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TEST BANK For, Information Technology Project Management 9th Edition Kathy Sc...Donc Test
TEST BANK For, Information Technology Project Management 9th Edition Kathy Schwalbe.pdf
TEST BANK For, Information Technology Project Management 9th Edition Kathy Schwalbe.pdf
TEST BANK For, Information Technology Project Management 9th Edition Kathy Schwalbe.pdf
This document summarizes a study group session on communication management. It discusses communication methods that should be used to provide different types of information to stakeholders, as well as tools that can be used for information distribution and what should be included in a communications management plan. The document contains sample multiple choice questions and answers related to communication management best practices.
The document provides an overview of key concepts in project management from the textbook "Information Technology Project Management, Seventh Edition". It discusses how project management has evolved from early examples like the Egyptian pyramids to more modern applications. It also notes that many IT projects fail to meet goals and outlines strategies to improve project outcomes through better management. The document summarizes the project management life cycle and roles of project managers, stakeholders, and professional organizations like PMI.
This document provides an introduction to the Q & As for the PMBOK® Guide Fifth Edition book. It discusses the contributors to the book and previous editions. The introduction notes that the book facilitates developing a deeper understanding of generally accepted project management knowledge and practice through multiple choice questions and answers covering key PMBOK® Guide concepts. It aims to address the project management processes and knowledge areas from A Guide to the Project Management Body of Knowledge. The introduction thanks all the contributors who helped create the book and its predecessors.
This document summarizes a thesis that examines critical success factors and the role of the project sponsor in Dutch public sector projects. It finds that 11 factors are critical for project success, including generating a business case, clear goals/requirements, effective communication/stakeholder management, and effective project governance. The project sponsor plays an important role in the project business dimension by setting goals/requirements and managing communication/stakeholders. To be effective, a sponsor should focus on these areas as well as developing a business case and project strategy. Personal attributes like influencing stakeholders and providing direction are also important for sponsors.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
TEST BANK For, Information Technology Project Management 9th Edition Kathy Sc...Donc Test
TEST BANK For, Information Technology Project Management 9th Edition Kathy Schwalbe.pdf
TEST BANK For, Information Technology Project Management 9th Edition Kathy Schwalbe.pdf
TEST BANK For, Information Technology Project Management 9th Edition Kathy Schwalbe.pdf
This document summarizes a study group session on communication management. It discusses communication methods that should be used to provide different types of information to stakeholders, as well as tools that can be used for information distribution and what should be included in a communications management plan. The document contains sample multiple choice questions and answers related to communication management best practices.
The document provides an overview of key concepts in project management from the textbook "Information Technology Project Management, Seventh Edition". It discusses how project management has evolved from early examples like the Egyptian pyramids to more modern applications. It also notes that many IT projects fail to meet goals and outlines strategies to improve project outcomes through better management. The document summarizes the project management life cycle and roles of project managers, stakeholders, and professional organizations like PMI.
This document provides an introduction to the Q & As for the PMBOK® Guide Fifth Edition book. It discusses the contributors to the book and previous editions. The introduction notes that the book facilitates developing a deeper understanding of generally accepted project management knowledge and practice through multiple choice questions and answers covering key PMBOK® Guide concepts. It aims to address the project management processes and knowledge areas from A Guide to the Project Management Body of Knowledge. The introduction thanks all the contributors who helped create the book and its predecessors.
This document summarizes a thesis that examines critical success factors and the role of the project sponsor in Dutch public sector projects. It finds that 11 factors are critical for project success, including generating a business case, clear goals/requirements, effective communication/stakeholder management, and effective project governance. The project sponsor plays an important role in the project business dimension by setting goals/requirements and managing communication/stakeholders. To be effective, a sponsor should focus on these areas as well as developing a business case and project strategy. Personal attributes like influencing stakeholders and providing direction are also important for sponsors.
This document discusses the importance of project communications and provides tips and best practices. It notes that poor communication is the number one reason projects fail according to several surveys. The document introduces various communication planning tools, such as a circle of communications chart, communication requirements matrix, role report matrix, and project calendar. It also outlines some of the top project communication tools, such as responsibility matrices, work breakdown structures, project schedules, and risk matrices. The key message is that project managers must make communication a high priority in order to ensure project success.
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
A project is a temporary endeavor undertaken to create a unique product, service or result with a defined start and end date, and scope and resources. Project management involves applying knowledge, skills, tools and techniques to project activities to meet project requirements. It draws on 10 knowledge areas including scope, time, cost, quality and risk management. The project manager is responsible for managing the triple constraint of scope, time and cost to achieve project success.
Stage I
Project Initiation
Project Planning
Project Execution
1
Lecture Notes on Chapter 3
The Project Manager
2
Objectives of the Lecture Notes
Recognize challenges facing the project manager.
Distinguish between functional and Project managers.
Verify responsibilities of project manager.
Identify attributes of effective project manager
slide3
The Project Manager
The project manager can be chosen and assigned as soon as the project is selected for funding,
This simplifies several start up activities
The project manager can be chosen later,
This makes things difficult
Senior management briefs the project manager
Project manager begins with a budget and schedule
As people are added these are refined
slide4
5
Functional Management
Vice President for Marketing
Agency Director
Sales
Marketing Research
Marketing Service
Group Administration
Functional Management
Department heads are usually functional specialists
They have the required technical skills to evaluate all members of their organization
Functional managers:
Decide who performs each task
Decide how the task is performed
Exercise a great deal of control over every aspect of the work that gets performed within their area
slide6
Project Management
7
Project manager
Finance
Procurement
Planning
Engineering
Quality
Manufacturing
Contracts
Procurement: is the acquisition of goods, services or works from an outside or external source.
Project Managers
Project managers are usually generalists
It would be very unusual for a project manager to have all the technical skills that are used on their projects
Project managers:
Rarely decide who performs each task
Lack the technical skills to evaluate much of the work performed on a particular project
Exercise control very little over most aspects of the work that gets performed on the project
slide8
Functional Manager VS
Project Manager
slide9Functional managerProject managerDecides who performs each taskDecides how the task is performedcontrols every aspect of the work Rarely decides who performs each taskDoes not evaluate work performed on a particular projectExercise little control on work aspects of the project
Comparing Functional & Project Managers
3-10Functional ManagersProject Managersneed technical skillsneed negotiation skillsshould be more skilled at analysisshould be more skilled at synthesisuse the analytic approachuse systems approachresponsible for a small arearesponsible for the big pictureact as managersact as facilitatorsresponsible for a small arearesponsible for the big pictureact as direct, technical supervisorsact as facilitators and generalists
Comparing Functional & Project Managers
Functional managers need technical skills; project managers need negotiation skills
Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis
Integrating individual tasks withi.
The document discusses various tools and techniques for project planning including work breakdown structures, responsibility assignment matrices, Gantt charts, network diagrams, and critical path method. It explains how these tools are used to define activities, sequence tasks, estimate durations, develop schedules, and identify the critical path. Project planning is important for organizing, implementing, monitoring, and controlling projects to meet goals and objectives within constraints of time, budget, and requirements.
This document discusses key project management concepts:
1. It defines a project as a sequence of unique and connected activities that must be completed by a specific time, budget, and scope to achieve a goal.
2. It outlines the typical constraints or parameters of projects - scope, quality, time, cost, and resources. Scope refers to what work is and isn't included. Quality is the agreed level of outcomes. Time and cost are the estimated durations and budgets. Resources include people, equipment, and facilities.
3. It then discusses the purpose and components of a Project Statement (POS), which communicates the scope and rationale of a project. The POS includes the problem/opportunity, project goal,
This module discusses various aspects of project planning and management, including tracking project progress, time tracking, risk management, and project evaluation. Effective project tracking through tasks, resources, meetings, and reporting allows project managers to monitor progress and address any issues. Time delays should be managed by offering help for initial delays, taking immediate action after a second delay, and considering replanning after a third delay. Project metrics can provide status, identify improvement areas, and demonstrate results. Regular risk monitoring ensures assumptions remain valid and risks are accurately assessed. Project closure activities include releasing resources, transition planning, and documentation.
