks d. Control the responses to the risks e. All of the alternatives are true.
e. the good things we can do with our time
The greatest enemy of the best things we could do with our time is ________. Answers: a. the not urgent, unimportant things we can do with our time b. None of these alternatives is correct. c. those periods of time in which we relax, play video games and read our Facebook entries d. the urgent things we do with our time e. the good things we can do with our time
e. All of these alternatives are correct.
The importance and significance of project management has increased due to ________. Answers: a. the movement of manufacturing operations out of the U.S. b. time to market c. the movement toward flatter and leaner organizations d. Both a. and b. are correct. e. All of these alternatives are correct.
e. All of these alternatives are correct.
The intended outcome of strategy/projects integration is ________. Answers: a. clear organization focus b. best use of scare organization resources c. improved communication across projects and departments d. Both a. and b. are correct. e. All of these alternatives are correct.
c. at the delivering phase the cost to fix a risk event is low
The risk graph (Larson & Gray, Figure 7.1) informs us of all of the following but ________. Answers: a. the chances of risks occurring decrease over the lifetime of the project b. initially, the chances of a risk occurring within a project are high c. at the delivering phase the cost to fix a risk event is low d. the cost to fix a risk event goes up over the lifetime of a project e. All of the alternatives are true.
a. organizational structure | culture
The two major elements of the enterprise environment in which projects are implemented include ________ and ________. Answers: a. organizational structure | culture b. corporate primary processes | best practices c. corporate governance | core competencies d. corporate strategy | core competencies e. corporate governance | culture
a. completion of projects is slow
The weaknesses of a projectized organization include all but ________. Answers: a. completion of projects is slow b. project costs tend to be expensive c. there is possible internal strife d. there is limited technological expertise e. None of these alternatives are weaknesses.
d. Budget
There are ten knowledge areas within PMBOK; which one is not one of the ten? Answers: a. Time (schedule) b. Quality c. Cost d. Budget e. Scope
a. clarify our values
To determine what's best for us we need to ________. Answers: a. clarify our values b. ask a mentor c. write a vision statement d. establish goals e. None of these alternatives is true.
d. All of these alternatives are true.
To establish vision and mission statements, we need to ________. Answers: a. determine what is needed within our domain of influence b. determine our values c. determine what we really enjoy doing d. All of these alternatives are true. e. Only a. and b. are true.
a. The many good things we can do
What is the greatest enemy of the 'best' thing we could do with our lives? Answers: a. The many good things we can do b. Distractions c. Not having enough resources d. The many bad things we can do e. None of these alternatives is correct.
b. Gantt chart
What is the name of the software tool that delineates a timeline chart showing all of the activities and their start and stop dates? Answers: a. Work breakdown structure chart b. Gantt chart c. Control chart d. Network chart e. Flowchart
c. Lack of user involvement
What is the number one cause of failed projects? Answers: a. Changing requirements b. Lack of cohesion, consensus c. Lack of user involvement d. Poor planning e. Incomplete requirements
d. Doing the right thing
What's more important? Answers: a. Doing the thing right b. Doing everything c. Doing nothing d. Doing the right thing e. Doing the least harm
c. to focus on objectives and not on the events that could produce consequences
When identifying risks, one common mistake made early in the process is ________. Answers: a. for participants to be overly-pessimistic b. for participants to be overly-optimistic c. to focus on objectives and not on the events that could produce consequences d. to give too much attention to past events e. to not consider all possibilities
c. Functional organizational structure
When utilized, dedicated project teams operate in conjunction with which organizational structure? Answers: a. Strong matrix organizational structure b. Balanced matrix organizational structure c. Functional organizational structure d. Weak matrix organizational structure e. Projectized organizational structure
c. Development of third world and closed economies
Which of the following choices is not one of the driving forces behind the increasing demand for project management? Answers: a. Knowledge explosion b. Compression of the product life cycle c. Development of third world and closed economies d. Increased customer focus e. The triple bottom line (planet, people, profit)
e. Doing the right thing
Which of the following has to do with personal leadership? Answers: a. Doing nothing b. Doing the thing right c. Doing everything d. Doing the least harm e. Doing the right thing
d. Both b. and c. are correct.
Which of the following is a main reason why project managers need to understand their organization's mission and strategy? Answers: a. They can better focus on the immediate customer. b. They can make appropriate decisions and adjustments. c. They can be effective project advocates. d. Both b. and c. are correct. e. All of these alternatives are correct.
d. Why is this project so strongly linked to the strategic plan?
Which of the following is not a commonly heard comment of project managers? Answers: a. Why are we doing this project? b. Where are we going to get the resources to do this project? c. Where did this project come from? d. Why is this project so strongly linked to the strategic plan? e. How can all these projects be first priority?
d. Expected value criterion
Which of the following is not a criterion for decision making under uncertainty? Answers: a. In-betweenist criterion b. Pessimist criterion c. Regrettist criterion d. Expected value criterion e. Optimist criterion
b. There is in-depth expertise.
