Managing Information Technology Projects International edition 6th Edition Kathy Schwalbe- Test Bank
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Sample Test
Chapter 3: The Project Management Process Groups: A Case Study
TRUE/FALSE
1. Decisions
and actions taken in one knowledge area at a certain time rarely affect other
knowledge areas.
ANS:
F
PTS:
1
REF: 78
2. Initiating
processes take place during each phase of a project.
ANS: T
PTS:
1
REF: 79
3. Initiating
processes are not required to end a project.
ANS:
F
PTS:
1
REF: 79
4. The
level of activity and length of each process group varies for every project.
ANS:
T
PTS:
1
REF: 79-80
5. Initiating
and closing tasks are usually the longest and require the most amount of
resources and time.
ANS:
F
PTS: 1
REF: 80
6. Research
suggests that companies working to implement best practices should spend less
than 10 percent of project time in initiating and planning.
ANS:
F
PTS:
1
REF: 81
7. The
executing process group generally requires the most resources.
ANS:
T
PTS:
1
REF: 82
8. Monitoring
and controlling processes overlap all of the other project management process
groups.
ANS:
T
PTS:
1
REF: 82
9. Key
outcomes of the executing process group are formal acceptance of the work and
creation of closing documents.
ANS:
F
PTS:
1
REF: 82
10.
The majority of organizations develop their own internal
information technology project management methodologies.
ANS:
F
PTS:
1
REF: 85
11.
You cannot tailor RUP to include the PMBOK process groups.
ANS:
F
PTS:
1
REF: 85
12.
DMAIC is used to improve an existing business process.
ANS:
T
PTS:
1
REF: 86
13.
An organization should put considerable thought into project
selection to ensure that it initiates the right kinds of projects for the right
reasons.
ANS:
T
PTS:
1
REF: 87
14.
In the long-term view, it is better to have a huge success on an
unimportant project than to have a moderate success on an important project.
ANS:
F
PTS:
1
REF: 87
15.
Information technology is usually a support function in an
organization.
ANS:
T
PTS:
1
REF: 87
16.
Information systems must support the firm’s business goals, such
as developing its own intranet site applications.
ANS:
F
PTS:
1
REF: 87
17.
An organization may initiate information technology projects for
several reasons, but the most important reason is to support business
objectives.
ANS:
T
PTS:
1
REF: 87
18.
It is good practice to lay the groundwork for a project after it
officially starts.
ANS:
F
PTS:
1
REF: 87
19.
A stakeholder management strategy is an approach to help
increase the support of stakeholders throughout the project.
ANS:
T
PTS:
1
REF: 93
20.
Some project managers do not even write down stakeholder
information because they do not consider stakeholder management as a crucial
part of their jobs.
ANS:
F
PTS:
1
REF: 93
21.
The kick-off meeting is always held before the business case and
project charter are completed.
ANS:
F
PTS:
1
REF: 95
22.
A milestone list is an output list associated with the Project
Scope Management knowledge area.
ANS:
F
PTS:
1
REF: 97
23.
The WBS provides a basis for creating the project schedule and
performing earned value management for measuring and forecasting project
performance.
ANS:
T
PTS:
1
REF: 104
24.
Project initiation involves taking the actions necessary to
ensure that activities in the project plan are completed.
ANS:
F
PTS:
1
REF: 106
25.
Planning the project includes work required to introduce any new
hardware, software, and procedures into normal operations.
ANS:
T
PTS:
1
REF: 106
26.
The products of the project are produced during project
implementation, and it usually takes the least amount of resources to
accomplish this process.
ANS: F
PTS:
1
REF: 106
27.
Human resource issues often occur during project execution,
especially conflicts.
ANS:
T
PTS:
1
REF: 107
28.
The process of acquiring a project team falls under the Project
Human Resource Management knowledge area.
ANS:
T
PTS:
1
REF: 108
29.
In addition to progress reports, an important tool for
monitoring and controlling a project is using project management software.
ANS:
T
PTS:
1
REF: 114
30.
Even though many information technology projects are canceled
before completion, it is still important to formally close any project and
reflect on what can be learned to improve future projects.