This document is a literature review for a project exploring what skills are needed to be a successful IT project manager. It discusses how success is difficult to define and depends on opinions. Standards bodies provide general guidelines but vary by individual. The review examines what makes an IT project manager successful, including leadership vs management skills, communication importance, and differences between hard/technical skills and soft/personal skills. It also discusses competence, key skills identified in research, and trends in psychometric/aptitude testing for recruitment. The objectives are to create a skills competency list from research and justify skills using text analytics of job specifications. An aptitude test will then be developed focusing on a key skill area.
This document provides an introduction to project management concepts. It defines what a project is, provides examples of IT projects, and describes the triple constraint of meeting project goals for scope, time and cost. It also defines project management, discusses the project management framework including stakeholders, knowledge areas, tools/techniques. Additionally, it covers the relationships between project, program and portfolio management and their contributions to organizational success. It discusses the role of the project manager and career prospects. Finally, it provides statistics on IT spending and the project management profession.
This document contains 18 multiple choice quizzes about project management concepts. The quizzes cover topics like project organization structures, roles of project managers in different contexts, challenges in different types of organizations, and key characteristics of projects. For each quiz there is an explanation of the correct answer. The quizzes are testing the reader's understanding of foundational project management frameworks and methodologies.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
The document discusses various models for classifying project stakeholders and their needs. It also covers different project procurement strategies and their implications for integrating or separating the design and construction phases. Hierarchical, matrix and hybrid organizational structures are examined in terms of managing project teams. The key factors that influence a project manager's ability to successfully complete a project are addressing stakeholder expectations, developing a realistic schedule, clearly defining roles and responsibilities, managing scope changes, communicating effectively, and taking a leadership role.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
This document discusses key aspects of project management for information technology projects. It defines what a project and program are, explains the triple constraints of scope, time and cost. It describes the role of the project manager and important elements they oversee like stakeholders, knowledge areas, and tools/techniques. The document also notes the growing importance and professionalization of project management, with over 16 million regarding it as their profession and certification numbers rising.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/pmp-exam-preparation--200-questions-3196
DOCUMENT DESCRIPTION
200 PMP questions and answers.
PMP exam very very similar questions.
You can increase your chance to pass the exam with seeing very similar questions.
You can use this document for PMP problem solving sessions, PMP preperation classes or to pass PMP.
This document discusses stakeholder management in project management. It covers identifying stakeholders, creating a stakeholder register, performing stakeholder analysis, developing a stakeholder management plan, managing stakeholder engagement, and controlling stakeholder engagement. The document emphasizes the importance of stakeholder management to project success.
The document contains interview questions and answers for planning engineers. It includes 18 questions related to scheduling topics like constraints in Primavera, critical path identification, float, schedule development, resource leveling, and the role of a planning engineer. The answers provide explanations of scheduling concepts and best practices.
The document provides an introduction to project management, discussing key concepts such as what constitutes a project, examples of IT projects, and an overview of project management frameworks and processes. It notes that the US spends $2.3 trillion annually on projects, and discusses poor historical rates of project success as well as improvements over time. Career opportunities for IT project managers are also briefly covered.
Talking points agenda:
Why Project Management rules the world?
Why the demand for project professionals is extremely high?
Change through innovation in the form of project
The evident Question: Why managing projects is so Hard?
Learning objectives:
Through this session you will understand and learn the importance of soft skills rather than methodologies as well as “Balancing Project Management Hard Skills and Soft Skills.”
PLANNING THE INTERNATIONAL PROJECT IN TERMS OF TIME, COS.docxinfantsuk
PLANNING THE INTERNATIONAL
PROJECT IN TERMS OF TIME,
COST, AND QUALITY
Chapter 5
THE CHALLENGE OF PLANNING AN INTERNATIONAL PROJECT
Why planning a project?
Planning reduces uncertainty and brings structure into
chaos.
Issues with planning in international project.
Planning needs to be constantly revised due to a fast
changing international environment.
The international environment is complex and difficult to
predict.
More factors need to be included into project planning than
for planning standard projects.
2
THE PLANNING PROCESS
The planning process can be divided into four major tasks:
1. Planning time.
2. Scheduling under resource constraints.
3. Planning cost.
4. Planning quality.
The objective of planning is to:
Minimize project duration.
Minimize the resource availability cost.
Maximize quality.
3
Required inputs:
1
3
2
4
Planning
Time
Scheduling
under
resource
constraints
Planning
Cost
Planning
Quality
Planning
Time, Cost,
Quality of the
International
Project
1. Work Breakdown Structure
2. Organizational Breakdown
Structure
3. Analysis of skill sets of
available staff beyond
academic and job titles (based
on CVs and interviews)
4. Overview of holiday
entitlements of international
staff in different locations
Main output: Gantt chart or network
diagram
Required tools and
techniques:
- Project Network Diagram,
mainly Activity on Arrow
(AoA)
as basis for CPM, CPA,
PERT, PDM etc.
- Gantt chart or bar chart
1. Project Scope Statement
2. Work Breakdown Structure
3. Estimates for activity duration
4. Establishment of relationships
between single activities in form of
precedence
5. Calendar with international holidays
relevant to the international project
Main output:
Resource loaded Gantt chart
Required tools and
techniques:
- Loaded Gantt chart
Required inputs:
1. Financial objective / available budget
2. Cost estimates
3. Overview of international locations
involved in the project
4. Overview of salaries, facilities,
equipment and other costs in the
relevant international locations
5. Cost for risk mitigation or contingency
plans (cf. Chapter 4)
6. Development of currency fluctuations
Required tools and techniques:
- Step counting cost-estimating techniques
- Exponential cost-estimating techniques
- Parametric cost-estimating techniques
- Even-loading, front-loading, back-loading budget
methods
- Periodic cost spreadsheet
- Cumulative cost spreadsheet
Required inputs:
Required inputs:
1. Project scope statement incl. cross-check of
customer’s expectation level
2. Cultural gap analysis regarding perception of quality
in involved countries and cultures
3. Functionality of product/service/project result
Not
discussed
in this book
Main output:
Budget spreadsheets
Required tools and techniques:
- Standard quality control techniques
- Pareto diagrams
- Checklists for pa.
Abnormal Psychology 18th edition by Jill M. Hooley test bank.docxssuserf63bd7
https://qidiantiku.com/test-bank-for-abnormal-psychology-18th-edition-by-jill-m-hooley.shtml
Full download please contact u84757@protonmail.com or qidiantiku.com
A project is a temporary endeavor undertaken to create a unique product, service or result with a defined start and end date, and scope and resources. Project management involves applying knowledge, skills, tools and techniques to project activities to meet project requirements. It draws on 10 knowledge areas including scope, time, cost, quality and risk management. The project manager is responsible for managing the triple constraint of scope, time and cost to achieve project success.
Stage I
Project Initiation
Project Planning
Project Execution
1
Lecture Notes on Chapter 3
The Project Manager
2
Objectives of the Lecture Notes
Recognize challenges facing the project manager.
Distinguish between functional and Project managers.
Verify responsibilities of project manager.
Identify attributes of effective project manager
slide3
The Project Manager
The project manager can be chosen and assigned as soon as the project is selected for funding,
This simplifies several start up activities
The project manager can be chosen later,
This makes things difficult
Senior management briefs the project manager
Project manager begins with a budget and schedule
As people are added these are refined
slide4
5
Functional Management
Vice President for Marketing
Agency Director
Sales
Marketing Research
Marketing Service
Group Administration
Functional Management
Department heads are usually functional specialists
They have the required technical skills to evaluate all members of their organization
Functional managers:
Decide who performs each task
Decide how the task is performed
Exercise a great deal of control over every aspect of the work that gets performed within their area
slide6
Project Management
7
Project manager
Finance
Procurement
Planning
Engineering
Quality
Manufacturing
Contracts
Procurement: is the acquisition of goods, services or works from an outside or external source.
