Project Management Test 1

Front 1

A project can best be defined as:

Back 1

A temporary undertaking of inter-related activities having a definable time frame and objectives that creates a unique product of service.

Front 2

structured project management provides organizations with a methodology to:

Back 2

Become more efficient and effective in accomplishing goals that cannot be handled well by the traditional functional organizational structures.

Front 3

The four target core functions (key project performance) categories are:

Back 3

time, cost, scope, and quality

Front 4

the most common non-behavioral reason for projects being completed late and over budget is:

Back 4

Ill defined requirements

Front 5

a good definition of a successful project is getting the project completed:

Back 5

within time, cost, performance requirements(scope)/quality, and accepted by the user.

Front 6

a project is:

Back 6

a series of tasks that have a specific objective, defined start and end dates, are interrelated, and may or may not consume resources.

Front 7

the core function of a project manager is:

Back 7

integration

Front 8

the greater the need for project integration, the greater the project manager's ___________skills need to be.

Back 8

communication

Front 9

another name for key project processes is:

Back 9

process groups

Front 10

the process groups, (or key project processes) are: ---there's 5

Back 10

initiation, planning, execution, monitoring and control, closing

Front 11

the most significant problem area in project integration management is:

Back 11

behavioral problems

Front 12

A program is:

Back 12

a group of related projects that are managed in a coordinated way.

Front 13

A project is:

Back 13

a coordinated undertaking of interrelated activities directed toward a specific goal that has a finite period of performance.

Front 14

The traditional definition of a program is:

Back 14

A group of projects managed in a coordinated way to obtain benefits not available from managing them individually.

Front 15

project integration management describes the processes which are:

Back 15

required to ensure that the various elements of the project are properly coordinated.

Front 16

A project management office is:

Back 16

a formalized structure directed toward the support of the project.

Front 17

The core project functions must be considered in what order?

Back 17

scope, quality, time, cost

Front 18

Which single word best describes scope:

Back 18

what

Front 19

Which is the most important "toll gate" on a project, (between which phases)?

Back 19

the one between planning and execution

Front 20

which formalities are often "skipped" in?

Back 20

closing and planning.

Front 21

the potential for adding value is greatest during which stages?

Back 21

intitiation and planning

Front 22

cost of correcting errors is highest in what stage?

Back 22

execution

Front 23

classical view:

Back 23

one best way, mechanistic, quantitative, established set of formal principles

Front 24

behavioral view:

Back 24

focuses on the human and behavioral aspects that are inherent to projects

Front 25

systems view:

Back 25

acknowledges the complexity and causal relationships inherent in projects

Front 26

contingency approach/view

Back 26

integrates the classical, behavioral and systems views of project management into a single perspective.

Front 27

the project schedule is developed during what phase?

Back 27

planning

Front 28

the most important reason that project management is more important now than 30 years ago

Back 28

the rate of change has accelerated

Front 29

building a new mcdonalds is:

Back 29

a project

Front 30

the s curve of project expenditures describes what

Back 30

the fact that project spending is highest during execution

Front 31

the key difference between a project and a program is

Back 31

a project has a clear endpoint, a program may not.

Front 32

good project objectives must be:

Back 32

realistic, attainable, specific

Front 33

what is not included in the project charter:

Back 33

activity duration estimates

Front 34

Who issues the project charter?

Back 34

a senior official in the managing organization

Front 35

The best method to achieve a realistic project plan is:

Back 35

Project manager creates the project plan based on input from the team

Front 36

the project charter can be changed by

Back 36

sponsor or senior manager

Front 37

project charter:

Back 37

a general narrative description of a project's purpose, together with a narrative statement of management authorization

Front 38

key reason for including a statement of key assumptions/concerns/constraints in the project charter is:

Back 38

it may help the team identify activities that may otherwise be omitted

Front 39

inputs to the initiation of a project include (these are things that will spark the need for a project in the first place):

Back 39

product description
strategic plan
historical information
selection criteria

Front 40

project charter is effectively an agreement between the:

Back 40

project manager and the project sponsor

Front 41

in order to ensure buy in and comprehension of stakeholders project objectives must:

Back 41

be realistic and attainable

Front 42

What one word explains the statement of project objectives in the project charter

Back 42

why

Front 43

SMART

Back 43

specific, measurable, agreed-upon/assignable, realistic/relavant, and time-oriented

Front 44

triple constraint

Back 44

time, cost, quality

Front 45

What one word best describes the statement of deliverables in the project charter?