ANS:
T
PTS:
1
REF: 114
MULTIPLE CHOICE
1. Projects
involve ____ project management process groups.
|
a. |
three |
c. |
eight |
|
b. |
five |
d. |
ten |
ANS:
B
PTS: 1
REF: 78
2. ____
include defining and authorizing a project or project phase.
|
a. |
Initiating processes |
c. |
Executing processes |
|
b. |
Planning processes |
d. |
Monitoring and controlling processes |
ANS: A
PTS:
1
REF: 79
3. ____
include devising and maintaining a workable scheme to ensure that the project
addresses the organization’s needs.
|
a. |
Initiating processes |
c. |
Executing processes |
|
b. |
Planning processes |
d. |
Monitoring and controlling processes |
ANS:
B
PTS:
1
REF: 79
4. Examples
of ____ include acquiring and developing the project team, performing quality
assurance, distributing information, managing stakeholder expectations, and
conducting procurements.
|
a. |
monitoring and controlling processes |
c. |
planning processes |
|
b. |
executing processes |
d. |
initiating processes |
ANS:
B
PTS: 1
REF: 79
5. A
common ____ is reporting performance, where project stakeholders can identify
any necessary changes that may be required to keep the project on track.
|
a. |
executing process |
c. |
monitoring and controlling process |
|
b. |
closing process |
d. |
planning process |
ANS:
C
PTS:
1
REF: 79
6. Administrative
activities are often involved in ____, such as archiving project files, closing
out contracts, documenting lessons learned, and receiving formal acceptance of
the delivered work as part of the phase or project.
|
a. |
monitoring and controlling processes |
c. |
initiating processes |
|
b. |
executing processes |
d. |
closing processes |
ANS:
D
PTS: 1
REF: 79
7. During
____ processes for a new project, the organization recognizes that a new
project exists, and completes a project charter as part of this recognition.
|
a. |
initiating |
c. |
opening |
|
b. |
planning |
d. |
controlling |
ANS:
A
PTS:
1
REF: 81
8. ____
is crucial in information technology projects because once a project team
implements a new system, it takes a considerable amount of effort to change the
system.
|
a. |
Initiating |
c. |
Executing |
|
b. |
Planning |
d. |
Closing |
ANS:
B
PTS:
1
REF: 81
9. The
project integration management knowledge area maps to the ____ process group
through the activities of developing project charters.
|
a. |
initiating |
c. |
executing |
|
b. |
planning |
d. |
monitoring and controlling |
ANS:
A
PTS:
1
REF: 83
10.
The project scope management knowledge area maps to the ____
process group through the activities of scope verification and scope control.
|
a. |
initiating |
c. |
executing |
|
b. |
planning |
d. |
monitoring and controlling |
ANS:
D
PTS:
1
REF: 83
11.
The project time management knowledge area maps to the ____
process group through the activity of schedule control.
|
a. |
initiating |
c. |
executing |
|
b. |
planning |
d. |
monitoring and controlling |
ANS:
D
PTS:
1
REF: 83
12.
____ is a planning process falling under the Project Integration
Management knowledge area.
|
a. |
Schedule development |
c. |
Create WBS |
|
b. |
Develop project management plan |
d. |
Quality planning |
ANS:
B
PTS:
1
REF: 83
13.
____ is a planning process falling under the Project Scope
Management knowledge area.
|
a. |
Schedule development |
c. |
Create WBS |
|
b. |
Develop project management plan |
d. |
Quality planning |
ANS:
C
PTS:
1
REF: 83
14.
____ is a monitoring and controlling process.
|
a. |
Develop project team |
c. |
Risk response planning |
|
b. |
Request seller responses |
d. |
Integrated change control |
ANS:
D
PTS:
1
REF: 83
15.
The project cost management knowledge area maps to the ____
process group through the activities of estimating cases and budget
determination.
|
a. |
initiating |
c. |
executing |
|
b. |
planning |
d. |
monitoring and controlling |
ANS:
B
PTS:
1
REF: 84
16.