Which of the following is not a disadvantage of a functional organizational structure? Answers: a. There is lack of ownership. b. There is in-depth expertise. c. Progress is slow. d. There is poor integration. e. There is lack of focus.
e. Quality risks
Which of the following is not a generally-recognized type of risk? Answers: a. Cost risks b. Funding risks c. Technical risks d. Schedule risks e. Quality risks
e. All of the alternatives are major issues.
Which of the following is not a major issue that risk management endeavors to address? Answers: a. What can go wrong b. How to minimize the risk event's impact (consequences) c. What can be done before a risk event occurs (anticipation) d. What to do when the risk event occurs (contingency plans) e. All of the alternatives are major issues.
e. What has to be done?
Which of the following is not a negotiated issue when it comes to matrix organizational structures? Answers: a. Who will do the task? b. Why will the task be done? c. Is the task satisfactorily completed? d. Where will the task be done? e. What has to be done?
e. All of these alternatives are phases of the project lifecycle.
Which of the following is not a phase in any project lifecycle? Answers: a. Initiating b. Planning c. Executing d. Closing e. All of these alternatives are phases of the project lifecycle.
b. Creates resources
Which of the following is not a project characteristic? Answers: a. Has an objective or goal b. Creates resources c. Accomplished in teams d. Has a definite stopping time e. Has a definite starting time
a.. Manufacturing an iPhone
Which of the following is not a project? Answers: a.. Manufacturing an iPhone b. Creating a PowerPoint presentation c. Setting up a sales kiosk for a meeting d. Developing a spreadsheet template e. Writing a term paper
b. Competitors
Which of the following is not a stakeholder group? Answers: a. Fellow employees who oppose the project b. Competitors c. Project team d. Customers e. Project sponsor
b. Simulation
Which of the following is not a tool we use to identify risks? Answers: a. Delphi technique b. Simulation c. SWOT Technique d. Brainstorming e. Interviewing
d. Decision Trees/simulation
Which of the following is not a tool we use to perform qualitative risk analysis? Answers: a. Probability/impact matrices b. Top-ten risk item tracking c. Expert judgement d. Decision Trees/simulation e. All of the alternatives are tools used for qualitative risk analysis.
e. Neither c. nor d. are advantages.
Which of the following is not an advantage of a dedicated project team? Answers: a. The existing organizational structure remains intact. b. Progress on the project is fast because team members devote their entire time to the project. c. The cost of the dedicated project team will be expensive. d. There will likely be internal strife between the team members and the rest of the organization. e. Neither c. nor d. are advantages.
e. The level of focus is low.
Which of the following is not an advantage of a functional organizational structure? Answers: a. The level of flexibility is high. b. There is no change to the organizational structure. c. There is an easy post-project transition. d. There is in-depth expertise. e. The level of focus is low.
b. Matrix organizational forms are fast, without stress.
Which of the following is not an advantage of matrix organizational forms? Answers: a. Matrix organizational forms provide for easier post-project transition. b. Matrix organizational forms are fast, without stress. c. Matrix organizational forms are flexible. d. Matrix organizational forms are efficient. e. Matrix organizational forms have a strong project focus.
b. Confidence
Which of the following is not necessary to have trustworthiness? Answers: a. Character b. Confidence c. Competence d. Integrity e. All of these alternatives are not necessary to have trustworthiness.
c. Think win/lose
Which of the following is not one of Covey's seven habits? Answers: a. Put first things first b. Begin with the end in mind c. Think win/lose d. Be proactive e. Synergize
d. Detailed list of tasks that make up the project
Which of the following is not one of the sections of the project charter? Answers: a. Assumptions/risks/obstacles b. Discussion of problem or opportunity c. Success criteria d. Detailed list of tasks that make up the project e. Purpose or goal of a project
d. Detailed list of tasks that make up the project
Which of the following is not one of the sections of the project charter? Answers: a. Purpose or goal of a project b. Assumptions/risks/obstacles c. Discussion of problem or opportunity d. Detailed list of tasks that make up the project e. Success criteria
e. Risk tracking
Which of the following is not one of the steps in the risk management process (either Larson & Gray or PMBOK)? Answers: a. Risk response control b. Risk identification c. Risk response development d. Risk assessment e. Risk tracking
a. Determine your true south direction
Which of the following is not part of the Covey strategy for personal planning? Answers: a. Determine your true south direction b. None of these alternatives is part of the Covey strategy for personal planning. c. Continually clarify what is important to you d. Once a week create a prioritized to do list e. All of these alternatives are parts of the Covey strategy for personal planning.
c. Determine your true south direction
Which of the following is not part of the Covey strategy for personal planning? Answers: a. Once a week create a prioritized to do list b. Continually clarify what is important to you c. Determine your true south direction d. All of these alternatives are parts of the Covey strategy for personal planning. e. None of these alternatives is part of the Covey strategy for personal planning.
a. Quality
Which of the following is not part of the tradeoff triangle? Answers: a. Quality b. Scope c. Time d. Cost e. All of these alternatives are parts of the tradeoff triangle.
c. Team members have other, outside responsibilities.
