MG 485 Ch 1

Project management emerged as a formal discipline to be studied and practiced in the 1950s and 1960s, primarily in which types of projects / industries? a. Value customer collaboration more than negotiation. b. Value following a plan over response to change. c. Value individuals more than processes. d. Value working software more than documentation.

B

What two project dimensions are components of project performance? A. Goals and Objectives B. Scope and quality C. Time and cost D. Resources and Risk

B

Which of the answers below is NOT one of the four ways to classify projects? A. Classifying by timing of project scope clarity B. Classifying by funding source C. Classifying by application D. Classifying by size

B

Which of the five project management process groups (Initiating, Planning, Executing, Monitoring & Controlling, and Closing) defines a new project or phase by obtaining authorization? A. Planning B. Initiating C. Executing D. Monitoring and controlling

B

Which of these is NOT one of the five Project Management Process groups defined by the Project Management Institute in A Guide to the Project Management Body of Knowledge® (PMBOK)®? a. Executing b. Managing c. Initiating d. Monitoring & Controlling

B

During the selection and initiating stage of a major office construction project, Sarah was named the project manager. She and her team took the rough high-level information from the project charter and used it as a guideline for preparing detailed project plans. They documented all required deliverables, prepared a detailed schedule and budget, and created other detailed plans that encompassed processes for all of the 10 PMBOK® Knowledge Areas. Before starting the work, they obtained final sign-off on their plan documents. What life cycle was being used by Sarah and the team? A. Iterative B. Agile C. Predictive D. Scrum

C

Of the ten project management knowledge areas, which of them includes the "processes to identify the people, groups, or organizations that could impact or be impacted by the project, analyze their expectations and impact, and develop strategies for engaging them in project decisions and execution?" A. Communications Management B. Integration Management C. Stakeholder Management D. Risk Management

C

Projects Differ from operations, in that: A. Project managers can use checklists to manage their work B. only projects are associated with processes. C. Projects are temporary and no two are identical. D. Projects are associated with the ongoing work needed to ensure that an organization functions effectively.

C

Stakeholders are defined as___? A. Members of the project team who are responsible for creating project deliverables. B. "Senior managers who serve in a formal role given authority and responsibility for successful completion of a project deemed strategic to an organization's success." C. People and groups who can impact the project or might be impacted by the work of or results of the project. D. Project customers who define the characteristics of the product scope and provide the requirements for the project deliverables.

C

The series of phases that a project goes through from its initiation to its closure are referred to as the ____________. a. Project processes b. Project schedule c. Project life cycle d. Project management plan

C

Which of the characteristics below does NOT describe a project? A. Time-Bound B. Progressively elaborated C. Permanent D. Created a unique product or service

C

Which of the managerial roles below would NOT be found in a traditional project management approach? a. Project Manager b. Facilitator c. Functional Manager d. Scrum Master

D

Which of the ten Knowledge Areas in the PMBOK® is defined as the "processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully?" a. Quality Management b. Human Resource Management c. Risk Management d. Scope Management

D

Which of these does NOT describe project work? a. Projects are temporary and unique. b. Project managers need both "soft" and "hard" skills to be effective. c. Projects go through predictable stages called a life cycle. d. Project managers have all of the power and authority for getting the project done.

D

Which of these is NOT an indication that the project has been a success? A. The project was completed on schedule and on budget B. The project created deliverables that included all of the agreed-upon features C. The organization realized business-level benefits D. The project team overcame the lack of user involvement and met most of the success criteria

D

A project is an organized set of work efforts undertaken to produce a unique output subject to limitations of time and resources such as materials, equipment, tools, and people. Since the world is changing more rapidly than in the past, many people spend an increasing amount of their working time on projects. Project management includes work processes that initiate, plan, execute, monitor, control, and close project work. During these processes, trade-offs must be made among the scope, quality, cost, and schedule, so that the project results meet the agreed-upon requirements, are useful to the customers, and promote the organization.

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Department or division heads, those ongoing managers of the organization who determine how the work of the project is to be accomplished and often negotiate with the project manager regarding which workers are assigned to the project, are referred to as ___. A. Functional Managers B. Scrum Masters C. Facilitators D. PMO

A

Project management emerged as a formal discipline to be studied and practiced in the 1950s and 1960s, primarily in which types of projects / industries? A. Aerospace and construction B. Telecommunications C. Information technology D. Healthcare

A

These individuals are department or division heads who determine how the work of the project is to be accomplished, and negotiate with the project manager regarding which workers are assigned to the project. a. Functional Managers b. Facilitators c. Sponsors d. PMO

A

All projects, regardless of size, complexity, or application, need to be planned and managed. While the level of detail and specific methods vary widely, all projects need to follow generally accepted methods. PMI is a large professional organization devoted to promoting and standardizing project management understanding and methods. One of PMI's standards, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), is composed of five process groups: initiating, planning, executing, monitoring and controlling, and closing; along with ten knowledge areas: integration, scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholders.

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To successfully initiate, plan, and execute projects, two more things are needed. One is to understand what project success is and what drives it, along with what project failure is and its major causes. The other is an understanding of the various executive-, managerial-, and associate-level roles in project management. This book is organized to be useful to students who will enter a variety of industries and be assigned to projects of all sizes and levels of complexity. Students will learn how to understand and effectively manage each of these process groups and knowledge areas. Microsoft Project 2016 is used in eight chapters to illustrate how to automate various planning, scheduling, resourcing, budgeting, and controlling activities. All definitions used are from the PMBOK Guide, sixth edition. This book follows a chronological approach throughout a project's life cycle, emphasizing knowledge and skills that lead to project success.

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