TEST BANK for Information Technology Project Management. Providing Measurable Organizational Value 5 by ACADEMIAMILL

TEST BANK for Information Technology Project Management. Providing Measurable Organizational Value 5th Edition by Jack Marchewka

Chapter 1: The Nature of Information Technology Projects True/False 1. Information Technology Projects are organizational investments. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION 2. A project can be defined as a temporary endeavor undertaken to accomplish a unique purpose. a. True b. False Ans: True Difficulty: Easy Ref: WHAT IS A PROJECT? 3. A project sponsor is responsible for ensuring that all of the project management and technical development processes are in place and being carried out within a set of specific requirements, defined processes, and quality standards. a. True b. False Ans: False Difficulty: Easy Ref: WHAT IS A PROJECT? 4. Assumptions are what we use to estimate scope, schedule and budget and to assess the risks of the project. a. True b. False Ans: True Difficulty: Easy Ref: WHAT IS A PROJECT? 5. Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements. a. True b. False 1

Ans: True Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 6. Projects are planned organizational change. Therefore, the project manager and team do not need to worry about the political climate within the organization because top management has a firm understanding of the organization’s culture, environment, politics, etc. a. True b. False Ans: False Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 7. The Guide to the Project Management Body of Knowledge provides a basis for identifying and describing the generally accepted principles of project management. a. True b. False Ans: True Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 8. The Data Processing Era that began in the 1960’s focused on automating many of the organizational transactions such as general accounting, inventory management, and production scheduling with the aid of a centralized mainframe or mini computers. a. True b. False Ans: True Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 9. The Micro Era that started in the 1980’s provided a smooth transition from large centralized computers to the personal computer that was widely welcomed by data processing managers who believed the replication of data throughout the organization would provide added backup and security. a. True b. False Ans: False Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT?

10. The rise of islands of independent that replicated data throughout the organization during the Micro Era in the 1980’s often challenged the centralized control of many data processing managers. a. True b. False Ans: True Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 11. During the Network Era, IT projects have focused primarily on the challenge of creating a scalable IT infrastructure to support many partners, strategic alliances, vendors, and customers. a. True b. False Ans: True Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 12. According to the CHAOS studies most IT projects are completed on time and on budget. a. True b. False Ans: False Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT 13. According to the CHAOS studies, more IT projects are becoming increasing successful, but there is still a need to improve the likelihood of success. a. True b. False Ans: True Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT 14. According to the CHAOS studies, user involvement and executive support tend to be important factors for successful projects. a. True b. False Ans: True Difficulty: Easy

Ref: THE STATE OF IT PROJECT MANAGEMENT 15. According to the Standish Group, it appears that most project today fail not because of technology, but from a lack of user involvement and incomplete resources. a. True b. False Ans: True Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT 16. The Socio-Technical Approach has been adopted by many organizations because successful projects require a pure technical approach that focuses on the tools, techniques, and methodologies of IT development. a. True b. False Ans: False Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

17. IT projects must provide value an organization. a. True b. False Ans: True Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

18. Only the most successful projects are likely to lead to best practices. a. True b. False Ans: False Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

Multiple Choice 1.

A project

a) is a temporary endeavor undertaken to accomplish a unique product, service, or result. b) is an ongoing activity that provides value to the organization. c) must be completed on time and on budget to be successful. d) does not usually have a deadline. e) has a high likelihood of success. Ans: A Difficulty: Easy Ref: WHAT IS A PROJECT? 2.

The project manager is a) responsible for ensuring that all management and technical processes are in place and carried out. b) the client, customer, or organizational manager who acts as the project champion and provides organizational resources and direction. c) the user or client who has specific knowledge, expertise, or insight in a specific functional area needed to support the project. d) provides the technical solution to the organizational problem and may include systems analysts, network specialists, or programmers. e) the person responsible for final acceptance of the application. Ans: A Difficulty: Easy Ref: WHAT IS A PROJECT?

The project sponsor is a) responsible for ensuring that all management and technical processes are in place and carried out. b) the client, customer, or organizational manager who acts as the project champion and provides organizational resources and direction. c) the user or client who has specific knowledge, expertise, or insight in a specific functional area needed to support the project. d) provides the technical solution to the organizational problem and may include systems analysts, network specialists, or programmers. e) the person responsible for final acceptance of the application. Ans: B Difficulty: Easy Ref: WHAT IS A PROJECT?

The subject matter expert is

a) responsible for ensuring that all management and technical processes are in place and carried out. b) the client, customer, or organizational manager who acts as the project champion and provides organizational resources and direction. c) the user or client who has specific knowledge, expertise, or insight in a specific functional area needed to support the project. d) provides the technical solution to the organizational problem and may include systems analysts, network specialists, or programmers. e) the person responsible for final acceptance of the application. Ans: C Difficulty: Easy Ref: WHAT IS A PROJECT? 5.

The technical expert is a) responsible for ensuring that all management and technical processes are in place and carried out. b) the client, customer, or organizational manager who acts as the project champion and provides organizational resources and direction. c) the user or client who has specific knowledge, expertise, or insight in a specific functional area needed to support the project. d) provides the technical solution to the organizational problem and may include systems analysts, network specialists, or programmers. e) the person responsible for final acceptance of the application. Ans: D Difficulty: Easy Ref: WHAT IS A PROJECT?

can arise from the estimation process or the stability of the project team. a) Internal risks b) External risks c) Assumptions d) Cost overruns e) None of these Ans: A Difficulty: Easy Ref: WHAT IS A PROJECT?

Which of the following organizational variables can influence the selection of IT projects? a) culture

b) environment c) politics d) strategy e) all of these Ans: E Difficulty: Medium Ref: WHAT IS A PROJECT? 8.

The EDP era a) Began in the early 1980s with the personal computer b) Began in the 1960s when large organizations first purchased a centralized mainframe or minicomputer. c) Began in the 1990s when many organizations sought to regain control of the IT deparment and hired a Chief Data Processing Officer d) Is credited to the U.S. Navy when it used a project management approach to manage the Polaris missile project. e) Began in the late 1960s and early 1970s with a defense project called ARPANET that eventually led to the Internet. Ans: B Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT?

The Micro era a) Began in the early 1980s with the personal computer b) Began in the 1960s when large organizations first purchased a centralized mainframe or minicomputer. c) Began in the 1990s when many organizations sought to regain control of the IT deparment and hired a Chief Data Processing Officer d) Is credited to the U.S. Navy when it used a project management approach to manage the Polaris missile project. e) Began in the late 1960s and early 1970s with a defense project called ARPANET that eventually led to the Internet. Ans: A Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT?

10.

The Network era a) Began in the early 1980s with the personal computer b) Began in the 1960s when large organizations first purchased a centralized mainframe or minicomputer.

c) Began in the 1990s when many organizations sought to regain control of the IT deparment and hired a Chief Data Processing Officer d) Is credited to the U.S. Navy when it used a project management approach to manage the Polaris missile project. e) Began in the late 1960s and early 1970s with a defense project called ARPANET that eventually led to the Internet. Ans: C Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 11.

The desire to fund a project should be based upon a) time savings b) resource constraints c) cost savings d) the value the completed project will provide to an organization. e) None of these Ans: D Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT?

12.

According to the CHAOS studies, IT projects a) Are always over-budget and over schedule b) Are always succesful even though they can be chaotic c) Project success is improving because of better project management tools and processes, smaller projects, and improved communication d) Project failure is increasing because because of a lack of available resources and due to a shortage of highly trained technical people e) None of these Ans: C Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

13.

The top factors to project success as reported by the CHAOS studies focus on: a) innovative and cutting edge technology b) clear ownership of the project c) competent staff and new technologies d) user involvement and executive support e) proper planning and changing requirements Ans: D Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

14.

According to the CHAOS studies, which of the following factors tend to be most prevelant for challenged or failed projects? a) Lack of user input and incomplete requirements b) New technologies c) Lack of interest by the customer d) Shortage of highly trained technical experts e) Lack of subject matter experts (SME) Ans: A Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

15.

The Value-Driven Approach focuses on a) completing the project on time. b) a bug-free application. c) providing value to the organization. d) completing the project under budget. e) selecting the right team members, skill sets, and resources for the project. Ans: C Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

16.

The Socio-Technical Approach focuses on a) the technology used to implement the project. b) using technology to meet the needs of the business. c) the tools, techniques, and methodologies to develop the application. d) cost considerations. e) selecting the right team members, skill sets, and resources for the project. Ans: B Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

17.

The benefits, described in the text, of using a project management approach to developing information systems include all of the following except: a) providing a common set of tools and controls which provides a common language to compare projects throughout the organization b) the ability to better estimate and control costs and schedules which leads to a more effective conservation of company resources

c) improved communication and status reports leads giving the developers the ability to manage expectations of stakeholders d) competitive advantage for internal developers whose work might have to be outsourced if the quality and cost of their work can be bettered by outside competition e) the coupling of project success to the selection of team members and the skill sets and resources that they bring to the project. Ans: E Difficulty: Medium Ref: THE STATE OF IT PROJECT MANAGEMENT

18.

The following statements about knowledge management (KM) are true except: a) KM is a well defined body of knowledge with an established theoretical base. b) KM is a systematic process for acquiring, creating, synthesizing, sharing, and using information. c) Many organizations have KM initiatives underway and spending on these systems is expected to increase. d) Many organizations believe KM is just a fad or a buzzword e) KM is one of the three approaches the text points to for improving the likelihood of IT project success. Ans: A Difficulty: Medium Ref: THE STATE OF IT PROJECT MANAGEMENT

19.

A value-driven approach to project management means a) Applying project management tools and processes that are part of a methodology b) Taking a purely technical approach to projects that focuses mainly on the technology c) Deriving excellence in project management by documenting lessons learned and developing best practices d) Applying knowledge, skills, tools, and techniques to project activities to meet project requirements e) Measuring project success in terms of the value the project brings to the organization and not only in terms of meeting the project schedule and budget Ans: E Difficulty: Medium Ref: THE STATE OF IT PROJECT MANAGEMENT

Short Answer Questions 1. What are the attributes of a project? Ans: The attributes of a project are: time frame, purpose, ownership, resources, roles, risks and assumptions, interdependent tasks, organizational change, and operating in an environment larger than the project itself. Difficulty: Easy Ref: WHAT IS A PROJECT?

