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project management
final
| statement | true or false |
|---|---|
| Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries | true |
| Every project should have a well-defined objective | true |
| Resources in a project should be used effectively because they are limited | true |
| Opponents of a project do not belong to the category of stakeholders | false |
| The primary role of project stakeholder management is to ensure that the project will satisfy the stated needs for which it was undertaken | true |
| Responsibility assignment matrices and project organizational charts are examples of tools used in procurement managements | false |
| Good project managers assume that their definition of success is the same as the sponsors | false |
| Effective program managers recognize that managing a project is much more complex than managing a program | false |
| Individual projects always address strategic goals whereas portfolio management addresses tactical goals | false |
| It is mandatory for project managers working on large information technology projects to be experts in the field of information technology | false |
| The introduction of new software makes basic tools, such as gantt charts and network diagrams, inexpensive and easy to create | true |
| The enterprise project management software, which aids project and portfolio management, is a low-end tool | false |
| To be a successful manager, the only skills an IT project manager needs to possess is excellent technical skills | false |
| program managers are change agents | true |
| project managers work with the project sponsors to define success for particular projects | true |
| maturity models, statistical methods, and test plans are examples of tools used in quality management | true |
| in order to be realistic, a project manager should always set discreet goals instead of a range of objectives | false |
| questions about how a team will track schedule performance is related to a project's scope | false |
| according to a 2013 CHAOS study, user involvement is the most important factor that contributes to the success of IT projects | false |
| Project managers should lead projects in isolation in order to truly serve the needs of the organization | false |
| Using a systems approach is critical to successful project management | true |
| when you separate business and organizational issues from project management planning, you do a better job of ensuring project success | false |
| most colleges and universities have very strong functional organizations | true |
| Project managers in matrix organizations have staff from various functional areas working on their projects | true |
| the project organizational structure is the most efficient choice for most IT projects | false |
| the same organization can have different subcultures | true |
| an organizational culture with strong unit integration makes the project manager's job more difficult | false |
| project work is most successful in an organizational culture where activities are organized around individuals | false |
| Internal stakeholders include groups affected by the project such as government officials or concerned citizens | false |
| Project managers must take adequate time to identify, understand, and manage relationships with all project stakeholders | true |
| project managers must have cooperation from people in other parts of the organization | true |
| Standards and guidelines to follow when performing project management must be devised by top management | true |
| the adaptive software development (ASD) life cycle model assumes that software development allows an adaptive approach because the requirements cannot be clearly expressed early in the life cycle | true |
| an organization usually commits more money as a project continues, therefore a management review should occur after each phase to evaluate progress, potential success, and continued compatibility with organizational goals | true |
| the team members of a virtual team are all of the same nationality | false |
| leadership style has no impact on the success of virtual teams | false |
| the last phase of the traditional project life cycle is the implementation phase | false |
| it is much more expensive to make major changes to a project during earlier phases | false |
| the best way to sustain a project is to withhold the required money, human resources, and visibility for the project | false |
| An activity is an element of work that has an expected duration, cost, and resource requirements | true |
| In project time management, the next step after sequencing activities is to define these activities | false |
| Project schedules grow out of basic documents such as the project charter | true |
| A schedule management plan include information which describes the format and frequency of schedule reports required for the project | true |
| It is important for the activity list and activity attributes to be in agreement with the work breakdown structure | true |
| milestones are easy to achieve and are always achieved through one main activity | false |
| After defining project activities, the next step in project time management is developing the schedule | false |
| A dependency pertains to the sequencing of project activities or tasks | true |
| network diagrams are the preferred technique for showing activity sequencing | true |
| the arrows in a network diagram represent missed milestones in a project | false |
| in a network diagram, it is mandatory for every item on the WBS to be shown instead of only those activities with dependencies | false |
| A merge occurs when one node precedes multiple nodes | false |
| Start-to-finish relationships are the most frequently used dependencies between activities | false |
| A drawback of the precedence diagramming method is that it cannot be used unless dummy activities are employed | false |
| in project time management, one should control the schedule before estimating the duration for each activity | false |
| In a Gantt chart, thick black bars represent milestones achieved in a project | false |
| A tracking Gantt chart is based on the percentage of work completed for project tasks for the actual start and finish dates | true |
| A disadvantage of using Gantt charts is that they do not provide a standard format for displaying planned project schedule information | false |
| In a critical path analysis, the shortest path is what drives the completion date for the project | false |
| The critical path on a project can change as the project progresses | true |
| In project time management, the primary output of defining activities is a schedule management plan | false |
| To define activities, the project team should start with reviewing the schedule management plan, scope baseline, enterprise enviornmental factors, and organizational processes | true |
| A backward pass through the network diagram determines the early start and early finish dates for each activity | false |
| Knowing the amount of float allows project managers to know whether a project schedule is flexible | true |
| The main disadvantage of crashing is that it lengthens the time needed to finish a project | false |
| One of PERT's main disadvantages is that it does not address the risk associated with duration estimates | True |
| a drawback of the project management software is that it does not have the capacity to calculate the critical paths for a project | false |
| Critical chain scheduling assumes that resources multitask and maximizes multitasking | false |
| the final process in project time management is developing the schedule | false |
| The technique of fast tracking can result in lengthening the project scheudle | true |
| An activity is an element of work that has an expected duration, cost, and resource requirements | true |
| A schedule management plan include information which describes the format and frequency of schedule reports required for the project | true |
| a dependency pertains to the sequencing of project activities or tasks | true |
| Milestones are easy to achieve and are always achieved through one main activity | true |
| After defining project activities, the next step in project time management is developing the schedule | False |
| The arrows in a network diagram represent missed milestones in a project | false |
| A drawback of the precedence diagramming method is that it cannot be used unless dummy activities are employed | false |
| in project time management, one should control the schedule before estimating the duration for each activity | false |
| A Tracking Gantt chart is based on the percentage of work completed for project tasks or the actual start and finish dates | true |
| A disadvantage of using Gantt charts is that they do not provide a standard format for displaying planned project schedule information | false |
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