Which of the following is not true of dedicated project teams? Answers: a. Team members are usually selected by the project manager. b. The team is usually located offsite. c. Team members have other, outside responsibilities. d. A full-time project manager is designated to manage the team. e. The team is physical separated from the parent organization.
c. In selecting a management structure, the culture of the organization is not a huge consideration.
Which of the following is not true of project management structures? Answers: a. They appropriately balance the needs of both the parent organization and the project. b. The project itself should be considered when determining which structure is best. c. In selecting a management structure, the culture of the organization is not a huge consideration. d. They help determine who has most authority in regard to managing the project. e. They provide a framework for launching and implementing projects.
d. Significant amounts of planning will overcome risks.
Which of the following is not true of risk? Answers: a. Risk management attempts to recognize and manage potential and unforeseen trouble spots. b. Risks are uncertain events or conditions, which if they happen, has a positive or negative effect on the project. c. Some potential risk events can be identified before the project starts. d. Significant amounts of planning will overcome risks. e. Risks wave causes and consequences.
e. All of these alternatives are typical responsibilities.
Which of the following is not typically the responsibility of a project manager? Answers: a. Meeting budget requirements b. Meeting schedule requirements c. Meeting performance specifications d. Coordinates the actions of the team members e. All of these alternatives are typical responsibilities.
b. Sharpen the saw
Which of the following is one of Covey's seven habits? Answers: a. Personal mastery b. Sharpen the saw c. Shared vision d. Team learning e. Mental models
b. Works well with others
Which of the following is the number one characteristic that is looked for in management candidates? Answers: a. Overall intelligence b. Works well with others c. Experience d. Good references e. Past successes
a. Reducing the probability and the impact of the risk
Which of the following is the strategy for mitigating risk? Answers: a. Reducing the probability and the impact of the risk b. Reducing the likelihood of detection of the risk c. Reducing the awareness of the risk d. Total elimination of the risk e. Reducing the visibility of the risk
b. Matrix organizational structure
Which of the following organizational structure superimposes a project structure upon an existing organizational structure? Answers: a. Projectized organizational structure b. Matrix organizational structure c. Dedicated project teams d. Functional organizational structure e. None of these alternatives is correct.
b. Risk management is a reactive rather than a proactive approach.
Which of the following statements is not true about risk management? Answers: a. Risk management provides better control over the future. b. Risk management is a reactive rather than a proactive approach. c. Risk management prepares a project manager to take advantage of risks. d. Risk management reduces surprises and negative consequences. e. Risk management improves chances of reaching project performance objectives.
e. Production of automobile tires
Which of the following tasks/activities is not considered a project? Answers: a. Developing a new advertising program b. Preparing the site for the Olympic Games c. Designing a space station d. Developing a new software program e. Production of automobile tires
b. Continually clarify your values and vision
Which of the following was not one of the top three suggestions for how to be a star at work by Kelly? Answers: a. Aggressively self-manage your life and your career b. Continually clarify your values and vision c. Network with peers and bosses d. Take initiative e. All of these alternatives are not suggestions for how to be a star at work by Kelly.
c. Meeting the project schedule
Which of the following would not be considered a threat? Answers: a. Competition b. International disruptions c. Meeting the project schedule d. Inflation e. Economic conditions
e. All of these alternatives are impediments to a quick completion of a high priority project.
Which of the following would not serve the interests of a high priority project in which the firm wants completed as quickly as possible? Answers: a. The project lacks a compelling vision. b. Team members must multitask. c. The project manager is managing several projects concurrently. d. There is confusion as to how the project fits with the overall strategy of the firm. e. All of these alternatives are impediments to a quick completion of a high priority project.
a. Resource allocation
Which of these is not part of the "sociocultural dimension" of project management according to Larson and Gray? Answers: a. Resource allocation b. Negotiation c. Customer expectations d. Leadership e. Politics
c. Problem solving
Which of these is not part of the "technical dimension" of project management? Answers: a. Schedules b. Status reports c. Problem solving d. WBS e. Budgets
c. Step 3
Which risk response step develops a strategy for reducing possible damage and develops a contingency plan? Answers: a. Step 1 b. Step 2 c. Step 3 d. Step 4 e. Step 5
e. planning | controlling
Within PMBOK, almost every knowledge area begins with a ________ process and ends with a ________ process. Answers: a. identifying | controlling b. mediating | delivering c. identifying | closing d. planning | closing e. planning | controlling
d. Contingency funding | time buffers
________ and ________ are frequently used to cover project risks—identified and unknown. The former is used to lesson budget risk, while the latter is used to diminish schedule risk. Answers: a. Testing | time buffers b. Contingency funding | walkthroughs c. Walkthroughs | testing d. Contingency funding | time buffers e. Prototyping | walkthroughs
missing questions in ch 7 hw
missing questions in ch 7 hw