2. Describe the different roles and skill sets needed for a project. Ans: The roles and skill sets required for a typical project may include: • Project Manager with team leadership and oversight skills • Project Sponsor with the ability to marshal resources and direction and champion the project • Subject Matter Expert(s) (SME) who have the specific knowledge, expertise, or insight into the functional areas that support the project • Technical Expert(s) who have the requisite technical skills to accomplish the project. These skills may include such areas as systems analysis, networking, programming, graphic arts, and training. Difficulty: Easy Ref: WHAT IS A PROJECT?

3. Describe the EDP Era in your own words. Ans: The EDP era began in the early 1960s and was characterized by the purchase of the first centralized mainframe or a minicomputer by large organizations. The IT projects during this era focused generally on automating various organizational transactions such as general accounting tasks, inventory management, and production scheduling. The manager of this technology resource was often called the data processing (DP) manager and usually reported to the head accounting or a financial manager. The goal of using technology was to improve efficiency and reduce costs by automating many of the manual or clerical tasks performed by people. The use of computer technology was similar to the ways that farmers or engineers applied steam engine technology to mechanize agriculture. The process remained relatively unchanged, while the means for realizing the process became more efficient. Subsequently, IT projects during this era were generally structured, so a structured, formalized approach similar to the one used on the Polaris project was effective. Since the requirements of a business process like payroll were fairly stable, changing requirements were not a major issue and large multiyear projects were common. Unfortunately, in many cases these legacy systems created information silos, as projects supported specific business functions that often employed different technology platforms, programming languages, and standards for data. Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT?

4. Describe the Micro Era in your own words. Ans: In the early 1980s, the IBM personal computer (PC) and its subsequent clones signaled the beginning of the micro era. However, the transition or integration from a centralized computer to the PC did not happen immediately or without conflict. The often uncontrolled proliferation of the PC in many organizations challenged the centralized control of many MIS managers. For example, the first PCs cost less than $5,000 and many functional department managers had the authority to bypass the MIS manager and purchase these machines directly for their department. This often led to the rise of userdeveloped, independent systems that replicated data throughout the organization. Security, data integrity, maintenance, training, support, standards, and the sharing of data became a rightful concern. The organization often had an IT resource that was split between a centralized computer and a collection of decentralized user-managed PCs. The organization needed to regain control of its IT resource while using IT strategically. Many organizations created the new position called the chief information officer (CIO) to expand the role of IT within the organization. While the DP manager often reported to the head accounting or financial manager, the CIO often reported to the chief executive officer (CEO). Therefore, IT increasingly became viewed as more than just a tool for automating low-level transactions and more of a tool for supporting the knowledge worker. Shoshana Zuboff (4) coined the term “infomate” to describe the role of computers in this era. The computer no longer remained under the direct control of the IT function and its spread throughout the various levels of the organization made IT ubiquitous. IT projects had to take more of an organizational view so that policies, standards, and controls become a part of all systems in order for existing mainframe or minicomputer applications to coexist or integrate with a growing surge of PCs. Moreover, a project manager and team could no longer rely on stable business processes, requirements, or technology that would allow for longer project schedules; otherwise, they would face the risk of implementing an obsolete IT solution. Shorter project horizons that crossed functional lines became the norm, while software development methodologies attempted to shorten the development life cycle. Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT?

5. Describe the Network Era in your own words. Ans: Meanwhile, in the late 1960s and early 1970s, a defense project called ARPANET allowed university researchers and scientists to share information with one another even in the event of a nuclear war. By the mid-1980s, this network of computers became known as the Internet and led to the network era that began around 1995. In the network era, IT projects focused primarily on the challenge of creating an IT infrastructure to support many business partners, strategic alliances, vendors, and customers. This started a digital convergence or the integration of data, voice, graphics, and video that allowed for innovative ways to deliver new products and services to customers worldwide. While

micro era projects tended to focus on an organization’s internal network, the network era extended this network externally. Network era projects not only faced the challenge of coordination and control, but also how to support a dynamic business strategy and new organizational structures. The IT project team needed to understand new and evolving technologies as well as the organization and its competitive environment. As witnessed by the rise and fall of many dot com businesses in the late 1990s, the benefits and risks of managing IT projects were much higher than the first two eras. Project schedules and the time to develop IT solutions had to be shortened as many projects had to be completed in a few weeks or a few months. Difficulty: Easy Ref: WHAT IS PROJECT MANAGEMENT? 6. How can a value-driven approach improve the likelihood of IT project success? Ans: The decision to fund or invest in an IT project should be based on the value that the completed project will provide the organization. Otherwise, what is the point of spending all that time, effort, and money? Although senior management must make the difficult decision as to which IT projects receive funding and which ones do not, others must plan and carry out the project work. Which situation is worse: Successfully building and implementing an information system that provides little or no value to the organization, or failing to implement an information system that could have provided value to the organization, but was developed or managed poorly? It’s probably a moot point. In either situation everyone with a direct or indirect interest in the project’s success loses. Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

7. What is the socio-technical approach to systems development? Ans: It is understanding of the importance of addressing the business and organizational aspects of IT projects as well as the purely technical tools and techniques of IT development and with that understanding in mind, involving end users and stakeholders early and often in the development process to the extent that they become partners with a vested interest in the project’s success. Using this approach holds the promise of technologically successful projects with add value to the organization. Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

8. What are the benefits to using a project management approach to developing information systems? Ans: Using a project management approach to developing information systems has the potential to uncouple the results of undertaking a project from the selection individual team members. Results are more a function of the processes and infrastructure. Five additional benefits are: • deployment a common set of tools and controls which provides a common language to compare projects throughout the organization 13

•

the ability to better estimate and control costs and schedules which leads to a more effective conservation of company resources • improved communication and status reports leads giving the developers the ability to manage expectations of stakeholders • competitive advantage for internal developers whose work might have to be outsourced if the quality and cost of their work can be bettered by outside competition • efficiency and effectiveness can often be achieved resulting in shorter development times, lower costs, and higher quality. Difficulty: Easy Ref: THE STATE OF IT PROJECT MANAGEMENT

Essay Questions 1.

Define both a project and project management. Describe the attributes of a project.

Discuss the benefits to using a project management approach for developing information systems.

Projects operate in an environment larger than the project itself. Discuss this statement and explain the environment in which projects operate.

The text discussed four common roles that IT projects may require, each one with different skill sets. Name and describe three of these roles and their associated skill sets.

Describe the phenomenon known as the software crisis as documented in the CHAOS study.

What are the primary objectives of each of the three approaches for improving the likelihood of project success—Socio-Technical, Project-Management, & Knowledge Management.

Chapter 2: Project Methodologies and Processes True/False 1. A methodology provides a systematic way to plan, manage, and execute projects. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION 2. The Project Management Body of Knowledge (PMBOK®) and PRojects IN Controlled Environments (PRINCE2®) are two popular and widely used project management methodologies. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION 3. Breaking a project down into phases increases the complexity and project risk. a. True b. False Ans: False Difficulty: Easy Ref: THE PROJECT LIFE CYCLE 4. Fast tracking is defined as starting the next phase of a project before the current phase is complete. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT LIFE CYCLE 5. PMBOK® views project integration management as one of the most important because it coordinates the other nine knowledge areas. c. True d. False Ans: True Difficulty: Easy

Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

6. The PMBOK® are called project cost management includes estimate costs, determine budget, and control costs. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®) 7. A project’s scope is primarily a list of resources available to the project team. e. True f. False Ans: False Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®) 8. Project management processes include Scope, Schedule, Budget, and Quality. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT PROCESSES 9. Contract closure ensures that all of the deliverables and agreed upon terms of the project have been completed and delivered. g. True h. False Ans: True Difficulty: Easy Ref: PROJECT PROCESS 10. PRINCE2® was originally developed for government projects in the United States. a. True b. False

Ans: False Difficulty: Easy Ref: PRINCE2® 11. PRINCE2® is similar to the PMBOK® Guide in that it follows the project life cycle and provides stakeholders with a common language and approach to managing projects. a. True b. False Ans: True Difficulty: Easy Ref: PRINCE2® 12. Under PRINCE2®, any proposed changes to the project that the user wants should be approved and included. i. True j. False Ans: False Difficulty: Easy Ref: PRINCE2® 13.

Under PRINCE2®, the Project Board is accountable for the project’s success or failure. a. True b. False Ans: True Difficulty: Easy Ref: PRINCE2®

14. Although projects follow a project life cycle, the development of new products, services, or information systems follow a product life cycle. a. True b. False Ans: True Difficulty: Medium Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC) 15. The integration of project management and systems development activities is one important component that distinguishes IT projects form other types of projects a. True b. False

Ans: True Difficulty: Medium Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC) 16. Waterfall is an iterative development approach while Agile is a structured development approach. a. True b. False Ans: False Difficulty: Medium Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC) 17. The four phases of a learning cycle include: Understand and frame the problem, plan, act, reflect and learn. a. True b. False Ans: True Difficulty: Easy Ref: LEARNING CYCLES AND LESSONS LEARNED

Multiple Choice 1. A project plan includes which of the following: a) Project Objectives b) Resources c) Controls d) All of these e) None of these Ans: D Difficulty: Easy Ref: THE PROJECT LIFE CYCLE

2. The following are PMBOK® knowledge areas except: a) Project Integration Management b) Project Scope Management c) Project Cost Management d) Project Risk Management e) Project Research Management

Ans: E Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

3. The Project Management Body of Knowledge a) is a method of ensuring project success. b) must be used on all projects. c) is a generally accepted set of principles and practices for project management. d) must be used in its entirety. e) works the same on all projects. Ans: C Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

4. Project Integration Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) focuses on identifying and responding appropriately to risks that can impact the project. e) is concerned with acquiring project resources that are outside the organization. Ans: A Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

5. Project Scope Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) provides assurance that the project's work is defined accurately and completed as planned. d) focuses on identifying and responding appropriately to risks that can impact the project. e) is concerned with acquiring project resources that are outside the organization.