Project Managers
Project managers are usually generalists
It would be very unusual for a project manager to have all the technical skills that are used on their projects
Project managers:
Rarely decide who performs each task
Lack the technical skills to evaluate much of the work performed on a particular project
Exercise control very little over most aspects of the work that gets performed on the project
slide8
Functional Manager VS
Project Manager
slide9Functional managerProject managerDecides who performs each taskDecides how the task is performedcontrols every aspect of the work Rarely decides who performs each taskDoes not evaluate work performed on a particular projectExercise little control on work aspects of the project
Comparing Functional & Project Managers
3-10Functional ManagersProject Managersneed technical skillsneed negotiation skillsshould be more skilled at analysisshould be more skilled at synthesisuse the analytic approachuse systems approachresponsible for a small arearesponsible for the big pictureact as managersact as facilitatorsresponsible for a small arearesponsible for the big pictureact as direct, technical supervisorsact as facilitators and generalists
Comparing Functional & Project Managers
Functional managers need technical skills; project managers need negotiation skills
Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis
Integrating individual tasks withi.
The document discusses various tools and techniques for project planning including work breakdown structures, responsibility assignment matrices, Gantt charts, network diagrams, and critical path method. It explains how these tools are used to define activities, sequence tasks, estimate durations, develop schedules, and identify the critical path. Project planning is important for organizing, implementing, monitoring, and controlling projects to meet goals and objectives within constraints of time, budget, and requirements.
This document discusses key project management concepts:
1. It defines a project as a sequence of unique and connected activities that must be completed by a specific time, budget, and scope to achieve a goal.
2. It outlines the typical constraints or parameters of projects - scope, quality, time, cost, and resources. Scope refers to what work is and isn't included. Quality is the agreed level of outcomes. Time and cost are the estimated durations and budgets. Resources include people, equipment, and facilities.
3. It then discusses the purpose and components of a Project Statement (POS), which communicates the scope and rationale of a project. The POS includes the problem/opportunity, project goal,
This module discusses various aspects of project planning and management, including tracking project progress, time tracking, risk management, and project evaluation. Effective project tracking through tasks, resources, meetings, and reporting allows project managers to monitor progress and address any issues. Time delays should be managed by offering help for initial delays, taking immediate action after a second delay, and considering replanning after a third delay. Project metrics can provide status, identify improvement areas, and demonstrate results. Regular risk monitoring ensures assumptions remain valid and risks are accurately assessed. Project closure activities include releasing resources, transition planning, and documentation.
This document is a literature review for a project exploring what skills are needed to be a successful IT project manager. It discusses how success is difficult to define and depends on opinions. Standards bodies provide general guidelines but vary by individual. The review examines what makes an IT project manager successful, including leadership vs management skills, communication importance, and differences between hard/technical skills and soft/personal skills. It also discusses competence, key skills identified in research, and trends in psychometric/aptitude testing for recruitment. The objectives are to create a skills competency list from research and justify skills using text analytics of job specifications. An aptitude test will then be developed focusing on a key skill area.
This document provides an introduction to project management concepts. It defines what a project is, provides examples of IT projects, and describes the triple constraint of meeting project goals for scope, time and cost. It also defines project management, discusses the project management framework including stakeholders, knowledge areas, tools/techniques. Additionally, it covers the relationships between project, program and portfolio management and their contributions to organizational success. It discusses the role of the project manager and career prospects. Finally, it provides statistics on IT spending and the project management profession.
This document contains 18 multiple choice quizzes about project management concepts. The quizzes cover topics like project organization structures, roles of project managers in different contexts, challenges in different types of organizations, and key characteristics of projects. For each quiz there is an explanation of the correct answer. The quizzes are testing the reader's understanding of foundational project management frameworks and methodologies.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
The document discusses various models for classifying project stakeholders and their needs. It also covers different project procurement strategies and their implications for integrating or separating the design and construction phases. Hierarchical, matrix and hybrid organizational structures are examined in terms of managing project teams. The key factors that influence a project manager's ability to successfully complete a project are addressing stakeholder expectations, developing a realistic schedule, clearly defining roles and responsibilities, managing scope changes, communicating effectively, and taking a leadership role.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
This document discusses key aspects of project management for information technology projects. It defines what a project and program are, explains the triple constraints of scope, time and cost. It describes the role of the project manager and important elements they oversee like stakeholders, knowledge areas, and tools/techniques. The document also notes the growing importance and professionalization of project management, with over 16 million regarding it as their profession and certification numbers rising.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/pmp-exam-preparation--200-questions-3196
DOCUMENT DESCRIPTION
200 PMP questions and answers.
PMP exam very very similar questions.
You can increase your chance to pass the exam with seeing very similar questions.
You can use this document for PMP problem solving sessions, PMP preperation classes or to pass PMP.
This document discusses stakeholder management in project management. It covers identifying stakeholders, creating a stakeholder register, performing stakeholder analysis, developing a stakeholder management plan, managing stakeholder engagement, and controlling stakeholder engagement. The document emphasizes the importance of stakeholder management to project success.
The document contains interview questions and answers for planning engineers. It includes 18 questions related to scheduling topics like constraints in Primavera, critical path identification, float, schedule development, resource leveling, and the role of a planning engineer. The answers provide explanations of scheduling concepts and best practices.
The document provides an introduction to project management, discussing key concepts such as what constitutes a project, examples of IT projects, and an overview of project management frameworks and processes. It notes that the US spends $2.3 trillion annually on projects, and discusses poor historical rates of project success as well as improvements over time. Career opportunities for IT project managers are also briefly covered.
Talking points agenda:
Why Project Management rules the world?
Why the demand for project professionals is extremely high?
Change through innovation in the form of project
The evident Question: Why managing projects is so Hard?
Learning objectives:
Through this session you will understand and learn the importance of soft skills rather than methodologies as well as “Balancing Project Management Hard Skills and Soft Skills.”
PLANNING THE INTERNATIONAL PROJECT IN TERMS OF TIME, COS.docxinfantsuk
PLANNING THE INTERNATIONAL
PROJECT IN TERMS OF TIME,
COST, AND QUALITY
Chapter 5
THE CHALLENGE OF PLANNING AN INTERNATIONAL PROJECT
Why planning a project?
Planning reduces uncertainty and brings structure into
chaos.
Issues with planning in international project.
Planning needs to be constantly revised due to a fast
changing international environment.
The international environment is complex and difficult to
predict.
More factors need to be included into project planning than
for planning standard projects.
2
THE PLANNING PROCESS
The planning process can be divided into four major tasks:
1. Planning time.
2. Scheduling under resource constraints.
3. Planning cost.
4. Planning quality.
The objective of planning is to:
Minimize project duration.
Minimize the resource availability cost.
Maximize quality.
3
Required inputs:
1
3
2
4
Planning
Time
Scheduling
under
resource
constraints
Planning
Cost
Planning
Quality
Planning
Time, Cost,
Quality of the
International
Project
1. Work Breakdown Structure
2. Organizational Breakdown
Structure
3. Analysis of skill sets of
available staff beyond
academic and job titles (based
on CVs and interviews)
4. Overview of holiday
entitlements of international
staff in different locations
Main output: Gantt chart or network
diagram
Required tools and
techniques:
- Project Network Diagram,
mainly Activity on Arrow
(AoA)
as basis for CPM, CPA,
PERT, PDM etc.