The project communications management knowledge area maps to the
____ process group through the activity of information distribution.
|
a. |
initiating |
c. |
executing |
|
b. |
planning |
d. |
monitoring and controlling |
ANS:
C
PTS: 1
REF: 84
17.
The project procurement management knowledge area maps to the
____ process group through the activity of administering procurements.
|
a. |
initiating |
c. |
executing |
|
b. |
planning |
d. |
monitoring and controlling |
ANS: D
PTS:
1
REF: 84
18.
The project procurement management knowledge area maps to the
____ process group through the activities conducting procurements.
|
a. |
initiating |
c. |
executing |
|
b. |
planning |
d. |
monitoring and controlling |
ANS:
C
PTS:
1
REF: 84
19.
____ is an iterative software development process that focuses
on team productivity and delivers software best practices to all team members.
|
a. |
RAP |
c. |
RUP |
|
b. |
RIP |
d. |
ROP |
ANS:
C
PTS:
1
REF: 85
20.
____ should serve as the foundation for deciding which projects
to pursue.
|
a. |
Strategic planning |
c. |
Successful past projects |
|
b. |
Project managers |
d. |
Employee abilities |
ANS:
A
PTS:
1
REF: 87
21.
An organization may initiate information technology projects for
several reasons, but the most important reason is to support ____.
|
a. |
financial security |
c. |
technological advances |
|
b. |
business objectives |
d. |
shareholders |
ANS:
B
PTS:
1
REF: 87
22.
A ____ is a document that includes details related to the
identified project stakeholders.
|
a. |
stakeholder register |
c. |
stakeholder directory |
|
b. |
stakeholder list |
d. |
stakeholder contact list |
ANS:
A
PTS:
1
REF: 92
23.
A ____ is an approach to help increase the support of
stakeholders throughout the project.
|
a. |
stakeholder management plan |
c. |
stakeholder management strategy |
|
b. |
stakeholder strategy |
d. |
stakeholder management list |
ANS:
C
PTS:
1
REF: 93
24.
A ____ is a meeting held at the beginning of a project so that
stakeholders can meet each other, review the goals of the project, and discuss
future plans.
|
a. |
kick-off party |
c. |
kick-off meeting |
|
b. |
launch meeting |
d. |
project launch meeting |
ANS:
C
PTS:
1
REF: 95
25.
The ____ is often held after the business case and project
charter are completed, but it could be held sooner, as needed.
|
a. |
kick-off project |
c. |
launch meeting |
|
b. |
kick-off meeting |
d. |
launch project |
ANS:
B
PTS:
1
REF: 95
26.
It is good practice to focus on the ____ of meetings.
|
a. |
flow |
c. |
agenda |
|
b. |
planning |
d. |
results |
ANS:
D
PTS:
1
REF: 96
27.
Quality metrics are an output of project ____.
|
a. |
cost management |
c. |
integration management |
|
b. |
scope management |
d. |
quality management |
ANS:
D
PTS:
1
REF: 98
28.
The ____ provides a basis for creating the project schedule and
performing earned value management for measuring and forecasting project
performance.
|
a. |
WSB |
c. |
WBS |
|
b. |
project team analysis |
d. |
project tool |
ANS:
C
PTS:
1
REF: 104
29.
____ the project involves taking the actions necessary to ensure
that activities in the project plan are completed.
|
a. |
Executing |
c. |
Starting |
|
b. |
Initiating |
d. |
Coordinating |
ANS:
A
PTS:
1
REF: 106
30.
The ____ process involves gaining stakeholder and customer
acceptance of the final products and services and bringing the project, or
project phase, to an orderly end.
|
a. |
ending |
c. |
developing |
|
b. |
closing |
d. |
completing |
ANS:
B
PTS:
1
REF: 114
COMPLETION
1. A(n)
____________________ is a series of actions directed toward a particular
result.
ANS: process
PTS:
1
REF: 79
2. ____________________
progress from initiation activities to planning activities, executing
activities, monitoring and controlling activities, and closing activities.
ANS: Project management process groups
PTS:
1
REF: 79
3. The
____________________ plan coordinates and encompasses information from all
other plans.