Ans: C Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

6. Project Time Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) focuses on identifying and responding appropriately to risks that can impact the project. e) is concerned with acquiring project resources that are outside the organization. Ans: B Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

7. The PMBOK® area called project time management includes all of the following except: a) Define Activities b) Assign Activities c) Estimate Activity Durations d) Develop Schedule e) Control Schedule Ans: B Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

8. Project Cost Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) assures that the project budget is developed and completed as approved.

e) is concerned with acquiring project resources that are outside the organization. Ans: D Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

9. Project Quality Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) focuses on identifying and responding appropriately to risks that can impact the project. e) is concerned with acquiring project resources that are outside the organization. Ans: C Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

10. Project Human Resource Management a) focuses on creating and developing the project team. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) focuses on identifying and responding appropriately to risks that can impact the project. e) is concerned with acquiring project resources that are outside the organization. Ans: A Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

11. Project Communications Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources.

c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) entails providing timely and accurate information about the project to stakeholders. e) is concerned with acquiring project resources that are outside the organization. Ans: D Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

12. Project Risk Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) focuses on identifying and responding appropriately to risks that can impact the project. e) is concerned with acquiring project resources that are outside the organization. Ans: D Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

13. Project Procurement Management a) focuses on coordinating the project plan’s development, execution, and control of changes. b) includes identifying the project phases and activities and estimating, sequencing, and assigning resources. c) focuses on planning, developing, and managing the quality environment allowing the project to meet or exceed stakeholder expectations. d) focuses on identifying and responding appropriately to risks that can impact the project. e) is concerned with acquiring project resources that are outside the organization. Ans: E Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

14. Planning, executing, and monitoring and controlling are examples of:

a) Project Management process groups. b) Project Management tools. c) PMBOK® areas of knowledge d) Project Management objectives e) Project Management infrastructure. Ans: A Difficulty: Easy Ref: PROJECT PROCESSES

15. Initiating processes: a) Signal the beginning of the project or phase. b) Requires an organization to make a commitment of time and resources. c) Are part of the project management processes and ITPM phases. d) all of these e) none of these Ans: A Difficulty: Easy Ref: PROJECT PROCESSES

16. Planning processes: a) Signal the beginning of the project or phase. b) Requires an organization to make a commitment of time and resources. c) Are part of the project management processes and ITPM phases. d) supports planning of the entire project and each individual phase e) none of these Ans: D Difficulty: Easy Ref: PROJECT PROCESSES

17. Executing processes: a) Signal the beginning of the project or phase. b) Requires an organization to make a commitment of time and resources. c) focus on integrating people and resources to carry out the planned activities. d) supports planning of the entire project and each individual phase e) none of these

Ans: C Difficulty: Easy Ref: PROJECT PROCESSES

18. Monitoring and controlling processes: a) Signal the beginning of the project or phase. b) Requires an organization to make a commitment of time and resources. c) focus on integrating people and resources to carry out the planned activities. d) supports planning of the entire project and each individual phase e) allows for managing and measuring progress toward the project’s MOV and scope, schedule, budget, and quality objectives. Ans: E Difficulty: Easy Ref: PROJECT PROCESSES

19. Closing processes: a) Signal the beginning of the project or phase. b) formally accepts the project’s product, service, or end result so the project or phase can be brought to an orderly close. c) focus on integrating people and resources to carry out the planned activities. d) supports planning of the entire project and each individual phase e) allows for managing and measuring progress toward the project’s MOV and scope, schedule, budget, and quality objectives. Ans: B Difficulty: Easy Ref: PROJECT PROCESSES

20. Product-oriented processes will define all of the sub-phases and deliverables associated with the project management life cycle phase. a) conceptualize and initialize the project b) develop the project charter and plan c) execute and control d) close project e) evaluate project success Ans: C Difficulty: Medium Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)

21. The following are components of the Agile Manifesto except: a) User Involvement over Cost of Project b) Individuals and Interactions over Processes and Tools c) Working Software over Comprehensive Documentation d) Customer Collaboration over Contract Negotiation e) Responding to Change over Following a Plan Ans: A Difficulty: Medium Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)

22. The phases of a learning cycle include all of the following except: a) Act b) Assess risk c) Reflect and learn d) Plan e) Understand and frame problem Ans: B Difficulty: Medium Ref: LEARNING CYCLES AND LESSONS LEARNED

Short Answer Questions 1.

What are the advantages of having and following a project methodology? Ans: • A project team can focus on the product or system without having to debate how the work is to be done. • Stakeholders understand their role, and these roles can be applied to future projects. • Experiences can be documented in terms of lessons learned and integrated into the methodology as best practices. Hopefully, previous successes can be repeated. • Past, present, and future projects can be compared with confidence in terms of planning and progress reporting. • Valuable time can be saved because approaches, tools, techniques, and templates can be reused across projects. • As you will learn in later chapters, following a methodology provides a useful template for planning the project work and associated tasks. Difficulty: Easy Ref: INTRODUCTION

Describe project integration management and its relationship to the other eight Project Management Body of Knowledge areas. Ans: Project integration management is one of the most important Project Management Body of Knowledge areas. It coordinates and integrates the other knowledge areas and all of the project processes. Project integration management is concerned with three areas: (1) project plan development so that a useable, flexible, and consistent project plan is developed, (2) project plan execution so that the project plan is carried out in order achieve the project’s MOV, and (3) overall change control to help manage change so that change does not disrupt the focus of the project team. Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

Describe the PMBOK® area of project cost management. Ans: According to PMBOK, project cost management includes: • Estimate Costs—Based upon the activities, their time estimates, and resource requirements, an estimate can be developed. • Determine Budget—Once the time and cost of each activity is estimated, an overall cost estimate for the entire project can be made. Once approved, this estimate becomes the project budget. • Control Costs—Ensuring that proper processes and procedures are in place to control changes to the project budget. Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

Describe the PMBOK area of project time management. Ans: The Project Management Body of Knowledge (PMBOK) area called project time management focuses on the processes necessary to develop the project schedule and to ensure that the project is completed on time. As defined in the PMBOK, project time management includes: • Define Activities—identifying what activities must be completed in order to produce the project scope deliverables. • Sequence Activities—determining whether activities can be completed sequentially or in parallel and any dependencies that may exist among them. • Estimate Activity Resources – identifying the type of resources (people, technology, facilities, etc.) and the quantity of resources needed to carry out project activities. • Estimate Activity Durations—estimating the time to complete each activity. • Develop Schedule —based upon the availability of resources, the activities, their sequence, and time estimates, a schedule for the entire budget can be developed. • Control Schedule —ensuring that proper processes and procedures are in. Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

What is a project’s scope? Ans: A Project’s scope is the work to be complete by the project team. This may include specific requirements, features, functionality, or standards for the product or system to be delivered, or it could include project-related deliverables like the project’s schedule or budget. Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

What is a stakeholder? Ans: Stakeholders are individuals, groups, or even organizations that have a stake, or claim, in the project’s outcome. Difficulty: Easy Ref: THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

List and describe the five common phases or stages shared by most projects? Ans: • Define Project Goal—All projects have a beginning. Although a project is initiated when someone comes up with a new idea for perhaps a new product, service, or system, the first step in beginning a project should be to define the project’s goal. The project’s goal should make explicit the project’s envisioned business value because projects are organizational investments that require time and resources and involve risk. A well-defined goal will set stakeholders’ expectations and drive the other phases of the project. The project goal should also answer the question: How will we know if this project is successful given the time, money, and resources invested? Once the project’s goal has been clearly defined, it must be agreed upon by the project stakeholders before the project can begin the planning phase. • Plan Project —The project’s goal provides direction for planning the project; otherwise, it would be like driving a car without a destination in mind. A project plan defines: ▪ Project Objectives —A project’s objectives include scope (the project work), schedule, budget, and quality. Objectives support the project’s goal by defining what work needs to be completed, when it needs to be completed, how much it will cost to complete, and whether the work is acceptable to specific stakeholders. ▪ Resources —Resources are needed to complete the project work and include such things as people, facilities, and technology. ▪ Controls —A great deal of managing a project includes ensuring that the project goal and objectives are being met and resources are used efficiently and effectively. In addition, risk, change, and communication among the project stakeholders must be proactively managed throughout the project. • Execute Project Plan —Approval of the project plan is required before moving to the execution phase. While the plan project phase outlines the anticipated or

planned progress of the project, the execute project plan phase concentrates on the design, development, and delivery of the project’s product, service, or system. Moreover, the controls defined in the planning phase now allow the project stakeholders to compare the project’s planned progress with the actual progress in terms of the work being completed on time, within budget, and within quality standards so as to achieve the business value envisioned. At the end of this phase, the team implements or delivers a completed product, service, or information system to the organization. • Close and Evaluate Project —A project should have a definite end. The last phases ensure that all of the work is completed as agreed to by the team, the sponsor, or other stakeholders. However, the project and the project team should be evaluated during a postmortem review to determine whether the project’s goal defined in the initial phase was achieved. In addition, any best practices based on experiences and lessons learned should be documented and made available to future projects. Difficulty: Easy Ref: THE PROJECT LIFE CYCLE

What are project management processes? Give one example. Ans: Project management processes are an integral component of project management and are concerned with defining and coordinating the activities and controls needed to manage the project. They support all of the activities necessary to create and implement the product of the project. Examples include: • Initiating • Planning • Executing • Monitoring and Controlling • Closing Difficulty: Easy Ref: PROJECT PROCESSES

Describe the five project management process groups. Ans: ▪ Initiating—The initiating process group signals the beginning of the project or a phase. For example, an organization may initiate a project by requiring the development of a business case as part of its project methodology. During this phase, a set of project management processes would define how the project and the first phase of the methodology should be initiated. The approval of the business case would then provide an authorization to start another set of processes to begin the second phase of the project methodology. Although all of the phase of the project should have some type of initiating process, the first phase of the project would be the most important.