- Gantt chart or bar chart
1. Project Scope Statement
2. Work Breakdown Structure
3. Estimates for activity duration
4. Establishment of relationships
between single activities in form of
precedence
5. Calendar with international holidays
relevant to the international project
Main output:
Resource loaded Gantt chart
Required tools and
techniques:
- Loaded Gantt chart
Required inputs:
1. Financial objective / available budget
2. Cost estimates
3. Overview of international locations
involved in the project
4. Overview of salaries, facilities,
equipment and other costs in the
relevant international locations
5. Cost for risk mitigation or contingency
plans (cf. Chapter 4)
6. Development of currency fluctuations
Required tools and techniques:
- Step counting cost-estimating techniques
- Exponential cost-estimating techniques
- Parametric cost-estimating techniques
- Even-loading, front-loading, back-loading budget
methods
- Periodic cost spreadsheet
- Cumulative cost spreadsheet
Required inputs:
Required inputs:
1. Project scope statement incl. cross-check of
customer’s expectation level
2. Cultural gap analysis regarding perception of quality
in involved countries and cultures
3. Functionality of product/service/project result
Not
discussed
in this book
Main output:
Budget spreadsheets
Required tools and techniques:
- Standard quality control techniques
- Pareto diagrams
- Checklists for pa.
Similar a Information Technology Project Management, Revised 7th edition test bank.docx (20)
Abnormal Psychology 18th edition by Jill M. Hooley test bank.docxssuserf63bd7
https://qidiantiku.com/test-bank-for-abnormal-psychology-18th-edition-by-jill-m-hooley.shtml
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Understanding Financial Accounting 3rd Canadian Edition by Burnley solution ...ssuserf63bd7
https://qidiantiku.com/solution-manual-for-understanding-financial-accounting-3rd-canadian-edition-by-christopher-d-burnley.shtml
Full download please contact u84757@protonmail.com or qidiantiku.com
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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Edition:2023-2024 Edition 1st edition Volumes I
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Information Technology Project Management, Revised 7th edition test bank.docx
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TRUE/FALSE
1. Until the 1980s, project management primarily focused on providing schedule and resource data to top
management in the military, computer, and construction industries.
ANS: T
Until the 1980s, project management primarily focused on providing schedule and resource data to top
management in the military, computer, and construction industries. Today’s project management
involves much more, and people in every industry and every country manage projects.
PTS: 1 DIF: Difficulty: Easy REF: p.2
OBJ: LO: 1-1 NAT: BUSPROG: Technology TOP: Introduction
KEY: Bloom's: Knowledge
2. A difference between operations and projects is that operations end when their objectives have been
reached, whereas projects do not.
ANS: F
Projects are different from operations in that they end when their objectives have been reached or the
project has been terminated.
PTS: 1 DIF: Difficulty: Moderate REF: p.4
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
3. Every project should have a well-defined objective.
ANS: T
A project has a unique purpose. Every project should have a well-defined objective.
PTS: 1 DIF: Difficulty: Easy REF: p.6
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge
4. Projects should be developed in increments.
ANS: T
A project is developed using progressive elaboration. Projects are often defined broadly when they
begin, and as time passes, the specific details of the project become clearer. Therefore, projects should
be developed in increments.
PTS: 1 DIF: Difficulty: Moderate REF: p.6
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
5. Resources in a project should be used effectively because they are limited.
ANS: T
A project requires resources, often from various areas. Resources, however, are limited and must be
used effectively to meet project and other corporate goals.
PTS: 1 DIF: Difficulty: Moderate REF: p. 7
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OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
6. A project manager’s primary role is to provide the funding for a project.
ANS: F
A project sponsor usually provides the direction and funding for a project.
PTS: 1 DIF: Difficulty: Easy REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge
7. One of the main reasons why project management is challenging is because of the factor of
uncertainty.
ANS: T
A project involves uncertainty. Every project is unique and thus it is sometimes difficult to define its
objectives clearly, estimate how long it will take to complete, or determine how much it will cost. This
uncertainty is one of the main reasons project management is so challenging.
PTS: 1 DIF: Difficulty: Moderate REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
8. Questions about how a team will track schedule performance is related to a project’s scope.
ANS: F
Project scope deals with questions such as, “What work will be done as part of the project?”, “What
unique product, service, or result does the customer or sponsor expect from the project?”, or “How will
the scope be verified?”
PTS: 1 DIF: Difficulty: Moderate REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Technology TOP: What is a Project?
KEY: Bloom's: Comprehension
9. In order to be realistic, a project manager should always set discrete goals instead of a range of
objectives.
ANS: F
Projects involve uncertainty and limited resources. Thus they rarely finish according to their original
scope, time, and cost goals. Instead of discrete target goals, it is often more realistic to set a range of
goals.
PTS: 1 DIF: Difficulty: Moderate REF: p.8
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
10. Managing the triple constraint primarily involves making trade-offs between resources and quality.
ANS: F
Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a
project. Experienced project managers know that one must decide which aspect of the triple constraint
is most important.
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PTS: 1 DIF: Difficulty: Easy REF: p.9
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Product?
KEY: Bloom's: Knowledge
11. The only responsibility of a project manager is to meet the specific scope, time, and cost goals of a
project.
ANS: F
Project managers must strive not only to meet specific scope, time, cost, and quality goals of projects
but also facilitate the entire process to meet the needs and expectations of people involved in project
activities or affected by them.
PTS: 1 DIF: Difficulty: Moderate REF: p.9
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
12. A project’s stakeholders consist of its customers, users, and suppliers.
ANS: T
Stakeholders are the people involved in or affected by project activities, and include the project
sponsor, project team, support staff, customers, users, suppliers, and even opponents of a project.
PTS: 1 DIF: Difficulty: Moderate REF: p.10
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
13. Opponents of a project do not belong to the category of stakeholders.
ANS: F
Stakeholders are the people involved in or affected by project activities, and include the project
sponsor, project team, support staff, customers, users, suppliers, and even opponents of a project.
PTS: 1 DIF: Difficulty: Moderate REF: p.10
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
14. The importance of stakeholders’ needs and expectations is limited to the beginning of a project.
ANS: F
Stakeholders’ needs and expectations are important in the beginning and throughout the life of a
project. Successful project managers develop good relationships with project stakeholders to
understand and meet their needs and expectations.
PTS: 1 DIF: Difficulty: Moderate REF: p.11
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
15. Project procurement management primarily involves identifying stakeholder needs while managing
their engagement throughout the life of the project.
ANS: F
Project management knowledge areas describe the key competencies that project managers must
develop. Project procurement management involves acquiring or procuring goods and services for a
project from outside the performing organization.
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PTS: 1 DIF: Difficulty: Moderate REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Comprehension
16. The primary role of project stakeholder management is to ensure that the project will satisfy the stated
needs for which it was undertaken.
ANS: F
Project management knowledge areas describe the key competencies that project managers must
develop. Project stakeholder management includes identifying and analyzing stakeholder needs while
managing and controlling their engagement throughout the life of the product.
PTS: 1 DIF: Difficulty: Moderate REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Comprehension
17. Project human resource management is concerned with making effective use of the people involved
with a project.
ANS: T
Project management knowledge areas describe the key competencies that project managers must
develop. Project human resource management is concerned with making effective use of the people
involved with the project.
PTS: 1 DIF: Difficulty: Moderate REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
18. Stakeholder analyses, work requests, and project charters are tools used in integration management.
ANS: T
Project selection methods, project management methodologies, stakeholder analyses, work requests,
and project charters are some of the tools used in integration management.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
19. Earned value management is a tool primarily used in human resource management.
ANS: F
Project budgets, net present value, return on investment, payback analysis, and earned value
management are tools used in cost management.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
20. Responsibility assignment matrices and project organizational charts are examples of tools used in
procurement management.
ANS: F
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Motivation techniques, empathic listening, responsibility assignment matrices, project organizational
charts, and team building exercises are tools used in human resource management.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
21. Maturity models, statistical methods, and test plans are examples of tools used in quality management.
ANS: T
Quality metrics, maturity models, statistical methods, and test plans are some of the tools used in
quality management.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
22. Project managers work with the project sponsors to define success for particular projects.
ANS: T
Project managers work with the project sponsors, the project team, and other stakeholders to meet
project goals. They also work with sponsors to define success for particular projects.
