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