▪ Planning—The planning process group supports planning of the entire project and each individual phase. Supporting project management processes may include scope planning, activity planning, resource planning, cost estimating, schedule estimating, and procurement planning. The planning process should be in line with the size and complexity of the project—that is, larger, more complex projects may require a greater planning effort than smaller, less complex projects. Planning processes are most important during the second phase of the project methodology when planning the project is emphasized. However, planning processes can be important for each phase whereby objectives and activities may need to be defined or refined as new information becomes available. In addition, planning is often an iterative process. A project manager may develop a project plan, but senior management or the client may not approve the scope, PMBOK® Project Management Process Groups budget, or schedule. Or circumstances may arise that warrant changes to the project plan. This could happen as the result of a competitor’s actions or legislation (external), or even changes to the project team or sponsor (internal). ▪ Executing —Once a project phase has been approved and planned, the executing process group focuses on integrating people and resources to carry out the planned activities of the project plan or phase. During the execute and control phase, the SDLC and associated project methodology play an important role in developing the product or system. For example, software engineering processes, tools, and methods for developing and/or implementing an application system become critical for delivering the project’s end result. Project management processes such as quality assurance, risk management, and team development play an important supporting role. Although executing processes are part of every project phase, the majority of executing processes will occur during the execute and control phase of the project life cycle. ▪ Monitoring and Controlling —The monitoring and controlling process group allows for managing and measuring progress toward the project’s goal and scope, schedule, budget, and quality objectives. These processes also allow the project manager and team to keep an eye on project variances between actual and planned results so that appropriate corrective actions can be taken when necessary. Supporting project management processes include scope control, change control, schedule control, budget control, quality control, and a communications plan. The emphasis of monitoring and controlling processes will occur during the execution and control phase of the IT project methodology. ▪ Closing —The closing process group provides a set of processes for formally accepting the project’s product, service, or system so that the project or phase can be brought to an orderly close. The project manager or team must verify that all project work has been satisfactorily completed before the project sponsor accepts a phase’s or the project’s end product. Closure of a project may include processes for contract closure and administrative closure. Contract closure ensures that all of the deliverables and agreed upon terms of the project have been completed and delivered so that the project can end. It allows resources to be reassigned and settlement or

payment of any account. Administrative closure, on the other hand, involves documenting and archiving all project documents. It also includes processes for evaluating the project in terms of whether it achieved its goal. Lessons learned should be documented and made available to other teams. Although each phase must include closing processes, the major emphasis on closing processes will occur during the close project and evaluate project success phases of the project methodology. Difficulty: Easy Ref: PROJECT PROCESSES

10. What are product-oriented processes? Give one example. Ans: Product-oriented processes are those which focus on the tangible results of the project. They require specific domain knowledge, tools, and techniques in order to complete the work. An example would be the creation of a software application package. Difficulty: Easy Ref: PROJECT PROCESSES

11. What are the three important roles included a Project Board under the PRINCE2® methodology. Ans: A customer, a senior user, and a senior supplier. Difficulty: Easy Ref: PRINCE2®

12. Describe the seven processes of the PRINCE2® methodology. Ans: Start Project—The first process should be relatively short and focused on developing a project brief or document that provides business justification for the project. The Project Board is created and determines whether the project should be commissioned to continue to the next stage. This is more of a basic fact-finding stage, where the organization attempts to determine whether the project is doable and worth doing without spending a great deal of time and money. Initiate Project—The main focus of this process is to develop the project brief into a more detailed business case, which is a key document that lays a foundation for all important project decisions. In addition, the project manager documents performance targets for benefits, costs, schedule, quality, scope, and risk in an overall project plan. Direct Project—The Project Board’s overall activities are defined so that it can direct the project successfully throughout each stage up through the project’s closure. Control Stage—During this process, the project manager’s day-to-day activities are defined as well as how the project tasks will be controlled and monitored.

Manage Product Delivery—The project manager plans each stage as a set of work packages to be delivered. A work package includes such things as the products to delivered, the people authorized to do the work, constraints, tolerances, as well as the resources and time line for completing the work. This process ensures that the work packages are developed, delivered, and approved as planned. Manage Stage Boundaries—This includes the information or reporting mechanisms the project manager will give to the Project Board in order to review the status of the project and to determine whether continued business justification for the project exists. Close Project—This ensures that the project is completed in a controlled manner if the project work is completed as planned or if it is no longer viable. More specifically, activities are defined for the acceptance of the project, as well as for the project manager to archive documents and release project resources. Difficulty: Easy Ref: PRINCE2®

13. Describe the five basic phases in the systems development life cycle. Ans: • Planning—The planning phase involves identifying and responding to a problem or opportunity and incorporates the project management and system development processes and activities. Here a formal planning process ensures that the goal, scope, budget, schedule, technology, and system development processes, methods, and tools are in place. • Analysis—The analysis phase attempts to delve into the problem or opportunity more fully. For example, the project team may document the current system to develop an “ as is” model to understand the system currently in place. In general, systems analysts will meet with various stakeholders (users, managers, customers, etc.) to learn more about the problem or opportunity. This work is done to identify and document any problems or bottlenecks associated with the current system. Here the specific needs and requirements for the new system are identified and documented. • Design—During the design phase, the project team uses the requirements and “ to be” logical models as input for designing the architecture to support the new information system. This architecture includes designing the network, hardware configuration, databases, user interface, and application programs. • Implementation —Implementation includes the development or construction of the system, testing, and installation. In addition, training, support, and documentation must be in place. • Maintenance and Support —Although maintenance and support may not be a true phase of the current project, it is still an important consideration. Once the system has been implemented, it is said to be in production. Changes to the system, in the form of maintenance and enhancements, are often requested to fix any discovered

errors (i.e., bugs) within the system, to add any features that were not incorporated into the original design, or to adjust to a changing business environment. Support, in terms of a call center or help desk, may also be in place to help users on an as-needed basis. Difficulty: Easy Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)

14. List and describe the four themes (or categories) of the Agile principles. Ans: • Customer—Again, Agile takes a strong customer focus, and the customer could be internal (e.g., the user) or external to the organization. The product or system must be developed with the customer in mind; therefore, the customer and developers must communicate and interact effectively in order to work together collaboratively. The team should be collocated for daily face-to-face communication. • Product—Only working software brings value, but it must be delivered in the shortest time practical. Although it is important to give customers what they want, it is also important to keep things simple and deliver only the most important features or functionality. Change is not the enemy. It is an opportunity. • Project Team—An Agile team should include business people and technical people who are motivated, self-organizing, and mutually accountable. A team should be given the support and resources it needs and then trusted to get the job done. People who work long hours may burn out, get tired, become less motivated, and tend to make more mistakes. Therefore, the team should be able to work at a pace that is constant and sustainable. • Performance—The team should have the authority to make adjustments when needed. In addition, a product is complete only when it is designed, tested, documented, and working. Difficulty: Easy Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)

15. Describe the three important roles under Scrum, one of the Agile methods. Ans: Scrum master, product owner, and the development team. The Scrum master is similar to the project manager, while the product owner represents the business side and ensures that the most important features are included in the product. The development team is responsible for delivering a quality product or system. Difficulty: Medium Ref: THE SYSTEMS DEVELOPMENT LIFE CYCLE (SDLC)

16. John Redding suggests that a team learning cycle has four phases. What are they? Ans: Understand and frame the problem, Plan, Act, Reflect and learn, Breadth Difficulty: Easy

Ref: LEARNING CYCLES AND LESSONS LEARNED

17. Describe the concept of a learning cycle. Ans: Learning cycles provide a way to resolve ambiguous situations through the repeated pattern of thinking through a problem. A learning cycle has four phases: • Understand and frame the problem • Plan • Act • Reflect and learn Difficulty: Easy Ref: LEARNING CYCLES AND LESSONS LEARNED

18. What purpose does creating a lessons learned at the end of a learning cycle provide? Ans: The completion of a team’s lessons learned marks the ending of one learning cycle and the beginning of another. Based on the learning that has transpired, the team can focus once again on understanding and reframing the problem and then repeat the plan, act, reflect and learn phases again. Difficulty: Easy Ref: LEARNING CYCLES AND LESSONS LEARNED

Essay Questions 1. What is a project methodology? 2. Describe the phases of the project life cycle. 3. List the five Project Management Process Groups and describe how they support the phases of the project life cycle. 4. The Guide to Project Management Body of Knowledge defines ten knowledge areas for understanding project management. Name and briefly describe five of them. 5. The Guide to Project Management Body of Knowledge defines a process as “a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service”. In your own words, state what this definition means and give an example. 6. How should proposed changes in the project be handled and what are the relevant criteria for change decisions? 7. What are the seven principles that must be followed in order to be considered a PRINCE2® project? 8. How do the project life cycle (PLC) and the systems development life cycle (SDLC) differ? 9. Describe the phases of a learning cycle and discuss the potential impact of its use on organizations.

Chapter 3: Measurable Organizational Value and the Business Case True/False 1.

A business case is a deliverable that documents the project’s goal, as well as several alternatives or options. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

The MOV should be adjusted at each phase of a project to align with the realities of project execution. a. True b. False Ans: False Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

The MOV should explicitly state the technology that will support the IT project. a. True b. False Ans: False Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

For the sake of efficiency and unity of purpose and direction, it is usually advisable to have the project manager take sole responsibility for developing the business case. a. True b. False Ans: False Difficulty: Easy Ref: THE BUSINESS CASE

The total cost of ownership (TCO) includes only the direct or up-front costs and ongoing expenditures. a. True b. False

Ans: False Difficulty: Easy Ref: THE BUSINESS CASE 6.

