Systems Ch. 3

1. Which of the following are metrics of a successful project ____. a. late completion b. completion with the same personnel as were on the team at the outset c. completion over budget d. delivery of a product that satisfies users

2. A project manager's planning _____. a. involves guiding, supervising, and coordinating the project team's workload b. includes monitoring the progress of the project, evaluating results, and taking corrective action when necessary to stay on target c. consists of staffing, which includes selecting the project team and assigning specific tasks to team members d. includes identifying project tasks and estimating completion times and costs

3. A project manager's scheduling function _____. a. involves guiding, supervising, and coordinating the project team's workload b. includes monitoring the progress of the project, evaluating results, and taking corrective action when necessary to stay on target c. involves staffing, which includes selecting the project team and assigning specific tasks to team members d. includes identifying and arranging project tasks and estimating completion times and costs

4. For a project manager, monitoring _____. a. requires guiding, supervising, and coordinating the project team's workload b. involves controlling capital c. consists of staffing, which includes selecting the project team and assigning specific tasks to team members d. includes identifying and arranging project tasks and estimating completion times and costs

5. For a project manager, reporting _____. a. involves controlling capital b. includes informing management, users, and the project team about the progress of the project c. consists of staffing, which includes selecting the project team and assigning specific tasks to team members d. includes identifying and arranging project tasks and estimating completion times and costs

6. Effective project reporting requires ____. a. strong communication skills b. staffing the project team c. creating Gantt charts d. assigning specific tasks to team members

7. The accompanying figure shows task ____, which simplify a complex task by combining several activities. a. groups c. aggregates b. clusters d. links

8. PERT/CPM is called a(n) ____ technique, because it analyzes a large, complex project as a series of individual tasks. a. top-down c. indexed b. bottom-up d. cataloging

9. The first step in the creation of a PERT/CPM chart is to ____. a. determine the logical order of project tasks b. identify the graphical planning aids to use c. identify all the project tasks d. determine the status of all tasks

10. Many project managers find ____ charts more helpful for scheduling, monitoring, and controlling projects. a. Gantt c. index b. PERT/CPM d. task

11. A(n) ____ chart displays complex task patterns and relationships. a. Gantt c. PERT/CPM b. index d. task

12. The first step in creating a WBS is to ____. a. mark all recognizable events b. determine time requirements c. identify all tasks d. estimate task completion time and cost

13. A event is a recognizable reference point that you can use to ____. a. monitor progress b. assign people c. manage time d. allocate money

14. In addition to tasks, every project has ____, which are reference points used to monitor progress and manage the project. a. targets c. members b. milestones d. workloads

15. A ____ might involve maximums for one or more resources. a. successor task b. task group c. constraint d. bottom-up technique

16. In a PERT/CPM chart, each task has which of the following ____. a. references to successor tasks b. references to predecessor tasks c. start day/date d. resources allocated

17. When several tasks can start at the same time, each is called a(n) ____ task. a. synchronous b. asynchronous c. baseline d. concurrent

18. Two or more concurrent tasks often depend on a single prior task, which is called a(n) ____ task. a. predecessor b. a priori c. antecedent d. ancestor

19. When two or more concurrent tasks depend on a single prior task, the concurrent tasks are called ____ tasks. a. descendent b. successor c. children d. antecedent

20. A ____ path includes all tasks that are vital to the project schedule. a. vital c. critical b. baseline d. foundational

21. Project managers always must be aware of the ____ path, so they can monitor the vital tasks and keep the project on track. a. vital c. foundational b. baseline d. critical

22. When maintaining schedules, if enough ____ and frequent checkpoints exist, problems will be detected rapidly. a. success indices b. critical paths c. milestones d. all of the above

27. A _____ cannot be started until one or more other tasks are completed. a. dependent task b. concurrent task c. predecessor task d. all of the above

28. A ____ is an event that could affect a project negatively. a. menace c. doubt b. threat d. risk

29. A risk management plan includes a review of ____. a. employees b. project scope c. program code d. open source

30. Most risk identifications include a brief description of ____. a. the team member who might cause a risk to occur b. who would be responsible for responding to a given risk c. the project manager most vulnerable to a given risk d. the team member most vulnerable to a given risk

32. A risk ____ plan is a proactive effort to anticipate a risk and describe an action plan to deal with it. a. identification c. response b. management d. balancing

33. A continuous risk-tracking process can ____. a. identify new risks b. prevent human resource turnover issues c. increase employee satisfaction d. encourage team building

36. When an information system does not meet business requirements, causes might include ____. a. identified requirements b. adequately defined scope c. imprecise targets d. sufficient testing

37. ____ is a possible cause of cost overruns related to human resource issues. a. unrealistic estimates b. poor monitoring of progress c. inaccurate TCO forecast d. turnover

38. Problems with timetables and project milestones can indicate ____. a. recognition of task dependencies b. continuity of project personnel c. good control methods d. personality conflicts among team members

39. When a project manager first recognizes that a project is in trouble, the options available to her include ____. a. expanding the project requirements b. delaying the project deadline c. reducing the project resources d. eliminating controls and procedures

40. A project triangle shows three legs: _____. a. project cost, scope, and time b. project cost, size, and scope c. project size, scope, and time d. project size, cost, and time

23. ___ is open-source software that is supported by a community of users and developers. a. GanttProject b. Microsoft Project Standard c. Microsoft Project Professional d. Both b and C

24. GanttProject can open files created with ___. a. Apptivo b. HTML c. Microsoft Word d. Microsoft Project

25. The Apptivo ___ is free of charge with unlimited duration. a. Full Plan b. Enhanced Plan c. Expanded Plan d. Standard Plan

26. ___ is a full-featured program that holds the dominant share of the project management software market. a. Apptivo b. GanttProject c. Microsoft Project d. OpenProject

31. A(n) ___ chart can be used to display the qualitative risk analysis matrix. a. pie b. XY c. bar d. line

34. Microsoft claims that Microsoft Project has the capability of ___. a. linking risks with specific vendors b. assign ownership c. eliminating risk d. preventing fraud

35. Microsoft's risk management model includes ___. a. category, which specifies the risk type b. probability, which indicates the degree of adverse effect should the risk occur, on a scale of 1 to 10 c. impact plan, which identifies plans to control or limit the risk d. contingency, which identifies a condition that would initiate the contingency plan.