Chapter 1: Introduction to Project Management 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 ! Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries. !oday"s project management involves much more, and people in every industry and every country manage projects. #!S 1 $%& $ifficulty 'asy *+, -* 1.1 NA! +US#(*/ !echnology 0'1 +loom2s 0no3ledge ('& !*# p.) %ntroduction

). A difference 4et3een operations and projects is that operations end 3hen their o4jectives have 4een reached, 3hereas projects do not. ANS & #rojects are different from operations in that they end 3hen their o4jectives have 4een reached or the project has 4een terminated. #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension :. 'very project should have a 3ell.defined o4jective. ANS ! A project has a uni;ue purpose. 'very project should have a 3ell.defined o4jective. #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge 6. #rojects should 4e developed in increments. ANS ! A project is developed using progressive ela4oration. #rojects are often defined 4roadly 3hen they 4egin, and as time passes, the specific details of the project 4ecome clearer. !herefore, projects should 4e developed in increments. #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension ('& !*# p.< 7hat is a #roject8 ('& !*# p.< 7hat is a #roject8 ('& !*# p.6 7hat is a #roject8

=. (esources in a project should 4e used effectively 4ecause they are limited. ANS ! A project re;uires resources, often from various areas. (esources, ho3ever, are limited and must 4e used effectively to meet project and other corporate goals.

#!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension

('& !*#

p. > 7hat is a #roject8

<. A project manager"s primary role is to provide the funding for a project. ANS & A project sponsor usually provides the direction and funding for a project. #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge ('& !*# p.> 7hat is a #roject8

>. *ne of the main reasons 3hy project management is challenging is 4ecause of the factor of uncertainty. ANS ! A project involves uncertainty. 'very project is uni;ue and thus it is sometimes difficult to define its o4jectives clearly, estimate ho3 long it 3ill ta?e to complete, or determine ho3 much it 3ill cost. !his uncertainty is one of the main reasons project management is so challenging. #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension ('& !*# p.> 7hat is a #roject8

8. @uestions a4out ho3 a team 3ill trac? schedule performance is related to a project"s scope. ANS & #roject scope deals 3ith ;uestions such as, A7hat 3or? 3ill 4e done as part of the project8B, A7hat uni;ue product, service, or result does the customer or sponsor eCpect from the project8B, or ADo3 3ill the scope 4e verified8B #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ !echnology 0'1 +loom2s 9omprehension ('& !*# p.> 7hat is a #roject8

9. %n order to 4e realistic, a project manager should al3ays set discrete goals instead of a range of o4jectives. ANS & #rojects involve uncertainty and limited resources. !hus they rarely finish according to their original scope, time, and cost goals. %nstead of discrete target goals, it is often more realistic to set a range of goals. #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension ('& !*# p.8 7hat is a #roject8

10. 5anaging the triple constraint primarily involves ma?ing trade.offs 4et3een resources and ;uality. ANS &

5anaging the triple constraint involves ma?ing trade.offs 4et3een scope, time, and cost goals for a project. 'Cperienced project managers ?no3 that one must decide 3hich aspect of the triple constraint is most important. #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge ('& !*# p.9 7hat is a #roduct8

11. !he only responsi4ility of a project manager is to meet the specific scope, time, and cost goals of a project. ANS & #roject managers must strive not only to meet specific scope, time, cost, and ;uality goals of projects 4ut also facilitate the entire process to meet the needs and eCpectations of people involved in project activities or affected 4y them. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.9 -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1). A project"s sta?eholders consist of its customers, users, and suppliers. ANS ! Sta?eholders are the people involved in or affected 4y project activities, and include the project sponsor, project team, support staff, customers, users, suppliers, and even opponents of a project. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.10 -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1:. *pponents of a project do not 4elong to the category of sta?eholders. ANS & Sta?eholders are the people involved in or affected 4y project activities, and include the project sponsor, project team, support staff, customers, users, suppliers, and even opponents of a project. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.10 -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

16. !he importance of sta?eholders" needs and eCpectations is limited to the 4eginning of a project. ANS & Sta?eholders" needs and eCpectations are important in the 4eginning and throughout the life of a project. Successful project managers develop good relationships 3ith project sta?eholders to understand and meet their needs and eCpectations. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.11 -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1=. #roject procurement management primarily involves identifying sta?eholder needs 3hile managing their engagement throughout the life of the project. ANS & #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject procurement management involves ac;uiring or procuring goods and services for a project from outside the performing organiEation. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1) -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1<. !he primary role of project sta?eholder management is to ensure that the project 3ill satisfy the stated needs for 3hich it 3as underta?en. ANS & #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject sta?eholder management includes identifying and analyEing sta?eholder needs 3hile managing and controlling their engagement throughout the life of the product. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1) -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1>. #roject human resource management is concerned 3ith ma?ing effective use of the people involved 3ith a project. ANS ! #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject human resource management is concerned 3ith ma?ing effective use of the people involved 3ith the project. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1) -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

18. Sta?eholder analyses, 3or? re;uests, and project charters are tools used in integration management. ANS ! #roject selection methods, project management methodologies, sta?eholder analyses, 3or? re;uests, and project charters are some of the tools used in integration management. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1: -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

19. 'arned value management is a tool primarily used in human resource management. ANS & #roject 4udgets, net present value, return on investment, pay4ac? analysis, and earned value management are tools used in cost management.