ANS: project management
PTS: 1
REF: 79
4. Each
of the five project management ____________________ is characterized by the
completion of certain tasks.
ANS: process groups
PTS:
1
REF: 81
5. The
ideal outcome of the monitoring and ____________________ process group is
to complete a project successfully by delivering the agreed-upon project scope
within time, cost, and quality constraints.
ANS: controlling
PTS:
1
REF: 82
6. Many
of the project management processes occur as part of the ____________________
process group.
ANS: planning
PTS:
1
REF: 83
7. A(n)
____________________ describes how things should be done.
ANS: methodology
PTS:
1
REF: 85
8. Ideally,
the ____________________ would be involved in initiating a project, but often
the project manager is selected after many initiation decisions have already
been made.
ANS: project manager
PTS:
1
REF: 87
9. Developing
a(n) ____________________ to share its project management knowledge could help
a company reduce internal costs by working more effectively.
ANS: intranet
PTS:
1
REF: 87
10.
____________________ are people involved in or affected by project
activities and include the project sponsor, project team, support staff,
customers, users, suppliers, and even opponents to the project.
ANS: Stakeholders
PTS:
1
REF: 92
11.
A(n) ___________________ includes basic information such as
stakeholder names, level of interest in the project, level of influence on the
project, and potential management strategies for gaining support or reducing
obstacles from that particular stakeholder.
ANS: stakeholder management strategy
PTS:
1
REF: 93
12.
____________________ is often the most difficult and
unappreciated process in project management.
ANS: Planning
PTS:
1
REF: 96
13.
The main purpose of project plans is to ____________________
project execution.
ANS: guide
PTS:
1
REF: 96
14.
A(n) ____________________ is the output of risk identification
planning.
ANS: risk register
PTS:
1
REF: 98
15.
The ____________________ is a very important tool in project
management because it provides the basis for deciding how to do the work.
ANS:
WBS
work breakdown structure
work breakdown structure (WBS)
PTS:
1
REF: 104
16.
____________________ the project includes work required to
introduce any new hardware, software, and procedures into normal operations.
ANS: Executing
PTS:
1
REF: 106
17.
The process of information distribution falls under the ____________________
knowledge area.
ANS:
project communications
project communications management
PTS:
1
REF: 108
18.
____________________ and controlling is the process of measuring
progress toward project objectives, monitoring deviation from the plan, and
taking corrective action to match progress with the plan.
ANS: Monitoring
PTS:
1
REF: 111
ESSAY
1. List
and describe the five process management groups.
ANS:
Initiating processes include
defining and authorizing a project or project phase. Initiating processes take
place during each phase of a project. Therefore, you cannot equate process
groups with project phases. Recall that there can be different project phases,
but all projects will include all five process groups. For example, project
managers and teams should reexamine the business need for the project during
every phase of the project life cycle to determine if the project is worth
continuing. Initiating processes are also required to end a project. Someone
must initiate activities to ensure that the project team completes all the
work, documents lessons learned, assigns project resources, and that the
customer accepts the work.
Planning processes include devising and
maintaining a workable scheme to ensure that the project addresses the
organization’s needs. There are several plans for projects, such as the scope
management plan, schedule management plan, cost management plan, procurement
management plan, and so on, defining each knowledge area as it relates to the
project at that point in time. For example, a project team must develop a plan
to define the work that needs to be done for the project, to schedule
activities related to that work, to estimate costs for performing the work, to
decide what resources to procure to accomplish the work, and so on. To account
for changing conditions on the project and in the organization, project teams
often revise plans during each phase of the project life cycle.
Executing processes include coordinating
people and other resources to carry out the various plans and produce the
products, services, or results of the project or phase. Examples of executing
processes include acquiring and developing the project team, performing quality
assurance, distributing information, managing stakeholder expectations, and
conducting procurements.
Monitoring and controlling processes include
regularly measuring and monitoring progress to ensure that the project team
meets the project objectives. The project manager and staff monitor and measure
progress against the plans and take corrective action when necessary. A common
monitoring and controlling process is reporting performance, where project
stakeholders can identify any necessary changes that may be required to keep
the project on track.