The total benefits of ownership (TBO) should address the benefits of an alternative over the course of its useful life. a. True b. False Ans: True Difficulty: Easy Ref: THE BUSINESS CASE

A significant deficiency of the payback method of analyzing alternatives is the failure to account for the time value of money. a. True b. False Ans: True Difficulty: Easy Ref: THE BUSINESS CASE

All cash flows over the useful life of a project alternative must be included in the payback method of analysis. a. True b. False Ans: False Difficulty: Easy Ref: THE BUSINESS CASE

The net present value method of project valuation takes into account all relevant cash flows as well as the company’s required rate of return. a. True b. False Ans: True Difficulty: Easy Ref: THE BUSINESS CASE

10. In general, riskier project alternatives will have a lower breakeven point than less risky project alternatives. a. True b. False

Ans: False Difficulty: Easy Ref: THE BUSINESS CASE 11. Scoring models are useful because they allow for the inclusion of qualitative factors. a. True b. False Ans: True Difficulty: Easy Ref: THE BUSINESS CASE 12. A scoring model can combine both qualitative items reflected in the weights and scores that are based on people’s judgments. a. True b. False Ans: True Difficulty: Easy Ref: THE BUSINESS CASE 13. Development of the project charter is the responsibility of the project sponsor. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT SELECTION AND APPROVAL

Multiple Choice 1.

Scope and schedule are examples of: a) Project Management processes. b) Project Management tools. c) PMBOK® areas of knowledge d) Project Management objectives e) Project Management infrastructure. Ans: D Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

The overall goal and measure of project success is: a) the project's MOV. b) the project's NPV. c) the project's technical competency. d) the project's adherence to budget and schedule. e) the project's end-user acceptance. Ans: A Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

All of the following are steps in developing the project MOV except: a) Identify the available organizational resources. b) Identify the desired value of the IT project. c) Develop an appropriate metric. d) Set a time frame for achieving MOV. e) Verify and get agreement from project stakeholders. Ans: A Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

Which of the following statements is the best indicator that the new software project was successful.

a) The project's product, a software system, was enthusiastically accepted by 100% of the end users who were able to begin using it after completing only a one-day training session. b) The project's product, a software system, was a week late and 2% over budget, but six months later was found to have met the company's goal of reducing service callbacks by 15%. c) The project's product, a software system, was completed two weeks ahead of time freeing up the entire development team to begin work on other projects. d) The project's product, a software system, was completed right on schedule and was delivered $10,000 under the $100,000 budget allocation. e) The project's product, a software system, was completed on time and on budget and was tested and shown to be 100% bug-free. Ans: B Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

Which of the following is the best MOV statement? a) Our project should make Dayton customers flock to the stores in droves to buy our products. b) Our project should be completed in no more than 180 days and should cost no more than $150,000 and be completed 100% in-house. c) Our project should increase sales in the Dayton market by 15% next year to complete our company's Ohio expansion strategy. d) Our project should utilize the Spiral Development approach to eliminate 95% of the major risks to our Dayton sales program. e) Our project should produce an advertising campaign in Dayton that wins the Ohio Advertising Guild's Award for most creative campaign. Ans: C Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

A project that increased market share would impact the organization. a) strategic b) customer c) financial d) operational e) social Ans: A

area of an

Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

A project that provided customers better products and services would impact the area of an organization. a) strategic b) customer c) financial d) operational e) social Ans: B Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

A project that increased profits would impact the

area of an organization.

a) strategic b) customer c) financial d) operational e) social Ans: C Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

A project that improved operational effectiveness would impact the an organization. a) strategic b) customer c) financial d) operational e) social Ans: D Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

area of

10.

A project that provided cleaner air would impact the organization.

area of an

a) strategic b) customer c) financial d) operational e) social Ans: E Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

11.

Which of the following statements about the business case is NOT true: a) A business case provides an analysis of feasibility b) A business case provides senior management with sufficient information to fund a project. c) A business case provides details of possible impacts, costs and benefits. d) A business case provides a project budget. e) A business case may be a large, formal document. Ans: D Difficulty: Easy Ref: THE BUSINESS CASE

12.

Which of the following was NOT given as a reason for recruiting a core team to develop the business case? a) enhanced credibility b) alignment with organizational goals c) access to real costs d) early identification of project team. e) shared sense of ownership Ans: D Difficulty: Easy Ref: THE BUSINESS CASE

13.

A company utilizes the payback method exclusively to select projects. Which of the following mutually exclusive (they can only do one of them) projects will they choose? (Assume cash flows occur in equal monthly installments)

a) Initial Investment: $10,000 Net Cash Flows: year 1:$0 year 2:$120,000 year 3:$60,000 each year thereafter:$60,000 b) Initial Investment:$100,000 Net Cash Flows: year 1:$50,000 year 2:$50,000 year 3:$100,000 each year thereafter:$1,000,000 c) Initial Investment:$10,000 Net Cash Flows: year 1:0 year 2:$100,000 year 3:$100,000 each year thereafter:$100,000 d) Initial Investment:$100,000 Net Cash Flows: year 1:$1,000,000 year 2:$2,000,000 year 3:$2,000,000 each year thereafter:0 e) Initial Investment:$10,000 Net Cash Flows: year 1:$8,000 year 2:$12,000 year 3:$120,000 each year thereafter:$120,000 Ans: A Difficulty: Easy Ref: THE BUSINESS CASE

14.

Evaluating the feasibility of an alternative in terms of the funds and resources available to support a project for the organization is a measure of . a) organizational feasibility b) technical feasibility c) economic feasibility d) legal feasibility e) ethical feasibility Ans: C Difficulty: Easy Ref: THE BUSINESS CASE

15.

Determining whether employees will be able to adapt to the planned change is . a) organizational feasibility b) technical feasibility c) economic feasibility d) legal feasibility e) ethical feasibility Ans: A Difficulty: Easy Ref: THE BUSINESS CASE

16.

Determining whether the proposed solution will work within the software architecture is a measure of .

a) organizational feasibility b) technical feasibility c) economic feasibility d) legal feasibility e) ethical feasibility Ans: B Difficulty: Easy Ref: THE BUSINESS CASE

17.

18.

How many widgets would a company have to sell if their initial investment was $60,000 and widgets sold for $25? Materials to produce 100 widgets cost $1000. Direct labor costs $2.50 per widget. Total indirect costs & overhead is 10% of the selling price. a) 4,800 b) 6,000 c) 8,000 d) 8,142 e) Not enough information to calculate. Ans: B Difficulty: Easy Ref: THE BUSINESS CASE

19.

Calculate the ROI for a project with total expected costs of $40,000 and total expected benefits of 35,000. a) -12.5%

b) 12.5% c) 1.875% d) 187.5% e) -18.75% Ans: A Difficulty: Easy Ref: THE BUSINESS CASE

20.

Calculate the Net Present Value for a project with the following cash flows: Year 0: ($5,000) Year 1: $10,000 Year 2: $10,000 Year3: ($2,000). The discount rate is 5%. a) $19,209.75 b) $14,209.75 c) $18,840.25 d) $23,840.25 e) $12,350.00 Ans: B Difficulty: Easy Ref: THE BUSINESS CASE

21.

Trying to decide between three alternatives, a company employed a scoring model. Three criteria were chosen. Criteria A was believed to be the most important and so was given a weight of 50%. The other two were deemed to be equal to each other in importance. A relative scoring range of 0 to 10 was used. The table below shows each alternative and their scores. Which alternative should the company choose? Criteria Alternative A Alternative B Alternative C A 5 6 7 B 8 7 7 C 8 8 5 a) Choose alternative A b) Choose alternative B c) Choose alternative C d) Choose either alternative A or B e) Choose either alternative A or C Ans: B Difficulty: Easy Ref: THE BUSINESS CASE

Short Answer 1. Describe how a project’s MOV can support an organization’s goals and strategies. Ans: As shown by the IT Value Chain, an organizational goal leads to or defines certain organizational strategies. A project’s MOV should be designed to align with and support those strategies. At the project’s end, the project’s results can be compared to the initial MOV. With a successful project, one should see successful execution of organizational strategies and a measurable realization of some organizational goal. Difficulty: Easy Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

2. Why should a project begin with developing an MOV? Ans: Difficulty: Medium Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

3. Why must the MOV be measurable? Ans: Measurement provides a clear definition of success for all of the project’s stakeholders. For example, consider the statement: Our project will be successful if we install a database management system to improve our customer service to worldclass levels. Installing a database management system is an activity or a task that may need to be done. While important, the installation of the technology does not guarantee real value to the organization. Moreover, while “world-class” sounds inviting, it is difficult to define and impossible to know if ever achieved. Instead, consider the statement: Our project will be successful if 95 percent of our customers receive a shipping confirmation within two hours after placing an order. The second statement defines the project’s purpose and allows the organization to evaluate whether 95 percent of its customers are receiving a shipping confirmation within two hours after placing an order. Difficulty: Medium Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

4. Why is it important that the MOV provide value to the organization? Ans: Time and resources should not be devoted to a project unless it can bring value to the organization. For example, value could be in the form of better customer service if the organization can send a shipping confirmation to 95 percent of its customers within two hours after placing an order. Remember, technology is a means to an end and should not be part of a project’s MOV. Technology is an enabler; that is, technology enables organizations to do things like reducing the time to send out a shipping confirmation. Value comes from delivery of the project’s product, service, or system that achieves or meets the MOV and not from a particular vendor’s

software package or from a particular programming language. Difficulty: Medium Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV) 5. Why must stakeholders agree on the project’s MOV? Ans: A clear and agreed upon MOV sets expectations for the project’s stakeholders. The MOV must be doable and worth doing. Continuing with the previous example, the project’s MOV may not be realistic if management sets a target that 100 percent of the customers must receive a shipping confirmation within two nanoseconds of placing an order. The project team may be set on a path of failure if it cannot deliver on this expectation. On the other hand, not much value may be achieved if a performance target is set too low and achieved easily. Perhaps two minutes or even twenty minutes might be a better performance target for sending out a shipping confirmation. In any case, stakeholders must agree upon an MOV that is both realistic and of value to the organization. Difficulty: Medium Ref: MEASURABLE ORGANIZATIONAL VALUE (THE MOV)