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)0. (esponsi4ility assignment matrices and project organiEational charts are eCamples of tools used in procurement management. ANS & 5otivation techni;ues, empathic listening, responsi4ility assignment matrices, project organiEational charts, and team 4uilding eCercises are tools used in human resource management. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1: -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

)1. 5aturity models, statistical methods, and test plans are eCamples of tools used in ;uality management. ANS ! @uality metrics, maturity models, statistical methods, and test plans are some of the tools used in ;uality management. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1: -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

)). #roject managers 3or? 3ith the project sponsors to define success for particular projects. ANS ! #roject managers 3or? 3ith the project sponsors, the project team, and other sta?eholders to meet project goals. !hey also 3or? 3ith sponsors to define success for particular projects. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1< -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

):. /ood project managers assume that their definition of success is the same as the sponsors. ANS & /ood project managers do not assume that their definition of success is the same as the sponsors. !hey ta?e the time to understand their sponsors" eCpectations and then trac? project performance 4ased on important success criteria. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1< -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

)6. #rogram managers are change agents. ANS ! #rogram managers are responsi4le for more than the delivery of project results. !hey are change agents responsi4le for the success of products and processes developed 4y these projects.

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('&

p.1>

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)=. 'ffective program managers recogniEe that managing a project is much more compleC than managing a program. ANS & 'ffective program managers recogniEe that managing a program is much more compleC than managing a single project. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.6 NA! +US#(*/ !echnology #rogram and #roject #ortfolio 5anagement ('& p.1>

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)<. %ndividual projects al3ays address strategic goals 3hereas portfolio management addresses tactical goals. ANS & !actical goals are generally more specific and short.term than strategic goals, 3hich emphasiEe long. term goals for an organiEation. %ndividual projects often address tactical goals, 3hereas portfolio management addresses strategic goals. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.6 NA! +US#(*/ !echnology #rogram and #roject #ortfolio 5anagement ('& p.18

0'1 +loom2s 9omprehension

)>. %t is mandatory for project managers 3or?ing on large information technology projects to 4e eCperts in the field of information technology. ANS & #roject managers for large %! projects do not have to 4e eCperts in the field of %!, 4ut they must have 3or?ing ?no3ledge of various technologies and understand ho3 the project 3ould enhance the 4usiness. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.): -* 1.= NA! +US#(*/ !echnology !he (ole of the #roject 5anager 0'1 +loom2s 9omprehension

)8. !o 4e a successful manager, the only s?ills an %! project manager needs to possess is eCcellent technical s?ills. ANS & %! project managers must 4e 3illing to develop more than their technical s?ills to 4e productive team mem4ers and successful project managers. 'veryone, no matter ho3 technical they are, should develop 4usiness and soft s?ills. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.)6 -* 1.= NA! +US#(*/ !echnology !he (ole of the #roject 5anager 0'1 +loom2s 9omprehension

)9. !he introduction of ne3 soft3are ma?es 4asic tools, such as /antt charts and net3or? diagrams, ineCpensive and easy to create. ANS ! As computer hard3are 4ecame smaller and more afforda4le and soft3are companies developed graphical, easy.to.use interfaces, project management soft3are 4ecame less eCpensive and more 3idely used. Ne3 soft3are ma?es 4asic tools such as /antt charts and net3or? diagrams ineCpensive, easy to create, and availa4le for anyone to update. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.)8

0'1 +loom2s 0no3ledge

:0. !he enterprise project management soft3are, 3hich aids project and portfolio management, is a lo3. end tool. ANS & A category of project management soft3are is high.end tools, sometimes referred to as enterprise project management soft3are. !hese tools provide ro4ust capa4ilities to handle very large projects and dispersed 3or?groups. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:6

0'1 +loom2s 0no3ledge

MULTIPLE C !ICE 1. 7hich of the follo3ing is a difference 4et3een projects and operations8 a #rojects are underta?en to sustain an c #rojects are temporary endeavors . organiEation"s 4usiness 3hereas . 3hereas an organiEation"s operations are operations are not. ongoing in nature. 4 *perations are underta?en to create d *perations have 3ell.defined o4jectives . uni;ue products, services, or results . 3hereas projects do not need to have a 3hereas projects are not. uni;ue purpose.

