Ist 302 Quiz 2

Front 1

As projects progress, but organization must reevaluate the need, funding, and Wolf for each project to determine if the project should be continued, redefine, or terminated false true

Back 1

True

Front 2

A milestone list as an output list associated with the project scope management knowledge areas true false

Back 2

False

Front 3

Project managers should never be involved in strategic planning and project selection as they are almost always biased in favor of their own project true false

Back 3

False

Front 4

The WBS provides a basis for creating the project schedule and performing earned value management for measuring and forecasting project performance true false

Back 4

True

Front 5

The level of activity and length of each process groups varies for every project true false

Back 5

True

Front 6

Daniel discount factor is a multiplier for each year based on the discount rate year true false

Back 6

True

Front 7

Strategic planning involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services true false

Back 7

True

Front 8

Initiating processes take place during each phase of a project true false

Back 8

True

Front 9

The majority of organizations develop their own internal information technology project management methodologies true false

Back 9

False

Front 10

The key deliverables section of the project management plan should describe the quality expectations for the product deliverables true false

Back 10

True

Front 11

Many people consider project integration management the key to overall project success true false

Back 11

True

Front 12

Monitoring and controlling processes overlap all of the other project management process groups true false

Back 12

True

Front 13

In organizations information technology project selection process should guide the strategic plan true false

Back 13

False

Front 14

Key outcomes of the executing process groups are formal acceptance of the work and creation of closing documents true false

Back 14

False

Front 15

Be initiating and closing processes are usually the longest and require the most amount of resources and time true false

Back 15

False

Front 16

Projects involved -- project management process groups
three
and
five
eight

Back 16

5

Front 17

The data section of the project management plan describes how to monitor project progress and handle changes
management objectives
technical processes
risk management
project controls

Back 17

Project controls

Front 18

-- aren't output of human resource planning
cost baseline
risk management plan that slide project organization chart
process improvement plan

Back 18

Project organization charts

Front 19

-- should serve as the foundation for deciding which projects to pursue
strategic planning
employee abilities
successful past projects
project managers

Back 19

Strategic planning

Front 20

The -- step in the planning process is to tie the information technology strategic plan to the organization's overall strategic plan
second
first
fourth
third

Back 20

First

Front 21

A -- is a methodology that converts in organizations value drivers, such as customer service, innovation, operational efficiency, and financial performance, to series of defined metrics
balanced scorecard
weighted scoring model
payback analysis
net present value analysis

Back 21

Balanced scorecard

Front 22

Administrative activities are often involved in --, such as archiving project files, closing out contracts, documenting lessons learned, and receiving formal acceptance of the delivered work as part of the phaser project
monitoring and controlling processes
initiating process is
closing processes
executing processes

Back 22

Closing processes

Front 23

-- argue requirements imposed by management, government, or some external influence
commands
problems
opportunities
directives

Back 23

Directives

Front 24

-- analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time
cash flow
net present value
payback
cost of capital

Back 24

Net present value

Front 25

Projects that address -- are much more likely to be successful because they will be important to the organization
broad organizational needs
a balanced scorecard
anyway it's boring model
net present value

Back 25

Broad organizational needs

Front 26

You can determine a project -- by finding what discount rate results in NPV of zero for the project
return of investment
payback.
Required rate of return
internal rate of return

Back 26

Internal rate of return

Front 27

Examples of -- include developing the project team, directing and managing the project team, performing quality assurance, distributing information, and selecting sellers
planning processes
initiating processes
executing processes
monitoring and controlling processes

Back 27

Executing processes

Front 28

In a weighted scoring model, the sum of all the criteria's weights must total -- percent
50
150
zero
100

Back 28

100

Front 29

-- is a planning process falling under the project integration management knowledge areas
schedule development
create WBS
developed project management plan
quality planning

Back 29

Developed project management plan

Front 30

Usually, the project manager and key team members are selected during the -- process group
executing
monitoring and controlling
planning
initiating

Back 30

Initiating