Back 45

what

Front 46

another key reason for including the assumptions, constraints and concerns section of the project charter:

Back 46

helps build team member commitment

Front 47

What best describes the implementation of several mini projects rather than a large scale project

Back 47

"rapid results initiatives"

Front 48

The project sponsors role is:

Back 48

helping to prevent unecessary changes to the project objectives

Front 49

in terms of project planning, the project constraints should be addressed in the following order:

Back 49

quality, time, cost
because you define the quality and that dictates to time and cost

Front 50

attribution problems in relative long term objectives to project results are best described as

Back 50

problems on intervening variables that impact the long term measures that are not under the control of the project team

Front 51

scope verification is associated with which phase?

Back 51

monitoring and control

Front 52

WBS represents

Back 52

all the work content in the project

Front 53

WBS is used for:

Back 53

The basis for organizing and defining the total scope of the project

Front 54

Why should the WBS be used on a project?

Back 54

To prevent work from slipping through the cracks

Front 55

The process of creating the WBS creates what in the team?

Back 55

Team buy in.

Front 56

WBS dictionary

Back 56

defines the work that is included in each work package

Front 57

How detailed should the WBS be?

Back 57

the scope of the work should be as detailed as necessary for the type of project

Front 58

What isn't used in creating the WBS?

Back 58

organizational structure of the performing organization

Front 59

Proper project scope definition will result in:

Back 59

improved accuracy of cost and duration estimates

Front 60

The step immediately prior to generating the WBS

Back 60

Write the project scope statement

Front 61

How does scope verification differ from scope definition?

Back 61

Scope verification is accomplished after the project work tasks are complete, scope definition is primarily done before the tasks are started

Front 62

rolling wave refers to:

Back 62

THE PROGRESSIVE ELABORATION OF DETAILING OF THE PLAN THROUGHOUT THE PROJECT PHASES

Front 63

The first level of the WBS is organized by:

Back 63

Project deliverables or by project phases

Front 64

progressive elaboration in scope planning is best described as (aka rolling wave)

Back 64

start scope planning with a broad, general picture of the project then progressively add details

Front 65

100% rule

Back 65

In WBS: 100% of the work content in a WBS work package should be described by the content of the work packages below it.

Front 66

order of key project actions/documents

Back 66

Project charter
requirements documentation
project scope statement
WBS
WBS dictionary

Front 67

the collect requirements process results in:

Back 67

the Requirements traceability matrix

Front 68

What is the RTM:

Back 68

Requirements traceability matrix: is a table linking requirements to their origin and also linking requirements through the project life cycle (ex through testing), it guarantees a match between requirements and the test for the requirement.

Front 69

project scope baseline is composed of which documents:

Back 69

Project scope statement, WBS, WBS dictionary

Front 70

Who should develop the project scope baseline?

Back 70

Project team

Front 71

8/80 rule

Back 71

Work packages should contain between 8 and 80 hours of work

Front 72

gold plating is:

Back 72

exceeding exectation by giving the customer more than what was agreed upon

Front 73

rolling wave planning:

Back 73

near term work is planned in detail and future work is planned at a higher WBS

Front 74

technical basis for sequential precedence relationships:

Back 74

nature of the work itself demands that activities be undertaken in a particular sequence

Front 75

Policy/preferential/dicretionary/soft logic basis sequential precedence relationships:

Back 75

professional practices or standards of how the work should be done to maximize efficiency

Front 76

restricted resource basis for sequential precedence relationships:

Back 76

We can only undertake certain work at a certain time because of physical SPACE limitations

Front 77

external basis for sequential precedence relationships:

Back 77

government or customer requirements that force a certain order

Front 78

Abbreviation for precedence diagram:

Back 78

PDB

Front 79

CPM network diagram stands for:

Back 79

Critical path method network diagram

Front 80

Building the network diagram is part of:

Back 80

Project time management

Front 81

order of project time management processes:

Back 81

define activities, sequence activities, estimate resources, estimate activity duration, develop schedule

Front 82

an unintended break in a network path usually caused by missing activities or missing logical relationships.

Back 82

hanging node