ANS 9 A project is Aa temporary endeavor underta?en to create a uni;ue product, service, or result.B *perations, on the other hand, is 3or? done in organiEations to sustain the 4usiness. #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension ). 7hich of the follo3ing is true of projects8 a !hey have an indefinite 4eginning and . end. 4 !hey have a uni;ue purpose. . c . d . ('& !*# p.6 7hat is a #roject8

!hey are developed using regressive ela4oration. !hey are permanent in nature.

ANS +

*ne of the attri4utes of projects is that they has have a uni;ue purpose. 'very project should have a 3ell.defined o4jective. #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension ('& !*# p.< 7hat is a #roject8

:. !he role of a FFFFF is to provide direction and funding for a project. a project sponsor c support staff mem4er . . 4 project manager d project team . .

ANS A 5ost projects have many interested parties or sta?eholders, 4ut someone must ta?e the primary role of sponsorship. !he project sponsor usually provides the direction and funding for the project. #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge ('& !*# p.> 7hat is a #roject8

6. /alaCy, a construction company, 4uys a particular 4rand of tiles manufactured 4y !iles and &loors, an eco.friendly tile manufacturing company. Do3ever, !iles and &loors has declared 4an?ruptcy and closed do3n. At present, /alaCy is facing a crisis 4ecause there are no other manufacturers in the mar?et that supplies eco.friendly tiles. 7hich of the follo3ing constraints is /alaCy currently facing8 a (esources c Scope . . 4 !ime d 9ost . .

ANS A 'very project is constrained in different 3ays. &or some projects, resources are the main concern. #!S 1 $%& $ifficulty 9hallenging *+, -* 1.) NA! +US#(*/ (eflective !hin?ing 0'1 +loom2s Application ('& !*# p.9 7hat is a #roject8

=. Steve, an engineer in a construction company, is at present 3or?ing on a home construction project. !he home is 4eing 4uilt for the (o4inson family, the o3ners of the home. Steve is 3or?ing 3ith his project team and support staff to ensure the project is completed on time. %n such a scenario, the project sponsor is FFFFF. a Steve c the project team . . 4 the support staff d the (o4inson family . .

ANS $

Sta?eholders are the people involved in or affected 4y project activities, and include the project sponsor, project team, support staff, customers, among others. %n a home construction project, the project sponsors 3ould 4e the potential ne3 homeo3ners. #!S *+, !*# 1 $%& $ifficulty 9hallenging ('& p. 10 -* 1.: NA! +US#(*/ (eflective !hin?ing 7hat is #roject 5anagement8 0'1 +loom2s Application

<. #roject FFFFF management involves defining and managing all the 3or? re;uired to complete the project successfully. a human resource c time . . 4 scope d cost . .

ANS + #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject scope management involves defining and managing all the 3or? re;uired to complete the project successfully. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.11 -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

>. #roject FFFFF management ensures that the project 3ill satisfy the stated or implied needs for 3hich it 3as underta?en. a cost c ris? . . 4 time d ;uality . .

ANS $ #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject ;uality management ensures that the project 3ill satisfy the stated or implied needs for 3hich it 3as underta?en. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1) -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

8. 7hich of the follo3ing project management ?no3ledge areas primarily involve generating, collecting, disseminating, and storing project information8 a #roject cost management c #roject time management . . 4 #roject procurement management d #roject communications management . .

ANS $

#roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject communications management involves generating, collecting, disseminating, and storing project information. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1) -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension generating, collecting, disseminating, and storing project information. identifying and analyEing sta?eholder needs 3hile managing and controlling their engagement.

9. #roject procurement management mainly involves a ma?ing effective use of the people c . involved 3ith the project. . 4 4uying goods and services for a project d . from outside the performing . organiEation.

ANS + #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject procurement management involves ac;uiring or procuring goods and services for a project from outside the performing organiEation. #!S *+, !*# 1 $%& $ifficult 5oderate ('& p.1) -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

10. 7hich of the follo3ing project management ?no3ledge areas is an overarching function that affects and is affected 4y the different ?no3ledge areas8 a #roject cost management c #roject integration management . . 4 #roject sta?eholder management d #roject communications management . .

ANS 9 #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. #roject integration management is an overarching function that affects and is affected 4y all of the other ?no3ledge areas. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1) -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

11. An important tool for project scope management is FFFFF. a fast trac?ing c a /antt chart . . 4 crashing d a 3or? 4rea?do3n structure . .