PTS: 1 DIF: Difficulty: Easy REF: p.16
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Knowledge
23. Good project managers assume that their definition of success is the same as the sponsors.
ANS: F
Good project managers do not assume that their definition of success is the same as the sponsors. They
take the time to understand their sponsors’ expectations and then track project performance based on
important success criteria.
PTS: 1 DIF: Difficulty: Moderate REF: p.16
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
24. Program managers are change agents.
ANS: T
Program managers are responsible for more than the delivery of project results. They are change
agents responsible for the success of products and processes developed by these projects.
PTS: 1 DIF: Difficulty: Moderate REF: p.17
OBJ: LO: 1-4 NAT: BUSPROG: Technology
TOP: Program and Project Portfolio Management KEY: Bloom's: Comprehension
25. Effective program managers recognize that managing a project is much more complex than managing
a program.
ANS: F
Effective program managers recognize that managing a program is much more complex than
managing a single project.
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PTS: 1 DIF: Difficulty: Moderate REF: p.17
OBJ: LO: 1-4 NAT: BUSPROG: Technology
TOP: Program and Project Portfolio Management KEY: Bloom's: Comprehension
26. Individual projects always address strategic goals whereas portfolio management addresses tactical
goals.
ANS: F
Tactical goals are generally more specific and short-term than strategic goals, which emphasize long-
term goals for an organization. Individual projects often address tactical goals, whereas portfolio
management addresses strategic goals.
PTS: 1 DIF: Difficulty: Moderate REF: p.18
OBJ: LO: 1-4 NAT: BUSPROG: Technology
TOP: Program and Project Portfolio Management KEY: Bloom's: Comprehension
27. It is mandatory for project managers working on large information technology projects to be experts in
the field of information technology.
ANS: F
Project managers for large IT projects do not have to be experts in the field of IT, but they must have
working knowledge of various technologies and understand how the project would enhance the
business.
PTS: 1 DIF: Difficulty: Moderate REF: p.23
OBJ: LO:1-5 NAT: BUSPROG: Technology
TOP: The Role of the Project Manager KEY: Bloom's : Comprehension
28. To be a successful manager, the only skills an IT project manager needs to possess is excellent
technical skills.
ANS: F
IT project managers must be willing to develop more than their technical skills to be productive team
members and successful project managers. Everyone, no matter how technical they are, should
develop business and soft skills.
PTS: 1 DIF: Difficulty: Easy REF: p.24
OBJ: LO: 1-5 NAT: BUSPROG: Technology
TOP: The Role of the Project Manager KEY: Bloom's: Comprehension
29. The introduction of new software makes basic tools, such as Gantt charts and network diagrams,
inexpensive and easy to create.
ANS: T
As computer hardware became smaller and more affordable and software companies
developed graphical, easy-to-use interfaces, project management software became
less expensive and more widely used. New software makes basic tools such as Gantt charts and
network diagrams inexpensive, easy to create, and available for anyone to update.
PTS: 1 DIF: Difficulty: Easy REF: p.28
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
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30. The enterprise project management software, which aids project and portfolio management, is a low-
end tool.
ANS: F
A category of project management software is high-end tools, sometimes referred to as enterprise
project management software. These tools provide robust capabilities to handle very large projects and
dispersed workgroups.
PTS: 1 DIF: Difficulty: Easy REF: p.34
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
MULTIPLE CHOICE
1. Which of the following is a difference between projects and operations?
a. Projects are undertaken to sustain an
organization’s business whereas
operations are not.
c. Projects are temporary endeavors whereas
an organization’s operations are ongoing
in nature.
b. Operations are undertaken to create
unique products, services, or results
whereas projects are not.
d. Operations have well-defined objectives
whereas projects do not need to have a
unique purpose.
ANS: C
A project is “a temporary endeavor undertaken to create a unique product, service, or result.”
Operations, on the other hand, is work done in organizations to sustain the business.
PTS: 1 DIF: Difficulty: Moderate REF: p.4
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
2. Which of the following is true of projects?
a. They have an indefinite beginning and
end.
c. They are developed using regressive
elaboration.
b. They have a unique purpose. d. They are permanent in nature.
ANS: B
One of the attributes of projects is that they has have a unique purpose. Every project should have a
well-defined objective.
PTS: 1 DIF: Difficulty: Moderate REF: p.6
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
3. The role of a _____ is to provide direction and funding for a project.
a. project sponsor c. support staff member
b. project manager d. project team
ANS: A
Most projects have many interested parties or stakeholders, but someone must take the primary role of
sponsorship. The project sponsor usually provides the direction and funding for the project.
PTS: 1 DIF: Difficulty: Easy REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge
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4. Galaxy, a construction company, buys a particular brand of tiles manufactured by Tiles and Floors, an
eco-friendly tile manufacturing company. However, Tiles and Floors has declared bankruptcy and
closed down. At present, Galaxy is facing a crisis because there are no other manufacturers in the
market that supplies eco-friendly tiles. Which of the following constraints is Galaxy currently facing?
a. Resources c. Scope
b. Time d. Cost
ANS: A
Every project is constrained in different ways. For some projects, resources are the main concern.
PTS: 1 DIF: Difficulty: Challenging REF: p.9
OBJ: LO: 1-2 NAT: BUSPROG: Reflective Thinking TOP: What is a Project?
KEY: Bloom's: Application
5. Steve, an engineer in a construction company, is at present working on a home construction project.
The home is being built for the Robinson family, the owners of the home. Steve is working with his
project team and support staff to ensure the project is completed on time. In such a scenario, the
project sponsor is _____.
a. Steve c. the project team
b. the support staff d. the Robinson family
ANS: D
Stakeholders are the people involved in or affected by project activities, and include the project
sponsor, project team, support staff, customers, among others. In a home construction project, the
project sponsors would be the potential new homeowners.
PTS: 1 DIF: Difficulty: Challenging REF: p. 10
OBJ: LO: 1-3 NAT: BUSPROG: Reflective Thinking
TOP: What is Project Management? KEY: Bloom's: Application
6. Project _____ management involves defining and managing all the work required to complete the
project successfully.
a. human resource c. time
b. scope d. cost
ANS: B
Project management knowledge areas describe the key competencies that project managers must
develop. Project scope management involves defining and managing all the work required to complete
the project successfully.
PTS: 1 DIF: Difficulty: Moderate REF: p.11
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
7. Project _____ management ensures that the project will satisfy the stated or implied needs for which it
was undertaken.
a. cost c. risk
b. time d. quality
ANS: D
Project management knowledge areas describe the key competencies that project managers must
develop. Project quality management ensures that the project will satisfy the stated or implied needs
for which it was undertaken.
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PTS: 1 DIF: Difficulty: Easy REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Knowledge
8. Which of the following project management knowledge areas primarily involve generating, collecting,
disseminating, and storing project information?
a. Project cost management c. Project time management
b. Project procurement management d. Project communications management
ANS: D
Project management knowledge areas describe the key competencies that project managers must
develop. Project communications management involves generating, collecting, disseminating, and
storing project information.
PTS: 1 DIF: Difficulty: Moderate REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Comprehension
9. Project procurement management mainly involves:
a. making effective use of the people
involved with the project.
c. generating, collecting, disseminating, and
storing project information.
b. buying goods and services for a project
from outside the performing organization.
d. identifying and analyzing stakeholder
needs while managing and controlling
their engagement.
ANS: B
Project management knowledge areas describe the key competencies that project managers must
develop. Project procurement management involves acquiring or procuring goods and services for a
project from outside the performing organization.
PTS: 1 DIF: Difficult: Moderate REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
10. Which of the following project management knowledge areas is an overarching function that affects
and is affected by the different knowledge areas?
a. Project cost management c. Project integration management
b. Project stakeholder management d. Project communications management
ANS: C
Project management knowledge areas describe the key competencies that project managers must
develop. Project integration management is an overarching function that affects and is affected by all
of the other knowledge areas.