6. What is a business case? Ans: A business case provides the first deliverable in the project life cycle and is a major theme in the PRINCE2® methodology that was discussed in a previous chapter. It provides an analysis of the organizational value, feasibility, costs, benefits, and risks of several proposed alternatives or options. However, a business case is not a budget or the project plan. A business case must provide senior management with all the information needed to make an informed decision as to whether the project should receive funding in order to continue on to the next phase (5). In the next phase, the project will be planned in much greater detail where another go/no decision is made before the plan is executed or carried out. For larger projects, a business case may be a large, formal document. Less formality may be suitable for smaller projects; however, the process of thinking through why a particular project is being taken on and how it might bring value to an organization is still worthwhile. Difficulty: Easy Ref: THE BUSINESS CASE

7. What is economic feasibility? Ans: Although a cost/benefit analysis will be conducted to look at the alternatives in greater depth, some alternatives may be too costly or simply not provide the benefits envisioned in the problem statement. At this point, an organization may evaluate an alternative in terms of whether funds and resources exist to support the project. For example, although you may be in a market for a new car, the reality of your limited income rules out the fancy sports car. Conducting an economic feasibility should serve as a reality check for each option or alternative. Difficulty: Easy

Ref: THE BUSINESS CASE

8. What is technical feasibility? Ans: Technical feasibility focuses on the existing technical infrastructure needed to support an IT solution. Difficulty: Easy Ref: THE BUSINESS CASE

9. What is organizational feasibility? Ans: Organizational feasibility considers the impact on the organization. It focuses mainly on how people within the organization will adapt to this planned organizational change. Difficulty: Easy Ref: THE BUSINESS CASE

10. What is Total Cost of Ownership? Ans: (TCO) is a concept that has gained widespread attention in recent years and generally refers to the total cost of acquiring, developing, maintaining, and supporting the application system over its useful life. TCO includes such costs as: • Direct or up-front costs—Initial purchase price of all hardware, software, and telecommunications equipment, all development or installation costs, outside consultant fees, etc. • Ongoing costs—Salaries, training, upgrades, supplies, maintenance, etc. • Indirect costs—Initial loss of productivity, time lost by users when the system is down, the cost of auditing equipment (i.e., finding out who has what and where), quality assurance, and post implementation reviews. Difficulty: Easy Ref: THE BUSINESS CASE

11. What is Total Benefits of Ownership? Ans: (TBO) must include all of the direct, ongoing, and indirect benefits associated with each proposed alternative. The TBO should address the benefits of an alternative over the course of its useful life. Benefits can arise from: • Increasing high-value work —For example, a salesperson may spend less time on paperwork and more time calling on customers. • Improving accuracy and efficiency —For example, reducing errors, duplication, or the number of steps in a process. • Improving decision making —For example, providing timely and accurate information. • Improving customer service —For example, new products or services, faster or more reliable service, convenience, and so on. Difficulty: Easy

Ref: THE BUSINESS CASE

12. Describe the criteria that should be used to make a project selection decision. Ans: The decision to approve an IT project requires a number of conditions be met: • The IT project must map directly to the organization’s strategies and goals. • The IT project must provide measurable organizational value that can be verified at the completion of the project. • The selection of an IT project should be based upon diversity of measures that include: o Tangible costs and benefits o Intangible costs and benefits Various levels throughout the organization (e.g., individual, process, department, and enterprise) Difficulty: Easy Ref: PROJECT SELECTION AND APPROVAL

Essay Questions

1. What is the purpose of a Business Case and what are the characteristics of a good Business Case? 2. What is Measurable Organizational Value (MOV) and what are the four major characteristics of a good MOV? 3. The text discusses numerous aspects of feasibility; name and define three of them. 4. There are numerous financial models for analyzing the benefits from a project. Among those models discussed in the chapter are: payback, breakeven, return on investment (ROI), net present value (NPV), and scoring models. What are the strengths and weaknesses of each approach to analyzing value? 5. Describe the Balanced Scorecard Approach and list at least three significant reasons why it can fail as an analysis tool.

Chapter 4: Project Planning: The Project Infrastructure True/False 1.

Stakeholders have only a positive interest in the project’s outcome. a. True b. False Ans: False Difficulty: Easy Ref: THE PROJECT TEAM

An IT project manager’s technical knowledge is much more important that his or her ability to communicate with people. a. True b. False Ans: False Difficulty: Easy Ref: THE PROJECT TEAM

Project team members should be chosen based upon their technology skills, business/organization skills, and interpersonal skills. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT TEAM

A single organizational structure is best for all organizations regardless of strategy. a. True b. False Ans: False Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

The Project Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. a. True b. False Ans: False Difficulty: Easy

Ref: THE ORGANIZATION AND PROJECT PLANNING 6.

The Functional Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. a. True b. False Ans: True Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

Breadth, depth of knowledge, and experience are advantages for projects sponsored by organizations with functional structures. a. True b. False Ans: True Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

The Project Organizational structure supports clear authority and responsibility, improved communication, and high levels of integration. a. True b. False Ans: True Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

Disadvantages of the Project Organizational structure include project isolation, duplication of effort, and projectitis. a. True b. False Ans: True Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

10. Projectitis sometimes occurs when the project manager and project team develop a strong attachment to the project and to each other. a. True b. False Ans: True Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

11. Unity of Command is violated when a project team member has only one direct superior. a. True b. False Ans: False Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING 12. The main feature of the Matrix Organizational structure is the ability to integrate areas and resources throughout an organization. a. True b. False Ans: True Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING 13. High potential for conflict and poor response time are disadvantages of the Matrix Organizational structure. a. True b. False Ans: True Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING 14. The informal organizational structure is a published structure that defines the official lines of authority, responsibilities, and reporting relationships. a. True b. False Ans: False Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING 15. The project environment includes not only the physical space where the team will work, but also the project culture as well. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT ENVIRONMENT

16. Stakeholders are individuals, groups, or even organizations that have a stake or claim in the project’s outcome. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT CHARTER 17. The project charter serves as an agreement for all the project stakeholders. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT CHARTER 18. Identifying the project stakeholders is an important component of the project charter. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT CHARTER 19. Constraints can be thought of as things that must go right in order for the project to be completed as planned. a. True b. False Ans: False Difficulty: Easy Ref: THE PROJECT CHARTER 20. Assumptions can be thought of as things that must go right in order for the project to be completed as planned. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT CHARTER 21. Constraints are factors that can limit the project and usually can have an impact on scope, schedule, budget, or quality.

a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT CHARTER

Multiple Choice 1.

Which of the following attributes is least important for sucessful project managers: a) ability to communicate with people b) ability to deal with people c) ability to create and sustain relationships d) ability to learn new technical skills e) ability to organize Ans: D Difficulty: Easy Ref: THE PROJECT TEAM

High level of integration, improved communication, increased project focus, higher potential for conflict, and poorer response time are advantages and disadvantages of: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: B Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

Increased flexibility, breadth and depth of knowledge and experience, and less duplication are advantages of: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: A Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

Problems determining authority and responsibility, poor response time, and poor integration are disadvantages of: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: A Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

organizes resources to perform specialized tasks or activities in order to attain the goals of the organization. a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: A Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

Project isolation, duplication of effort, and projectitis are disadvantages of: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: C Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

Clear authority and responsibility, improved communication, and a high level of integration are advantages of: a) The Functional Organization b) The Matrix Organization

c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: C Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

supports projects as the dominant form of business with each treated as a separate and independent unit within the organization. a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: C Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

integrates areas and resources throughout the organization. a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: B Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

10.

High level of integration, improved communication, and increased project focus are advantages of: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: B

Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

11.

Higher potential for conflict and poor response time are disadvantages of: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: B Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

12.

Which structure will tend to work well when an organization cannot dedicate scarce resources to a project? a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: B Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

13.

Unity of command violations are most often associated with: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: B Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

14.

The more traditional organizational form best describes:

a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: A Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

15.

The structure that reveals most clearly how individuals in an organization relate is the: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: D Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

16.

The most complex organizational structure is the: a) The Functional Organization b) The Matrix Organization c) The Project Organization d) The Informal Organization e) The Formal Organization Ans: D Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

17. The project charter a) and the project plan should be developed together. b) and the project plan are the same document. c) and the project plan are developed in the scope document. d) is summarized in the project plan. e) is developed by the project sponsor.

Ans: A Difficulty: Easy Ref: THE PROJECT CHARTER

18. The serves as the agreement and contract between the project sponsor and the project team including such items as the project MOV, infrastructure, and project plan details. a) Project charter b) Statement of work c) Project plan d) Project management processes e) Product-oriented processes Ans: A Difficulty: Easy Ref: THE PROJECT CHARTER

19. Within the Project Charter,

defines the work to be completed.

a) Project description b) Statement of Work c) MOV d) Project Scope e) Project Administration Ans: D Difficulty: Easy Ref: THE PROJECT CHARTER

20. Within the Project Charter, focuses on the knowledge areas, processes, and controls that will support the project and are separate subplans or strategies. a) Project description b) Statement of Work c) MOV d) Project Scope e) Project Administration Ans: D Difficulty: Easy Ref: THE PROJECT CHARTER

21. A communication plan, a quality management plan, and change management plan are all associated with which part of the project charter? a) Project Resources b) Project Scope c) Project Description d) Project References e) Project Administration Ans: E Difficulty: Easy Ref: THE PROJECT CHARTER

22. The outlines how the project's status or progress will be reported to stakeholders. a) Communication Plan b) Scope Management Plan c) Quality Management Plan d) Change Management Plan e) Human Resources Plan Ans: A Difficulty: Easy Ref: THE PROJECT CHARTER

23. The describes how changes to the project's scope will be submitted, logged, and reviewed. a) Communications Plan b) Scope Management Plan c) Quality Management Plan d) Change Management Plan e) Human Resources Plan Ans: B Difficulty: Easy Ref: THE PROJECT CHARTER