ANS $ Scope management uses scope statements, 3or? 4rea?do3n structures, statements of

3or?, re;uirements analyses, scope management plans, scope verification techni;ues, and scope change controls. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1: -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

1). 7hich of the follo3ing tools are most li?ely to 4e used in project time management8 a #ay4ac? analysis c /antt charts . . 4 %mpact matrices d &ish4one diagrams . .

ANS 9 !ime management uses /antt charts, project net3or? diagrams, critical path analysis, crashing, fast trac?ing, and schedule performance measurements. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1: -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

1:. &ast trac?ing is an eCample of a tool used in FFFFF management. a time c communication . . 4 ;uality d ris? . .

ANS A !ime management tools include /antt charts, project net3or? diagrams, critical path analysis, crashing, fast trac?ing, and schedule performance measurements. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1: -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

16. %n 3hich of the follo3ing areas of management is pay4ac? analysis most li?ely to 4e used8 a Duman resource c 9ost . . 4 9ommunication d @uality . .

ANS 9 !ools used in cost management include pay4ac? analysis, earned value management, project portfolio management, and cost estimates among others. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1: -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1=. A FFFFF is a tool used in ;uality management. a pro4a4ility matrice . 4 chec?list .

c . d .

re;uest for proposal critical path analysis

ANS + @uality management uses include ;uality metrics, chec?lists, ;uality control charts, #areto diagrams, and fish4one diagrams among others. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1: -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1<. !eam 4uilding eCercises and motivation techni;ues are tools used in FFFFF management. a procurement c human resource . . 4 scope d cost . .

ANS 9 5otivation techni;ues, empathic listening, resource histograms, and team 4uilding eCercises are tools used in human resource management. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.1: -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

1>. 7hich of the follo3ing tools can 4est help in efficient communication management8 a 0ic?.off meetings c (e;uests for ;uotes . . 4 %mpact matrices d &ast trac?ing . .

ANS A 0ic?.off meetings are an important tool in project communication management. *ther tools in project communication management are communications management plans, conflict management, communications media selection, and progress reports. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1: -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension c . d . critical path analysis pro4a4ility matrice

18. A FFFFF is a tool used in ris? management. a 3or? 4rea?do3n structure . 4 project organiEational chart .

ANS $ (is? management plans, ris? registers, pro4a4ilityGimpact matrices, and ris? ran?ings are different tools used in ris? management. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1: -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

19. 7hich of the follo3ing statements is true of project management8 a %t is a simple discipline 3ith a limited c %t does not guarantee successes for all . scope. . projects. 4 %t has specific tools 3hich 3or? d %ts frame3or? consists solely of project . universally across all ?inds of projects. . management ?no3ledge areas.

ANS 9 $espite its advantages, project management is a very 4road, often compleC discipline. 7hat 3or?s for one project may not 3or? for another. !hus it is essential for project managers to continue to develop their ?no3ledge and s?ills in managing projects. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.16 -* 1.: NA! +US#(*/ Analytic 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

)0. 7hich of the follo3ing is true of program managers8 a !hey report to project managers 3ho c !hey provide leadership and direction . represent the neCt level in the hierarchy. . for project managers heading the projects 3ithin a program. 4 !hey recogniEe that managing a program d !hey are responsi4le solely for the . is simpler than managing a project. . delivery of project results.

ANS 9 A program manager provides leadership and direction for the project managers heading the projects 3ithin a program. #rogram 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 maCimiEe 4enefits. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.6 NA! +US#(*/ Analytic #rogram and #roject #ortfolio 5anagement ('& p.1>

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)1. 7hich of the follo3ing is a difference 4et3een project management and portfolio management8 a #roject management involves ma?ing c #ortfolio management as?s ;uestions . 3ise investment decisions 3hereas . li?e, AAre 3e carrying out projects portfolio management does not. efficiently8B 3hereas project management as?s ;uestions such as AAre 3e investing in the right areas8B 4 #ortfolio management is an easy tas? d #roject management addresses specific, . 3hereas project management is a more . short.term goals 3hereas portfolio difficult tas?. management focuses on long.term goals.

ANS $ %ndividual projects often address tactical goals, 3hereas portfolio management addresses strategic goals. !actical goals are generally more specific and short.term than strategic goals. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.6 NA! +US#(*/ Analytic #rogram and #roject #ortfolio 5anagement ('& p.1>

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)). A difference 4et3een strategic and tactical goals is that a strategic goals are more specific than c tactical goals are more important for a . tactical goals. . project than strategic goals. 4 tactical goals encompass 4roader d strategic goals are long.term in nature . dimensions than strategic goals. . 3hereas tactical goals are short.term.