PTS: 1 DIF: Difficulty: Easy REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
11. An important tool for project scope management is _____.
a. fast tracking c. a Gantt chart
b. crashing d. a work breakdown structure
ANS: D
Scope management uses scope statements, work breakdown structures, statements of
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work, requirements analyses, scope management plans, scope verification techniques, and scope
change controls.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
12. Which of the following tools are most likely to be used in project time management?
a. Payback analysis c. Gantt charts
b. Impact matrices d. Fishbone diagrams
ANS: C
Time management uses Gantt charts, project network diagrams, critical path analysis, crashing, fast
tracking, and schedule performance measurements.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Knowledge
13. Fast tracking is an example of a tool used in _____ management.
a. time c. communication
b. quality d. risk
ANS: A
Time management tools include Gantt charts, project network diagrams, critical path analysis,
crashing, fast tracking, and schedule performance measurements.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Knowledge
14. In which of the following areas of management is payback analysis most likely to be used?
a. Human resource c. Cost
b. Communication d. Quality
ANS: C
Tools used in cost management include payback analysis, earned value management, project portfolio
management, and cost estimates among others.
PTS: 1 DIF: Difficulty: Moderate REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
15. A _____ is a tool used in quality management.
a. probability matrice c. request for proposal
b. checklist d. critical path analysis
ANS: B
Quality management uses include quality metrics, checklists, quality control charts, Pareto diagrams,
and fishbone diagrams among others.
PTS: 1 DIF: Difficulty: Moderate REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
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16. Team building exercises and motivation techniques are tools used in _____ management.
a. procurement c. human resource
b. scope d. cost
ANS: C
Motivation techniques, empathic listening, resource histograms, and team building exercises are tools
used in human resource management.
PTS: 1 DIF: Difficulty: Easy REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Knowledge
17. Which of the following tools can best help in efficient communication management?
a. Kick-off meetings c. Requests for quotes
b. Impact matrices d. Fast tracking
ANS: A
Kick-off meetings are an important tool in project communication management. Other tools in
project communication management are communications management plans, conflict management,
communications media selection, and progress reports.
PTS: 1 DIF: Difficulty: Moderate REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
18. A _____ is a tool used in risk management.
a. work breakdown structure c. critical path analysis
b. project organizational chart d. probability matrice
ANS: D
Risk management plans, risk registers, probability/impact matrices, and risk rankings are different
tools used in risk management.
PTS: 1 DIF: Difficulty: Moderate REF: p.13
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
19. Which of the following statements is true of project management?
a. It is a simple discipline with a limited
scope.
c. It does not guarantee successes for all
projects.
b. It has specific tools which work
universally across all kinds of projects.
d. Its framework consists solely of project
management knowledge areas.
ANS: C
Despite its advantages, project management is a very broad, often complex discipline. What works for
one project may not work for another. Thus it is essential for project managers to continue to develop
their knowledge and skills in managing projects.
PTS: 1 DIF: Difficulty:Moderate REF: p.14
OBJ: LO: 1-3 NAT: BUSPROG: Analytic
TOP: What is Project Management? KEY: Bloom's: Comprehension
20. Which of the following is true of program managers?
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a. They report to project managers who
represent the next level in the hierarchy.
c. They provide leadership and direction for
project managers heading the projects
within a program.
b. They recognize that managing a program
is simpler than managing a project.
d. They are responsible solely for the
delivery of project results.
ANS: C
A program manager provides leadership and direction for the project managers heading the projects
within a program. Program managers also coordinate the efforts of project teams, functional groups,
suppliers, and operations staff supporting the projects to ensure that products and processes are
implemented to maximize benefits.
PTS: 1 DIF: Difficulty: Moderate REF: p.17
OBJ: LO: 1-4 NAT: BUSPROG: Analytic
TOP: Program and Project Portfolio Management KEY: Bloom's: Comprehension
21. Which of the following is a difference between project management and portfolio
management?
a. Project management involves making wise
investment decisions whereas portfolio
management does not.
c. Portfolio management asks questions like,
“Are we carrying out projects efficiently?”
whereas project management asks
questions such as “Are we investing in the
right areas?”
b. Portfolio management is an easy task
whereas project management is a more
difficult task.
d. Project management addresses specific,
short-term goals whereas portfolio
management focuses on long-term goals.
ANS: D
Individual projects often address tactical goals, whereas portfolio management addresses strategic
goals. Tactical goals are generally more specific and short-term than strategic goals.
PTS: 1 DIF: Difficulty: Moderate REF: p.17
OBJ: LO: 1-4 NAT: BUSPROG: Analytic
TOP: Program and Project Portfolio Management KEY: Bloom's: Comprehension
22. A difference between strategic and tactical goals is that:
a. strategic goals are more specific than
tactical goals.
c. tactical goals are more important for a
project than strategic goals.
b. tactical goals encompass broader
dimensions than strategic goals.
d. strategic goals are long-term in nature
whereas tactical goals are short-term.
ANS: D
Tactical goals are generally more specific and short-term than strategic goals, which emphasize long-
term goals for an organization.
PTS: 1 DIF: Difficulty: Moderate REF: p.17-18
OBJ: LO: 1-4 NAT: BUSPROG: Analytic
TOP: Program and Project Portfolio Management KEY: Bloom's: Comprehension
23. Which of the following questions reflect the strategic goals of project portfolio management?
a. Are we carrying out projects well? c. Are we investing in the right areas?
b. Are projects on time and on budget? d. Do stakeholders know what they should
be doing?
ANS: C
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The strategic goals of project portfolio management raise questions such as “Are we working on the
right projects?”, “Are we investing in the right areas?”, and “Do we have the right resources to be
competitive?”
PTS: 1 DIF: Difficulty: Moderate REF: p.18
OBJ: LO: 1-4 NAT: BUSPROG: Analytic
TOP: Program and Project Portfolio Management KEY: Bloom's: Comprehension
24. Martha works as a project manager at a bank. Due to certain changes in external factors, Martha needs
to make a few alterations in the tactical goals of her project. In such a scenario, which of the following
will best help Martha cope with the change?
a. Negotiation
b. Project environment knowledge
c. Motivation
d. Soft skills
ANS: B
The project environment differs from organization to organization and project to project, but some
skills will help in almost all project environments. These skills include understanding change and
understanding how organizations work within their social, political, and physical environments.
Project managers must be comfortable leading and handling change, because most projects introduce
changes in organizations and involve changes within the projects themselves.
PTS: 1 DIF: Difficulty: Challenging REF: p.22
OBJ: LO: 1-5 NAT: BUSPROG: Reflective Thinking
TOP: The Role of the Project Manager KEY: Bloom's: Application
25. Joe is a project manager in an IT company and has over the years, gained substantial knowledge in his
area of work. However, while managing his team, he often loses his temper. In addition, he fails to be
an active listener when his team members approach him with work related challenges. In which of the
following areas does Joe need to develop his skills in?
a. Application area knowledge
b. Project environment knowledge
c. Standards and regulations
d. Human relations skills
ANS: D
Achieving high performance on projects requires soft skills, otherwise called human
relations skills. Project managers need good soft skills to understand, navigate, and meet stakeholders’
needs and expectations. They need to be able to listen actively to what others are saying, help develop
new approaches for solving problems, and then persuade others to work toward achieving project
goals.
PTS: 1 DIF: Difficulty: Challenging REF: p.23
OBJ: LO: 1-5 NAT: BUSPROG: Reflective Thinking
TOP: The Role of the Project Manager KEY: Bloom's: Application
26. Which of the following best defines the role of leaders?
a. They focus on short-term objectives. c. They work solely toward day-to-day
details of meeting specific tasks.
b. They work on achieving primarily tactical
goals.
d. They inspire people to reach goals.