24. The details how quality planning, assurance, and control will be supported throughout the project life cycle.

Information Technology Project Management 5e - Marchewka

a) Communications Plan b) Scope Management Plan c) Quality Management Plan d) Change Management Plan e) Human Resources Plan Ans: C Difficulty: Easy Ref: THE PROJECT CHARTER

25. The will specify how the project's product will be integrated into the organizational environment. a) Communications Plan b) Scope Management Plan c) Quality Management Plan d) Change Management Plan e) Human Resources Plan Ans: D Difficulty: Easy Ref: THE PROJECT CHARTER

26. The

will identify the process for staff acquisition and team development.

a) Communications Plan b) Scope Management Plan c) Quality Management Plan d) Change Management Plan e) Human Resources Plan Ans: E Difficulty: Easy Ref: THE PROJECT CHARTER

Short Answer 1. Describe the project governance structure. Ans: A project governance structure provides a framework to guide all of the project decisions. This often includes the formation of a governance committee that represents the different interests of the project stakeholders. This group is responsible

Information Technology Project Management 5e - Marchewka and accountable for ensuring that the project aligns with the organization’s strategy and meets its intended MOV as documented in the business case. A project governance committee also establishes stakeholder roles, monitors progress, and ensures that the project has adequate funding and resources. It also defines authority as to what decisions can be made by the project manager and those that must be escalated to a higher level such as the governing committee or board. Difficulty: Easy Ref: PROJECT GOVERNANCE 2. What is the relationship between an organization’s strategy and organizational structure? Ans: The structure of an organization must fit its strategy, and since organizations may follow different strategies, it makes sense that no single structure can work well for every organization. Therefore, there are different organizational structures and ways to efficiently and effectively manage not only the organizational resources but also the work and processes involved. As long as the firm performs well, a particular structure and strategy will exist. On the other hand, when a firm performs poorly, a change in structure and/or strategy may be required. Difficulty: Medium Ref: PROJECT GOVERNANCE

3. Describe the roles of a project manager. What qualities are required for a good project manager? Ans: The project manager must play a managerial role that focuses on planning, organizing, and controlling. S/he must play an administrative role and finally, the project manager must also play a strong leadership role. Some attributes of a successful project manager include: • The ability to communicate with people • The ability to deal with people • The ability to create and sustain relationships • The ability to organize Difficulty: Easy Ref: THE PROJECT TEAM

4. What is meant by the formal organization? Why is it important for a project manager to understand the formal organization? Ans: By formal organization, we mean the formal groupings and specializations of activities which are generally documented in an organizational chart to clarify and portray the lines of authority, communication, reporting relationships, and responsibilities of individuals and groups within the organization. The formal organizational structure will determine how resources are allocated, who

Information Technology Project Management 5e - Marchewka has authority over those resources, and who is really in charge of the project. Difficulty: Medium Ref: THE ORGANIZATION AND PROJECT PLANNING

5. Describe the functional organizational structure. Ans: This particular structure is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. Individuals and subunits (i.e., groups of individuals) perform similar functions and have similar areas of expertise. Subsequently, projects are managed within the existing functional hierarchy. Projects in a functional organization are typically coordinated through customary channels and housed within a particular function. Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

6. Describe the project organizational structure. Ans: At the other end of the spectrum from the functional organization is the project organization or the pure project organization. This organizational structure supports projects as the dominant form of business. Typically, a project organization will support multiple projects at one time and integrate project management tools and techniques throughout the organization. Each project is treated as a separate and relatively independent unit within the organization. The project manager has sole authority over and responsibility for the project and its resources, while the parent or supporting organization provides financial and administrative controls. Both the project manager and the project team are typically assigned to a particular project on a full-time basis. Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

7. Describe the matrix organizational structure. Ans: The matrix organization is a combination of the vertical functional structure and the horizontal project structure. As a result, the matrix organization provides many of the opportunities and challenges associated with the functional and project organizations. The main feature of the matrix organization is the ability to integrate areas and resources throughout an organization. Moreover, people with specialized skills can be assigned to the project either on a part-time or on a more permanent basis. Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

8. Describe the balanced matrix, functional matrix, and project matrix organizational structures. Ans:

Information Technology Project Management 5e - Marchewka •

Balanced matrix—In the balanced matrix form, the project manager focuses on defining all of the activities of the project, while the functional managers determine how those activities will be carried out. • Functional matrix—The functional matrix organization tends to take on more of the qualities of a functional organization. Here the project manager focuses on coordinating the project activities, while the functional managers are responsible for completing those activities that are related to their particular area. • Project matrix—It follows, then, that a project matrix structure would take on more of the qualities of a project organization. In this case, the project manager has most of the authority and responsibility for defining and completing the project activities, while the functional managers provide guidance and resources, as needed. Difficulty: Easy Ref: THE ORGANIZATION AND PROJECT PLANNING

9. Describe what is meant by the informal organization. Why should the project manager or project team be concerned with understanding the informal organization? Ans: While the formal structure tells us how individuals or groups within an organization should relate to one another, it does not tell us how they actually relate. In many cases the informal organization bypasses the formal lines of communication and authority because of the inevitable positive and negative relationships that occur over time in any organization. While communication in the formal organization is supposed to flow through published channels, it can flow in any direction and at a much faster pace through the network of informal relationships—the famous grapevine. Power in an organization, therefore, is not only determined by one’s place in the hierarchy, but also how well one is connected in the informal network. A person’s degree of connectedness in the informal organization largely determines what information is received or not received. Difficulty: Medium Ref: THE ORGANIZATION AND PROJECT PLANNING

10. What is the project environment? Why must a project manager ensure that a proper project environment is in place? Ans: The project environment includes not only the physical space where the team will work, but also the project culture as well. More specifically, the project environment includes: • A place to call home • Technology • Office supplies • Culture A project manager must ensure that a proper project environment is in place in order to ensure that: •

The team cohesiveness and effectiveness is enhanced by being able to either

Information Technology Project Management 5e - Marchewka gather together in one spot or have the necessary technology to transcend geography and time • The team has the necessary resources to do their job • The team culture is sufficiently developed and understood so that the team comes to agreement on a set of values and expectations. Difficulty: Easy Ref: THE PROJECT ENVIRONMENT

11. What is the purpose of a project charter? How does it serve as an agreement or a contract? Ans: The project charter serves as an agreement and as a communication tool for all of the project stakeholders. The project charter documents the project’s MOV and describes the infrastructure needed to support the project. In addition, the project charter summarizes many of the details found in the project plan. A well-written project charter should provide a consolidated source of information about the project and reduce the likelihood of confusion and misunderstanding. Difficulty: Easy Ref: THE PROJECT CHARTER

12. Why should the project charter and project plan be developed together? Ans: In general, the project charter and project plan should be developed together— the details of the project plan need to be summarized in the project charter, and the infrastructure outlined in the project charter will influence the estimates used in developing the project plan. Difficulty: Easy Ref: THE PROJECT CHARTER

Information Technology Project Management 5e - Marchewka Essay Questions 1. What is a project’s infrastructure? 2. What are the goals and purposes of a project charter? 3. What is Project Scope and how should it be managed? 4. Is the detailed identification of project stakeholders a relevant consideration of the project charter? If so, why; if not, why not? 5. What is the focus of project administration and what plans would be included in this segment of the project management plan? 6.

How are an organization’s structure and its strategy related?

Briefly describe the nature of the formal organization and the strengths and weaknesses that it brings to the execution of information technology projects.

Briefly describe the nature of the project organization and the strengths and weaknesses that it brings to the execution of information technology projects.

Briefly describe the nature of the matrix organization and the strengths and weaknesses that it brings to the execution of information technology projects.

10. What are stakeholders and how should a good project manager plan to work with them on a project? 11. Describe the attributes of a good project manager. 12. How should a manager go about assembling a project team and what skills should drive his/her choice? 13. What is a project environment and how does it impact team performance?

Information Technology Project Management 5e - Marchewka

Chapter 5: Project Planning: Scope and the Work Breakdown Structure True/False 1.

According to the PMBOK® area of scope management, one of the processes is scope planning which means ensuring that authority and resources are committed to developing a scope management plan. a. True b. False Ans: False Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

Project scope is a statement detailing the features and functions that must support the IT solution. a. True b. False Ans: False Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

Project scope defines the work boundaries and deliverables of the project. a. True b. False Ans: True Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

The scope statement defines the project boundary. a. True b. False Ans: True Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

The scope boundary establishes only those elements that are a part of the project work to be completed by the project team. a. True b. False

Information Technology Project Management 5e - Marchewka

Ans: False Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE 6.

The scope boundary establishes both what is, and what is not part of the project work to be completed by the project team. a. True b. False Ans: True Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

The scope statement documents the sponsor’s needs and expectations. a. True b. False Ans: True Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

One way to communicate the project’s deliverables is to create a deliverable structure chart. a. True b. False Ans: True Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

Product scope is a statement detailing the deliverables and activities that support the IT methodology. a. True b. False Ans: False Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

10.

The use case diagram, a feature of the UML, is useful for defining the product scope. a. True b. False

Information Technology Project Management 5e - Marchewka Ans: True Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE 11.

Scope change control procedures protect the scope boundary from expanding as a result of increasing featurism. a. True b. False Ans: True Difficulty: Easy Ref: CONTROL SCOPE

12.

Scope change control is concerned with ensuring that any changes to the project scope will be beneficial, with determining that an actual scope change has occurred, and with managing the actual changes when and as they occur. a. True b. False Ans: True Difficulty: Easy Ref: CONTROL SCOPE

13.

Since adding features to a project will likely have a negative impact on schedules and budgets, once the project’s scope has been defined, no new features should added. a. True b. False Ans: False Difficulty: Easy Ref: CONTROL SCOPE

14.

Scope grope suggests a fundamental and significant change in the project scope. a. True b. False Ans: False Difficulty: Easy Ref: CONTROL SCOPE

15.