ANS $ !actical goals are generally more specific and short.term than strategic goals, 3hich emphasiEe long. term goals for an organiEation. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.6 NA! +US#(*/ Analytic #rogram and #roject #ortfolio 5anagement ('& p.1>.18

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):. 7hich of the follo3ing ;uestions reflect the strategic goals of project portfolio management8 a Are 3e carrying out projects 3ell8 c Are 3e investing in the right areas8 . . 4 Are projects on time and on 4udget8 d $o sta?eholders ?no3 3hat they should . . 4e doing8

ANS 9 !he strategic goals of project portfolio management raise ;uestions such as AAre 3e 3or?ing on the right projects8B, AAre 3e investing in the right areas8B, and A$o 3e have the right resources to 4e competitive8B #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.6 NA! +US#(*/ Analytic #rogram and #roject #ortfolio 5anagement ('& p.18

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)6. 5artha 3or?s as a project manager at a 4an?. $ue to certain changes in eCternal factors, 5artha needs to ma?e a fe3 alterations in the tactical goals of her project. %n such a scenario, 3hich of the follo3ing 3ill 4est help 5artha cope 3ith the change8 a Negotiation . 4 #roject environment ?no3ledge . c 5otivation . d Soft s?ills .

ANS + !he project environment differs from organiEation to organiEation and project to project, 4ut some s?ills 3ill help in almost all project environments. !hese s?ills include understanding change and understanding ho3 organiEations 3or? 3ithin their social, political, and physical environments. #roject managers must 4e comforta4le leading and handling change, 4ecause most projects introduce changes in organiEations and involve changes 3ithin the projects themselves. #!S *+, !*# 1 $%& $ifficulty 9hallenging ('& p.)) -* 1.= NA! +US#(*/ (eflective !hin?ing !he (ole of the #roject 5anager 0'1 +loom2s Application

)=. ,oe is a project manager in an %! company and has over the years, gained su4stantial ?no3ledge in his area of 3or?. Do3ever, 3hile managing his team, he often loses his temper. %n addition, he fails to 4e an active listener 3hen his team mem4ers approach him 3ith 3or? related challenges. %n 3hich of the follo3ing areas does ,oe need to develop his s?ills in8 a Application area ?no3ledge . 4 #roject environment ?no3ledge . c Standards and regulations . d Duman relations s?ills .

ANS $ Achieving high performance on projects re;uires soft s?ills, other3ise called human relations s?ills. #roject managers need good soft s?ills to understand, navigate, and meet sta?eholders" needs and eCpectations. !hey need to 4e a4le to listen actively to 3hat others are saying, help develop ne3 approaches for solving pro4lems, and then persuade others to 3or? to3ard achieving project goals. #!S *+, !*# 1 $%& $ifficulty 9hallenging ('& p.): -* 1.= NA! +US#(*/ (eflective !hin?ing !he (ole of the #roject 5anager 0'1 +loom2s Application

)<. 7hich of the follo3ing 4est defines the role of leaders8 a !hey focus on short.term o4jectives. c !hey 3or? solely to3ard day.to.day . . details of meeting specific tas?s. 4 !hey 3or? on achieving primarily d !hey inspire people to reach goals. . tactical goals. .

ANS $ /enerally, a leader focuses on long.term goals and 4ig.picture o4jectives 3hile inspiring people to reach those goals. #!S *+, !*# 1 $%& $ifficulty 'asy ('& p. )6 -* 1.= NA! +US#(*/ Analytic !he (ole of the #roject 5anager 0'1 +loom2s 0no3ledge

)>. A /antt chart is a standard format for displaying project schedule information 4y listing project activities and their corresponding start and finish dates in a FFFF format. a calendar c 4ar graph . . 4 line graph d pie chart . .

ANS A A /antt chart 3as developed 4y Denry /antt for scheduling 3or? in factories. A /antt chart is a standard format for displaying project schedule information 4y listing project activities and their corresponding start and finish dates in calendar form. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession c . d . ('& p. )<

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)8. A critical path a is the shortest path through a net3or? . diagram. 4 represents schedule information in . calendar form.

determines the earliest completion date of a project. is a ;uality management tool to ensure a project meets the minimum ;uality standards.

ANS 9 !he critical path is the longest path through a net3or? diagram that determines the earliest completion of a project. %t sho3s 3hich tas?s affect the target completion date of a project, and it can change as 3or? proceeds and more information 4ecomes availa4le. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p. )>

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)9. A FFFFF is an organiEational group responsi4le for coordinating the project management function throughout an organiEation. a #roject 5anagement *ffice c #roject 5anagement 9enter . . 4 #roject 5anagement #rofessional d #ortfolio /roup . .