ANS: D
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Generally, a leader focuses on long-term goals and big-picture objectives while inspiring people to
reach those goals.
PTS: 1 DIF: Difficulty: Easy REF: p. 24
OBJ: LO: 1-5 NAT: BUSPROG: Analytic
TOP: The Role of the Project Manager KEY: Bloom's: Knowledge
27. A Gantt chart is a standard format for displaying project schedule information by listing project
activities and their corresponding start and finish dates in a ____ format.
a. calendar c. bar graph
b. line graph d. pie chart
ANS: A
A Gantt chart was developed by Henry Gantt for scheduling work in factories. A Gantt chart is a
standard format for displaying project schedule information by listing project activities and their
corresponding start and finish dates in calendar form.
PTS: 1 DIF: Difficulty: Easy REF: p. 26
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
28. A critical path:
a. is the shortest path through a network
diagram.
c. determines the earliest completion date of
a project.
b. represents schedule information in
calendar form.
d. is a quality management tool to ensure a
project meets the minimum quality
standards.
ANS: C
The critical path is the longest path through a network diagram that determines the earliest completion
of a project. It shows which tasks affect the target completion date of a project, and it can change as
work proceeds and more information becomes available.
PTS: 1 DIF: Difficulty: Moderate REF: p. 27
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Comprehension
29. A _____ is an organizational group responsible for coordinating the project management function
throughout an organization.
a. Project Management Office c. Project Management Center
b. Project Management Professional d. Portfolio Group
ANS: A
In the 1990s, many companies began creating Project Management Offices to help them handle the
increasing number and complexity of projects. A Project Management Office (PMO) is an
organizational group responsible for coordinating the project management function throughout an
organization.
PTS: 1 DIF: Difficulty: Easy REF: p. 28
OBJ: LO: 1-6 NAT: BUSPROG: Analytic
TOP: The Project Management Profession KEY: Bloom's: Knowledge
30. Which of the following provides certification as a Project Management Professional?
a. PMS c. PMI
b. PMC d. PMP
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ANS: C
PMI or the Project Management Institute provides certification as a Project Management Professional
(PMP). A Project Management Professional (PMP) is someone who has documented sufficient project
experience and education, agreed to follow the PMI code of professional conduct, and demonstrated
knowledge of project management by passing a comprehensive examination.
PTS: 1 DIF: Difficulty: Easy REF: p.30
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
31. Which of the following refers to a set of principles that guides decision making based on personal
values of what is considered right and wrong?
a. Ethics c. Laws
b. Civics d. Politics
ANS: A
Ethics is a set of principles that guides decision making based on personal values of what is considered
right and wrong. Making ethical decisions is an important part of project managers’ personal and
professional lives because it generates trust and respect with other people.
PTS: 1 DIF: Difficulty: Easy REF: p.32
OBJ: LO: 1-6 NAT: BUSPROG: Analytic
TOP: The Project Management Profession KEY: Bloom's: Knowledge
32. Which of the following is true of low-end tools of the project management software?
a. They are designed for especially large
projects with multiple users.
c. They provide basic project management
features.
b. Their main advantage is that they have
unlimited functionality.
d. They are referred to as an enterprise
project management software.
ANS: C
In a project management software, low-end tools provide basic project management features and are
often recommended for small projects and single users.
PTS: 1 DIF: Difficulty: Easy REF: p.34
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
33. Which of the following types of tools is usually recommended for small projects and single users?
a. Low-end c. High-end
b. Midrange d. Upper range
ANS: A
Low-end tools provide basic project management features and generally cost less than $200 per user
They are often recommended for small projects and single users.
PTS: 1 DIF: Difficulty: Easy REF: p.34
OBJ: LO:1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
34. Enterprise project management softwares are also known as _____ tools of project management
software.
a. baseline c. low-end
b. midrange d. high-end
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ANS: D
Project management software tools can be divided into three general categories based on functionality
and price. One of these tools are high-end tools which are sometimes referred to as enterprise project
management software.
PTS: 1 DIF: Difficulty: Easy REF: p.34
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
35. Which of the following is a difference between low-end and midrange tools of the project management
software?
a. Low-end tools are designed to handle
primarily multiple users whereas midrange
tools are created to handle single users.
c. Midrange tools provide basic project
management features whereas low-end
tools offer enterprise and portfolio
management functions.
b. Low-end tools provide robust capabilities
to handle dispersed workgroups whereas
midrange tools do not.
d. Midrange tools are designed to handle
larger projects than low-end tools.
ANS: D
In a project management software, midrange tools is a step up from low-end tools. They are designed
to handle larger projects, multiple users, and multiple projects.
PTS: 1 DIF: Difficulty: Moderate REF: p.34
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Comprehension
COMPLETION
1. Until the 1980s, project management primarily focused on providing _____ and resource data to top
management in the military, computer, and construction industries.
ANS: schedule
PTS: 1 DIF: Difficulty: Easy REF: p.2
OBJ: LO: 1-1 NAT: BUSPROG: Technology TOP: Introduction
KEY: Bloom's: Knowledge
2. A(n) _____ is a temporary endeavor undertaken to create a unique product, service, or result.
ANS: project
PTS: 1 DIF: Difficulty: Easy REF: p.4
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge
3. _____ refers to work done in organizations to sustain the business.
ANS: Operations
PTS: 1 DIF: Difficulty: Easy REF: p.4
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge
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4. _____ include people, hardware, software, or other assets.
ANS: Resources
PTS: 1 DIF: Difficulty: Easy REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Technology TOP: What is a Project?
KEY: Bloom's: Knowledge
5. A project’s sponsor is also known as a(n) _____.
ANS: primary customer
PTS: 1 DIF: Difficulty: Easy REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge
6. In project management, the three limitations of scope, time, and cost are referred to as the _____.
ANS: triple constraint
PTS: 1 DIF: Difficulty: Easy REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Technology TOP: What is a Project?
KEY: Bloom's: Knowledge
7. The question, “What unique product does the customer expect from the project?” is an example of a(n)
_____ constraint.
ANS: scope
PTS: 1 DIF: Difficulty: Moderate REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension
8. The question, “What is the project’s schedule?” is an example of a(n) _____ constraint.
ANS: time
PTS: 1 DIF: Difficulty: Moderate REF: p.7
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Product?
KEY: Bloom's: Comprehension
9. “What is the project’s budget?” This is an example of a project’s _____ constraint.
ANS: cost
PTS: 1 DIF: Difficulty: Easy REF: p.8
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Product?
KEY: Bloom's: Knowledge
10. The _____ of project management includes quality, scope, time, and cost constraints.
ANS: quadruple constraint
18. Full download please contact u84757@protonmail.com or qidiantiku.com
PTS: 1 DIF: Difficulty: Easy REF: p.9
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge
11. _____ is “the application of knowledge, skills, tools, and techniques to project activities to meet
project requirements.”
ANS: Project management
PTS: 1 DIF: Difficulty: Easy REF: p.9
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
12. Project management _____ describe the key competencies that project managers must develop.
ANS: knowledge areas
PTS: 1 DIF: Difficulty: Easy REF: p.11
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Knowledge
13. Project _____ management includes estimating how long it will take to complete work, develop an
acceptable project schedule, and ensure timely completion of a project.
ANS: time
PTS: 1 DIF: Difficulty: Moderate REF: p.11
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Comprehension
14. Project _____ management consists of preparing and managing the budget for a project.
ANS: cost
PTS: 1 DIF: Difficulty: Moderate REF: p.12
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Comprehension
15. A(n) _____ is “a group of related projects managed in a coordinated way to obtain benefits and control
not available from managing them individually.”
ANS: program
PTS: 1 DIF: Difficulty: Easy REF: p.17
OBJ: LO: 1-4 NAT: BUSPROG: Technology
TOP: Program and Portfolio Management KEY: Bloom's: Knowledge
16. _____ refers to the process in which organizations group and manage projects and programs as a
cluster of investments that contribute to the entire enterprise’s success.