Closing processes include formalizing
acceptance of the project or project phase and ending it efficiently.
Administrative activities are often involved in this process group, such as
archiving project files, closing out contracts, documenting lessons learned,
and receiving formal acceptance of the delivered work as part of the phase or
project.
PTS:
1
REF: 79
2. What
is a methodology and what are some methodologies other than the PMBOK Guide do organizations
use as a basis for project management methodology?
ANS:
A methodology describes how things should
be done, and different organizations often have different ways of doing things.
In addition to using the PMBOK® Guide as a basis for project
management methodology,
many organizations use others, such as the following:
- PRojects
IN Controlled Environments (PRINCE2): Originally developed for information
technology projects, PRINCE2 was released in 1996 as a generic project management
methodology by the U.K. Office of Government Commerce (OCG). It is the de
facto standard in the United Kingdom and is used in over 50 countries.
(See www.prince2.com for more information.) PRINCE2 defines 45 separate
subprocesses and organizes these into eight process groups as follows:
1. Starting
Up a Project
2. Planning
3. Initiating
a Project
4. Directing
a Project
5. Controlling
a Stage
6. Managing
Product Delivery
7. Managing
Stage Boundaries
8. Closing
a Project
- Agile
methodologies: Agile software development is a form of adaptive software
development. All agile methodologies include an iterative workflow and
incremental delivery of software in short iterations. Several popular
agile methodologies include extreme programming, scrum, feature driven
development, lean software development, Agile Unified Process (AUP),
Crystal, and Dynamic Systems Development Method (DSDM). (See Web sites
like www.agilealliance.org and the Suggested Readings on the companion Web
site for this text for more information.)
- Rational
Unified Process (RUP) framework: RUP is an iterative software development
process that focuses on team productivity and delivers software best
practices to all team members. According to RUP expert Bill Cottrell, “RUP
embodies industry-standard management and technical methods and techniques
to provide a software engineering process particularly suited to creating
and maintaining component-based software system solutions.”6 Cottrell
explains that you can tailor RUP to include the PMBOK process groups,
since several customers asked for that capability. There are several other
project management methodologies specifically for software development
projects such as Joint Application Development (JAD) and Rapid Application
Development (RAD). (See Web sites such as www.ibm.com/software/awdtools/rup
for more information.)
- Six
Sigma methodologies: Many organizations have projects underway that use
Six Sigma methodologies. The work of many project quality experts
contributed to the development of today’s Six Sigma principles. Two main
methodologies are used on Six Sigma projects: DMAIC (Define, Measure,
Analyze, Improve, and Control) is used to improve an existing business
process, and DMADV (Define, Measure, Analyze, Design, and Verify) is used
to create new product or process designs to achieve predictable,
defect-free performance.
PTS:
1
REF: 85-86
3. Describe
the process of initiating a project and the issues involved.
ANS:
In project management, initiating includes recognizing and
starting a new project. An organization should put considerable thought into
project selection to ensure that it initiates the right kinds of projects for
the right reasons. It is better to have a moderate or even small amount of
success on an important project than huge success on one that is unimportant.
The selection of projects for initiation, therefore, is crucial, as is the
selection of project managers. Ideally, the project manager would be involved
in initiating a project, but often the project manager is selected after many
initiation decisions have already been made. Organizations must also understand
and plan for the ongoing support that is often required after implementing a
new system or other product or service resulting from a project.
It is important to remember that strategic planning should serve
as the foundation for deciding which projects to pursue. The organization’s
strategic plan expresses the vision, mission, goals, objectives, and strategies
of the organization. It also provides the basis for information technology
project planning. Information technology is usually a support function in an
organization, so it is critical that the people initiating information
technology projects understand how those projects relate to current and future
needs of the organization. Information systems must support the firm’s business
goals, such as providing consulting services more effectively and efficiently.
An organization may initiate information technology projects for
several reasons, but the most important reason is to support business
objectives. Providing a good return on investment at a reasonable level of risk
is also important, especially in tough economic times.
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