ANS A %n the 1990s, many companies 4egan creating #roject 5anagement *ffices to help them handle the increasing num4er and compleCity of projects. A #roject 5anagement *ffice H#5*I is an organiEational group responsi4le for coordinating the project management function throughout an organiEation. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ Analytic !he #roject 5anagement #rofession ('& p. )8

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:0. 7hich of the follo3ing provides certification as a #roject 5anagement #rofessional8 a #5S c #5% . . 4 #59 d #5# . .

ANS 9 #5% or the #roject 5anagement %nstitute provides certification as a #roject 5anagement #rofessional H#5#I. A #roject 5anagement #rofessional H#5#I is someone 3ho has documented sufficient project eCperience and education, agreed to follo3 the #5% code of professional conduct, and demonstrated ?no3ledge of project management 4y passing a comprehensive eCamination. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:0

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:1. 7hich of the follo3ing refers to a set of principles that guides decision ma?ing 4ased on personal values of 3hat is considered right and 3rong8 a 'thics c -a3s . . 4 9ivics d #olitics . .

ANS A 'thics is a set of principles that guides decision ma?ing 4ased on personal values of 3hat is considered right and 3rong. 5a?ing ethical decisions is an important part of project managers" personal and professional lives 4ecause it generates trust and respect 3ith other people. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ Analytic !he #roject 5anagement #rofession ('& p.:)

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:). 7hich of the follo3ing is true of lo3.end tools of the project management soft3are8 a !hey are designed for especially large c !hey provide 4asic project management . projects 3ith multiple users. . features. 4 !heir main advantage is that they have d !hey are referred to as an enterprise . unlimited functionality. . project management soft3are.

ANS 9 %n a project management soft3are, lo3.end tools provide 4asic project management features and are often recommended for small projects and single users. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:6

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::. 7hich of the follo3ing types of tools is usually recommended for small projects and single users8 a -o3.end c Digh.end

. 4 5idrange .

. d .

Upper range

ANS A -o3.end tools provide 4asic project management features and generally cost less than J)00 per user !hey are often recommended for small projects and single users. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:6

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:6. 'nterprise project management soft3ares are also ?no3n as FFFFF tools of project management soft3are. a 4aseline c lo3.end . . 4 midrange d high.end . .

ANS $ #roject management soft3are tools can 4e divided into three general categories 4ased on functionality and price. *ne of these tools are high.end tools 3hich are sometimes referred to as enterprise project management soft3are. #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:6

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:=. 7hich of the follo3ing is a difference 4et3een lo3.end and midrange tools of the project management soft3are8 a -o3.end tools are designed to handle c 5idrange tools provide 4asic project . primarily multiple users 3hereas . management features 3hereas lo3.end midrange tools are created to handle tools offer enterprise and portfolio single users. management functions. 4 -o3.end tools provide ro4ust d 5idrange tools are designed to handle . capa4ilities to handle dispersed . larger projects than lo3.end tools. 3or?groups 3hereas midrange tools do not.

ANS $ %n a project management soft3are, midrange tools is a step up from lo3.end tools. !hey are designed to handle larger projects, multiple users, and multiple projects. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:6

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C!MPLETI!"

1. Until the 1980s, project management primarily focused on providing FFFFF and resource data to top management in the military, computer, and construction industries. ANS schedule #!S 1 $%& $ifficulty 'asy *+, -* 1.1 NA! +US#(*/ !echnology 0'1 +loom2s 0no3ledge ('& !*# p.) %ntroduction

). AHnI FFFFF is a temporary endeavor underta?en to create a uni;ue product, service, or result. ANS project #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge :. FFFFF refers to 3or? done in organiEations to sustain the 4usiness. ANS *perations #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge 6. FFFFF include people, hard3are, soft3are, or other assets. ANS (esources #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ !echnology 0'1 +loom2s 0no3ledge =. A project"s sponsor is also ?no3n as aHnI FFFFF. ANS primary customer #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge ('& !*# p.> 7hat is a #roject8 ('& !*# p.> 7hat is a #roject8 ('& !*# p.6 7hat is a #roject8 ('& !*# p.6 7hat is a #roject8

<. %n project management, the three limitations of scope, time, and cost are referred to as the FFFFF. ANS triple constraint #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ !echnology 0'1 +loom2s 0no3ledge ('& !*# p.> 7hat is a #roject8

>. !he ;uestion, A7hat uni;ue product does the customer eCpect from the project8B is an eCample of aHnI FFFFF constraint.

