Triple Constrain Quiz

After defining project activities, the next step in project time management is sequencing them or determining their dependencies.

true

Preparing cost estimates is a job for accountants.

false

Project scope statements should include, at a minimum, a product scope description and detailed information on all project deliverables.

false

Using the following values calculate the PERT estimate given that the full evaluation of a normal situation tends to be two times favorable to optimistic values. Optimistic = 2 Pessimistic = 7 Average = 4

3.83

Using the following values calculate the PERT estimate: Optimistic = 3 Pessimistic = 7 Average = 5

4

Using the following values calculate the PERT estimate: Optimistic = 2 Pessimistic = 7 Average = 4

4.17

It only takes one activity to complete a milestone

false

Learning curve theory does not apply to the amount of time it takes to complete some tasks

false

Most managers are unfamiliar with any forms of scheduling

false

Net present value and cash flow analysis are critical but not always necessary.

false

Organizations have a history of spending too much money in the early phases of information technology projects

false

Projects are often defined narrowly when they begin.

false

Questions about how long a project's schedule should be are related to the issue of the project's scope.

false

The project's size, complexity, importance, and other factors will not affect how much effort is spent on collecting requirements for scope planning.

false

The scope of a project should be clear and specific from the start

false

When deciding what projects to invest in or continue, you should include sunk costs.

false

The project scope statement, stakeholder requirements documentation, and organizational process assets are the primary inputs for creating a WBS.

true

Although information technology projects have a poor track record in meeting project goals, they have a good track record in meeting budget goals

false

Deliverables are only product-related, such as a piece of hardware or software

false

Direct costs cannot be directly attributed to a certain project

false

Every project is constrained in different ways by its scope and cost goals; these limitations are sometimes referred to in project management as the double constraint.

false

Projects rarely involve uncertainty.

false

You can start editing a technical report in collaboration with someone else who is writing the first draft only after 2 days of starting the draft. What type of dependency does this represent?

SS + 2

You can start editing a technical report in collaboration with someone else who is writing the first draft. What type of dependency does this represent?

Start-Start

You can not start editing a technical report until someone else completes the first draft. What type of dependency does this represent?

Finish-to-start

Because projects involve uncertainty and limited resources, projects rarely finish according to discrete scope, time, and cost goals as originally planned

true

Different cultures may have different perceptions of work ethic.

true

IRR or Internal rate of return calculates at what discount rate will result on a Zero Net Present Value

true

If a project manager gets sick for two weeks or an important supplier goes out of business, management reserve could be set aside to cover the resulting costs.

true

Individual work styles and cultural differences may cause schedule conflicts.

true

Information from the project charter provides a basis for further defining the project scope.

true

Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project.

true

Many information technology projects are failures in terms of meeting scope, time, and cost projections

true

Many projects that are started never finish because of cost management problems

true

One attribute that helps define a project is that a project has a unique purpose.

true

Project integration management is the key to overall project success

true

Project managers must conduct cash flow analysis to determine net present value.

true

Project schedules grow out of the basic documents that initiate a project

true

Project scope management includes the processes involved in defining and controlling what is or is not included in a project

true

Schedule performance can be estimated by subtracting the original time estimate from how long it really took to complete the project.

true

Scope refers to all the work involved in creating the products of the project and the processes used to create them

true