ANS: Project portfolio management
PTS: 1 DIF: Difficulty: Easy REF: p.17
OBJ: LO: 1-4 NAT: BUSPROG: Technology
19. Full download please contact u84757@protonmail.com or qidiantiku.com
TOP: Program and Portfolio Management KEY: Bloom's: Knowledge
17. The _____ software integrates information from multiple projects to show the status of active,
approved, and future projects across an entire organization.
ANS: portfolio project management
PTS: 1 DIF: Difficulty: Easy REF: p.20
OBJ: LO: 1-4 NAT: BUSPROG: Technology
TOP: Program and Portfolio Management KEY: Bloom's: Knowledge
18. Soft skills are also known as _____ skills.
ANS: human relations
PTS: 1 DIF: Difficulty: Easy REF: p.23
OBJ: LO: 1-5 NAT: BUSPROG: Analytic
TOP: The Role of the Project Manager KEY: Bloom's: Knowledge
19. The critical path is the _____ path through a network diagram that determines the earliest completion
of a project.
ANS: longest
PTS: 1 DIF: Difficulty: Moderate REF: p.27
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Comprehension
20. The _____ is an international professional society for project managers founded in 1969.
ANS: Project Management Institute
PTS: 1 DIF: Difficulty: Easy REF: p.30
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
21. Passing the CPA exam is a standard for accountants. Similarly, passing the PMP exam is becoming a
standard for _____.
ANS: project managers
PTS: 1 DIF: Difficulty: Moderate REF: p.32
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Comprehension
22. Ethics is a set of principles that guides decision making based on _____ of what is considered right
and wrong.
ANS: personal values
PTS: 1 DIF: Difficulty: Moderate REF: p.32
OBJ: LO: 1-6 NAT: BUSPROG: Analytic
TOP: The Project Management Profession KEY: Bloom's: Comprehension
20. Full download please contact u84757@protonmail.com or qidiantiku.com
23. _____ tools, a step up from low-end tools, are designed to handle larger projects, multiple users, and
multiple projects.
ANS: Midrange
PTS: 1 DIF: Difficulty: Easy REF: p.34
OBJ: LO:1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
24. High-end tools in project management software have enterprise and _____ functions that summarize
and combine individual project information to provide an enterprise view of all projects.
ANS: portfolio management
PTS: 1 DIF: Difficulty: Moderate REF: p.34
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Comprehension
25. High-end tools are generally licensed on a(n) _____ basis.
ANS: per-user
PTS: 1 DIF: Difficulty: Easy REF: p.34
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Knowledge
ESSAY
1. Describe the triple constraint. What are the three components and what is the relationship between
them?
ANS:
Every project is constrained in different ways by its scope, time, and cost goals. These limitations are
sometimes referred to in project management as the triple constraint. To create a successful project, a
project manager must consider scope, time, and cost and balance these three often-competing goals.
He or she must consider the following:
Scope: This goal involves questions such as, “What work will be done as part of the project? What
unique product, service, or result does the customer or sponsor expect from the project? How will the
scope be verified?”
Time: This goal encompasses questions such as, “How long should it take to complete the project?
What is the project’s schedule? How will the team track actual schedule performance? Who can
approve changes to the schedule?”
Cost: This goals deals with questions such as, “What should it cost to complete the project? What is
the project’s budget? How will costs be tracked? Who can authorize changes to the budget?”
Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a
project. Experienced project managers know that they must decide which aspect of the triple constraint
is most important. If time is most important, one must change the initial scope and/or cost goals to
meet the schedule. If scope goals are most important, one may need to adjust time and/or cost goals.
21. Full download please contact u84757@protonmail.com or qidiantiku.com
PTS: 1 DIF: Difficulty: Moderate REF: p. 7-9
OBJ: LO: 1-2 NAT: BUSPROG: Technology TOP: What is a Project?
KEY: Bloom's: Comprehension
2. List and describe each of the ten project management knowledge areas.
ANS:
Project management knowledge areas describe the key competencies that project managers
must develop. These are as follows:
(1) Project scope management involves defining and managing all the work required to complete the
project successfully.
(2) Project time management includes estimating how long it will take to complete the work,
developing an acceptable project schedule, and ensuring timely completion of the project.
(3) Project cost management consists of preparing and managing the budget for the project.
(4) Project quality management ensures that the project will satisfy the stated or implied needs for
which it was undertaken.
(5) Project human resource management is concerned with making effective use of the people
involved with the project.
(6) Project communications management involves generating, collecting, disseminating, and storing
project information.
(7) Project risk management includes identifying, analyzing, and responding to risks related to the
project.
(8) Project procurement management involves acquiring or procuring goods and services for a project
from outside the performing organization.
(9) Project stakeholder management includes identifying and analyzing stakeholder needs while
managing and controlling their engagement throughout the life of the project.
(10) Project integration management is an overarching function that affects and is affected by all of the
other knowledge areas.
PTS: 1 DIF: Difficulty: Moderate REF: p.11-12
OBJ: LO: 1-3 NAT: BUSPROG: Technology
TOP: What is Project Management? KEY: Bloom's: Comprehension
3. What are some of the qualities of a good project manager? Explain.
ANS:
22. Full download please contact u84757@protonmail.com or qidiantiku.com
Project managers often take on the role of both leader and manager. Good project managers know that
people make or break projects, so they must set a good example to lead their team to success. They are
aware of the greater needs of their stakeholders and organizations, so they are visionary in guiding
their current projects and in suggesting future ones. Companies that excel in project management grow
project “leaders,” emphasizing development of business and communication skills. Yet good project
managers must also focus on getting the job done by paying attention to the details and daily
operations of each task. The best project managers have leadership and management characteristics;
they are visionary yet focused on the bottom line. Above all else, good project managers focus on
achieving positive results.
PTS: 1 DIF: Difficulty: Moderate REF: p.25
OBJ: LO: 1-5 NAT: BUSPROG: Analytic
TOP: The Role of the Project Manager KEY: Bloom's: Comprehension
4. Discuss the PMP certification. What are the advantages of obtaining PMP certification?
ANS:
The Project Management Institute (PMI) provides certification as a Project Management Professional
(PMP)—someone who has documented sufficient project experience and education, agreed to follow
the PMI code of professional conduct, and demonstrated knowledge of the field of project
management by passing a comprehensive examination.
Organizations that support PMP certification see the value of investing in programs to improve their
employees’ knowledge in project management. Many employers today require specific certifications
to ensure their workers have current skills, and job seekers find that they often have an advantage
when they earn and maintain marketable certifications.
Passing the PMP exam is becoming a standard for project managers. Project management certification
is also enabling professionals in the field to share a common base of knowledge. Sharing a common
base of knowledge is important because it helps advance the theory and practice of project
management. PMI also offers additional certifications, including agile techniques, scheduling, risk,
and program management.
PTS: 1 DIF: Difficulty: Moderate REF: p.30-32
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Comprehension
5. Discuss the PMI Code of Ethics and Professional Conduct.
ANS:
PMI approved a new Code of Ethics and Professional Conduct that took effect in January 2007. This
code applies not only to PMPs, but to all PMI members and individuals who hold a PMI certification,
apply for a PMI certification, or serve PMI in a volunteer capacity. It is vital for project management
practitioners to conduct their work in an ethical manner. Even if one is not affiliated with PMI, these
guidelines can help one conduct their work in an ethical manner, which helps the profession earn the
confidence of the public, employers, employees, and all project stakeholders. The PMI Code of Ethics
and Professional Conduct includes short chapters addressing vision and applicability, responsibility,
respect, fairness, and honestly.
PTS: 1 DIF: Difficulty: Moderate REF: p.32
OBJ: LO: 1-6 NAT: BUSPROG: Technology
TOP: The Project Management Profession KEY: Bloom's: Comprehension