ANS scope #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension ('& !*# p.> 7hat is a #roject8

8. !he ;uestion, A7hat is the project"s schedule8B is an eCample of aHnI FFFFF constraint. ANS time #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 9omprehension ('& !*# p.> 7hat is a #roduct8

9. A7hat is the project"s 4udget8B !his is an eCample of a project"s FFFFF constraint. ANS cost #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge ('& !*# p.8 7hat is a #roduct8

10. !he FFFFF of project management includes ;uality, scope, time, and cost constraints. ANS ;uadruple constraint #!S 1 $%& $ifficulty 'asy *+, -* 1.) NA! +US#(*/ Analytic 0'1 +loom2s 0no3ledge ('& !*# p.9 7hat is a #roject8

11. FFFFF is Athe application of ?no3ledge, s?ills, tools, and techni;ues to project activities to meet project re;uirements.B ANS #roject management #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.9 -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

1). #roject management FFFFF descri4e the ?ey competencies that project managers must develop. ANS ?no3ledge areas #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.11 -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 0no3ledge

1:. #roject FFFFF management includes estimating ho3 long it 3ill ta?e to complete 3or?, develop an accepta4le project schedule, and ensure timely completion of a project. ANS time

#!S *+, !*#

1 $%& $ifficulty 5oderate ('& p.11 -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

16. #roject FFFFF management consists of preparing and managing the 4udget for a project. ANS cost #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.1) -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

1=. AHnI FFFFF is Aa group of related projects managed in a coordinated 3ay to o4tain 4enefits and control not availa4le from managing them individually.B ANS program #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.6 NA! +US#(*/ !echnology #rogram and #ortfolio 5anagement ('& p.1>

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1<. FFFFF refers to the process in 3hich organiEations group and manage projects and programs as a cluster of investments that contri4ute to the entire enterprise"s success. ANS #roject portfolio management #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.6 NA! +US#(*/ !echnology #rogram and #ortfolio 5anagement ('& p.1>

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1>. !he FFFFF soft3are integrates information from multiple projects to sho3 the status of active, approved, and future projects across an entire organiEation. ANS portfolio project management #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.6 NA! +US#(*/ !echnology #rogram and #ortfolio 5anagement ('& p.)0

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18. Soft s?ills are also ?no3n as FFFFF s?ills. ANS human relations #!S *+, !*# 1 $%& $ifficulty 'asy ('& p.): -* 1.= NA! +US#(*/ Analytic !he (ole of the #roject 5anager 0'1 +loom2s 0no3ledge

19. !he critical path is the FFFFF path through a net3or? diagram that determines the earliest completion of a project. ANS longest

#!S *+, !*#

1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession

('&

p.)>

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)0. !he FFFFF is an international professional society for project managers founded in 19<9 # ANS #roject 5anagement %nstitute #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:0

0'1 +loom2s 0no3ledge

)1. #assing the 9#A eCam is a standard for accountants. Similarly, passing the #5# eCam is 4ecoming a standard for FFFFF. ANS project managers #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:)

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)). 'thics is a set of principles that guides decision ma?ing 4ased on FFFFF of 3hat is considered right and 3rong. ANS personal values #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ Analytic !he #roject 5anagement #rofession ('& p.:)

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):. FFFFF tools, a step up from lo3.end tools, are designed to handle larger projects, multiple users, and multiple projects. ANS 5idrange #!S *+, !*# 1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:6

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)6. Digh.end tools in project management soft3are have enterprise and FFFFF functions that summariEe and com4ine individual project information to provide an enterprise vie3 of all projects. ANS portfolio management #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:6

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)=. Digh.end tools are generally licensed on aHnI FFFFF 4asis. ANS per.user

#!S *+, !*# ESSA$

1 $%& $ifficulty 'asy -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession

('&

p.:6

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1. $escri4e the triple constraint. 7hat are the three components and 3hat is the relationship 4et3een them8 ANS 'very project is constrained in different 3ays 4y its scope, time, and cost goals. !hese limitations are sometimes referred to in project management as the triple constraint. !o create a successful project, a project manager must consider scope, time, and cost and 4alance these three often.competing goals. De or she must consider the follo3ing Scope !his goal involves ;uestions such as, A7hat 3or? 3ill 4e done as part of the project8 7hat uni;ue product, service, or result does the customer or sponsor eCpect from the project8 Do3 3ill the scope 4e verified8B !ime !his goal encompasses ;uestions such as, ADo3 long should it ta?e to complete the project8 7hat is the project"s schedule8 Do3 3ill the team trac? actual schedule performance8 7ho can approve changes to the schedule8B 9ost !his goals deals 3ith ;uestions such as, A7hat should it cost to complete the project8 7hat is the project"s 4udget8 Do3 3ill costs 4e trac?ed8 7ho can authoriEe changes to the 4udget8B 5anaging the triple constraint involves ma?ing trade.offs 4et3een scope, time, and cost goals for a project. 'Cperienced project managers ?no3 that they must decide 3hich aspect of the triple constraint is most important. %f time is most important, one must change the initial scope andGor cost goals to meet the schedule. %f scope goals are most important, one may need to adjust time andGor cost goals. #!S 1 $%& $ifficulty 5oderate *+, -* 1.) NA! +US#(*/ !echnology 0'1 +loom2s 9omprehension ('& !*# p. >.9 7hat is a #roject8

). -ist and descri4e each of the ten project management ?no3ledge areas. ANS #roject management ?no3ledge areas descri4e the ?ey competencies that project managers must develop. !hese are as follo3s H1I #roject scope management involves defining and managing all the 3or? re;uired to complete the project successfully. H)I #roject time management includes estimating ho3 long it 3ill ta?e to complete the 3or?, developing an accepta4le project schedule, and ensuring timely completion of the project. H:I #roject cost management consists of preparing and managing the 4udget for the project. H6I #roject ;uality management ensures that the project 3ill satisfy the stated or implied needs for 3hich it 3as underta?en.

H=I #roject human resource management is concerned 3ith ma?ing effective use of the people involved 3ith the project. H<I #roject communications management involves generating, collecting, disseminating, and storing project information. H>I #roject ris? management includes identifying, analyEing, and responding to ris?s related to the project. H8I #roject procurement management involves ac;uiring or procuring goods and services for a project from outside the performing organiEation. H9I #roject sta?eholder management includes identifying and analyEing sta?eholder needs 3hile managing and controlling their engagement throughout the life of the project. H10I #roject integration management is an overarching function that affects and is affected 4y all of the other ?no3ledge areas. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.11.1) -* 1.: NA! +US#(*/ !echnology 7hat is #roject 5anagement8 0'1 +loom2s 9omprehension

:. 7hat are some of the ;ualities of a good project manager8 'Cplain. ANS #roject managers often ta?e on the role of 4oth leader and manager. /ood project managers ?no3 that people ma?e or 4rea? projects, so they must set a good eCample to lead their team to success. !hey are a3are of the greater needs of their sta?eholders and organiEations, so they are visionary in guiding their current projects and in suggesting future ones. 9ompanies that eCcel in project management gro3 project Aleaders,B emphasiEing development of 4usiness and communication s?ills. 1et good project managers must also focus on getting the jo4 done 4y paying attention to the details and daily operations of each tas?. !he 4est project managers have leadership and management characteristicsK they are visionary yet focused on the 4ottom line. A4ove all else, good project managers focus on achieving positive results. #!S *+, !*# 1 $%& $ifficulty 5oderate ('& p.)= -* 1.= NA! +US#(*/ Analytic !he (ole of the #roject 5anager 0'1 +loom2s 9omprehension

6. $iscuss the #5# certification. 7hat are the advantages of o4taining #5# certification8 ANS !he #roject 5anagement %nstitute H#5%I provides certification as a #roject 5anagement #rofessional H#5#ILsomeone 3ho has documented sufficient project eCperience and education, agreed to follo3 the #5% code of professional conduct, and demonstrated ?no3ledge of the field of project management 4y passing a comprehensive eCamination. *rganiEations that support #5# certification see the value of investing in programs to improve their employees" ?no3ledge in project management. 5any employers today re;uire specific certifications to ensure their 3or?ers have current s?ills, and jo4 see?ers find that they often have an advantage 3hen they earn and maintain mar?eta4le certifications.

#assing the #5# eCam is 4ecoming a standard for project managers. #roject management certification is also ena4ling professionals in the field to share a common 4ase of ?no3ledge. Sharing a common 4ase of ?no3ledge is important 4ecause it helps advance the theory and practice of project management. #5% also offers additional certifications, including agile techni;ues, scheduling, ris?, and program management. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:0.:)

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=. $iscuss the #5% 9ode of 'thics and #rofessional 9onduct. ANS #5% approved a ne3 9ode of 'thics and #rofessional 9onduct that too? effect in ,anuary )00>. !his code applies not only to #5#s, 4ut to all #5% mem4ers and individuals 3ho hold a #5% certification, apply for a #5% certification, or serve #5% in a volunteer capacity. %t is vital for project management practitioners to conduct their 3or? in an ethical manner. 'ven if one is not affiliated 3ith #5%, these guidelines can help one conduct their 3or? in an ethical manner, 3hich helps the profession earn the confidence of the pu4lic, employers, employees, and all project sta?eholders. !he #5% 9ode of 'thics and #rofessional 9onduct includes short chapters addressing vision and applica4ility, responsi4ility, respect, fairness, and honestly. #!S *+, !*# 1 $%& $ifficulty 5oderate -* 1.< NA! +US#(*/ !echnology !he #roject 5anagement #rofession ('& p.:)

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