The development of a work breakdown structure is an interim step to define detailed work packages used to estimate the project schedule and budget. a. True b. False

Information Technology Project Management 5e - Marchewka

Ans: False Difficulty: Medium Ref: THEWORK BREAKDOWN STRUCTURE (WBS) 16.

A work breakdown structure (WBS) represents a logical decomposition of the work to be performed and how the product, service, or result is naturally subdivided. a. True b. False Ans: True Difficulty: Easy Ref: THEWORK BREAKDOWN STRUCTURE (WBS)

17.

The work breakdown structure (WBS) decomposes, or subdivides, the project into smaller components and more manageable units of work called work packages. a. True b. False Ans: True Difficulty: Easy Ref: THEWORK BREAKDOWN STRUCTURE (WBS)

18.

A tangible and verifiable piece of work is called a milestone. a. True b. False Ans: False Difficulty: Easy Ref: THEWORK BREAKDOWN STRUCTURE (WBS)

19.

Each phase of the project should provide at least one specific deliverable. a. True b. False Ans: True Difficulty: Easy Ref: THEWORK BREAKDOWN STRUCTURE (WBS)

20.

In much the same fashion as the claim “you can never be too rich”, when developing a WBS, one can never have too much detail in planning activities. a. True b. False

Information Technology Project Management 5e - Marchewka Ans: False Difficulty: Easy Ref: THEWORK BREAKDOWN STRUCTURE (WBS) 21.

One way to ensure that the WBS has the appropriate level of detail is to ensure that the people who do the work are involved in its development. a. True b. False Ans: True Difficulty: Easy Ref: THEWORK BREAKDOWN STRUCTURE (WBS)

22.

The most common error in guesstimating is to be pessimistic and to overestimate the time and resources necessary to complete a project. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT ESTIMATION

23.

The Delphi technique is a quick and economical way to estimate the duration and costs of project activities. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT ESTIMATION

24.

Time boxing involves allocating a time segment for a task rather than attempting to estimate how long that task should take. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT ESTIMATION

25.

According to the text, most real-world estimating is made using top-down estimating. a. True b. False Ans: False

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: PROJECT ESTIMATION 26.

Basing an estimate of activity durations on experience gained from working on similar projects is called analogous estimation. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT ESTIMATION

Information Technology Project Management 5e - Marchewka Multiple Choice 1.

Project success will be determined in large part by a) familiarity with project management software. b) producing nice looking reports for management. c) thinking carefully through activities and estimating their durations. d) determining exact estimates of activity durations. e) the skill sets of the project team. Ans: C Difficulty: Easy Ref: INTRODUCTION

2. Confidence in project estimates will be highest a) before the project begins. b) early in the project. c) once the team members are assigned. d) later in the project. e) when the business case is complete. Ans: D Difficulty: Easy Ref: INTRODUCTION

Which of the following processes of Scope Management Process centers on defining and documenting the stakeholders’ needs to properly manage expectations? a) Collect Requirements b) Define Scope c) Create Work Breakdown Structure d) Validate Scope e) Control Scope Ans: A Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

Which of the following processes of Scope Management Process defines what work will and will not be included in the project?

Information Technology Project Management 5e - Marchewka a) Collect Requirements b) Define Scope c) Create Work Breakdown Structure d) Validate Scope e) Control Scope Ans: B Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

To be effective, each project phase should provide at least

deliverable(s).

a) one b) two c) three d) as many as needed e) a project phase does not need to produce a deliverable Ans: A Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

The System.

is a narrative description of the product, service, or Information

a) Request For Proposal b) Scope Boundary c) Deliverable Structure Chart d) Statement of Work e) Request For Bid Ans: D Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

What defines what will be, and will not be, part of the project work completed by the project team? a) Request For Proposal b) Scope Boundary c) Deliverable Structure Chart d) Statement of Work e) Request For Bid

Information Technology Project Management 5e - Marchewka

Ans: B Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

All of the following are included in the Project Scope except: a) business case b) project charter c) project plan d) deliverable structure chart e) all are included Ans: D Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

The first step in accurately estimating an IT application is to a) determine the size b) determine available resources c) determine project budget d) set the project deadline e) determine project constraints Ans: A Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

10.

The concept of actors is an integral part of: a) Deliverable structure chart b) Use case diagram c) Work breakdown structure d) All of these e) None of these Ans: B Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

Information Technology Project Management 5e - Marchewka 11.

The helps to identify the main functions or features of the system and the different users or external systems that interact with the system. a) Deliverable structure chart b) Use case diagram c) Work breakdown structure d) All of these e) None of these Ans: B Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

12.

Which of the following processes of Scope Management Process provides confirmation and formal acceptance that the project’s scope is accurate, complete, and supports the project’s goal? a) Collect Requirements b) Define Scope c) Create Work Breakdown Structure d) Validate Scope e) Control Scope Ans: D Difficulty: Easy Ref: VALIDATE SCOPE

13.

Which of the following processes of Scope Management Process ensuring that controls are in place to manage proposed scope changes once the project’s scope is accepted? a) Collect Requirements b) Define Scope c) Create Work Breakdown Structure d) Validate Scope e) Control Scope Ans: E Difficulty: Easy Ref: CONTROL SCOPE

14.

The term scope creep is best described as:

Information Technology Project Management 5e - Marchewka a) a project team's inability to define the project's scope b) a fundamental change in project scope c) the project slowdown caused by changes in the project MOV d) increasing featurism e) a scary mouthwash salesman Ans: D Difficulty: Easy Ref: CONTROL SCOPE

15.

Continuously agreeing to project changes is an example of: a) scope leap b) scope creep c) scope grope d) project scope growth e) scope washout Ans: B Difficulty: Easy Ref: CONTROL SCOPE

16.

Changes in the scope boundary are handled through a

a) Change Control b) hallway discussion c) work package d) project status meeting e) e-mail Ans: A Difficulty: Easy Ref: CONTROL SCOPE

17.

The significant event at the conclusion of each phase is called a) sequence b) tasks c) action item d) milestone e) deliverable Ans: D

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

18.

Which of the following processes of Scope Management Process decomposes or divides the major project deliverables into smaller and more manageable components? a) Collect Requirements b) Define Scope c) Create Work Breakdown Structure d) Validate Scope e) Control Scope Ans: C Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

19.

Which of the following statements about the work breakdown structure (WBS) is not true? a) The WBS provides a hierarchical structure that outlines the activities or work that needs to be done in order to complete the project scope. b) The WBS should support the project's MOV c) The WBS should be developed by the project manager. d) The WBS provides a framework for developing a tactical plan to structure the project work. e) The WBS provides a bridge or link between the project’s scope and the detailed project plan Ans: C Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

20.

The Work Breakdown Structure is subdivided into smaller components called: a) work packages b) milestones c) deliverables d) tasks e) activities Ans: A Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

21.

In the WBS context, a crux is best described by which of the following: a) a risk metric b) a phase gate c) evidence of a phase completion d) a deliverable e) a proof of concept Ans: E Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

22.

A significant event or achievement that provides evidence that a deliverable is complete is called a _ a) work package b) phase c) milestone d) checkpoint e) phase gate Ans: C Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

23.

An estimation technique characterized by schedule and cost estimates of how long something should take or should cost. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: D Difficulty: Easy Ref: PROJECT ESTIMATION

24.

This estimation technique may be driven by an upper management mandate.

Information Technology Project Management 5e - Marchewka

a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: D Difficulty: Easy Ref: PROJECT ESTIMATION

25.

can be a very effective estimating technique by forcing examination of project risks so that specific budget or schedule targets can be achieved. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: D Difficulty: Easy Ref: PROJECT ESTIMATION

26.

An estimation technique characterized by the dividing the project into smaller modules and then directly estimating the time and effort in terms of person-hours, person-weeks, or person-months for each module best describes a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: E Difficulty: Easy Ref: PROJECT ESTIMATION

27.

With

, activity estimates are usually provided by the team members.

a) Guesstimating b) Delphi Technique c) Time Boxing

Information Technology Project Management 5e - Marchewka d) Top-Down Estimating e) Bottom-Up Estimating Ans: E Difficulty: Easy Ref: PROJECT ESTIMATION

28.

is the most common, real-world method of estimating projects. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: E Difficulty: Easy Ref: PROJECT ESTIMATION

29.

An estimation technique characterized by picking numbers out of the air or "ballparking". a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: A Difficulty: Easy Ref: PROJECT ESTIMATION

30.

An estimation technique characterized by the allocation of a timeframe for a specified activity. e.g. a team has two weeks to complete a task and at the end of two weeks work on that task ceases. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: C

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: PROJECT ESTIMATION

31.

may result in long hours and frustration for the project team, which may lead to burnout. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: C Difficulty: Easy Ref: PROJECT ESTIMATION

32.

An estimation technique characterized by the recruitment of multiple experts who provide rounds of estimates until a consensus estimate emerges. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: B Difficulty: Easy Ref: PROJECT ESTIMATION

33.

can be very effective and provide reasonable assurance when the stakes are high and and the margin of error is low. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: B Difficulty: Easy Ref: PROJECT ESTIMATION

Information Technology Project Management 5e - Marchewka 34.

The estimation method usually costs more and takes longer than other methods. a) Guesstimating b) Delphi Technique c) Time Boxing d) Top-Down Estimating e) Bottom-Up Estimating Ans: B Difficulty: Easy Ref: PROJECT ESTIMATION

Information Technology Project Management 5e - Marchewka Short Answer Questions 1. What is meant by project scope? Ans: The term scope is used to define the work boundaries and deliverables of the project so what needs to get done, gets done—and only what needs to get done, gets done. Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

2. Briefly describe the five scope management processes. Ans: • Collect Requirements: Centers on defining and documenting the stakeholders’ needs to properly manage expectations • Define Scope: A detailed description of project and the product. It should define what work will and will not be included in the project. • Create Work Breakdown Structure (WBS): The decomposition or dividing of the major project deliverables into smaller and more manageable components. • Validate Scope: Confirmation and formal acceptance that project’s scope is accurate, complete, and supports the project’s goal. • Control Scope: Ensuring that controls are in place to manage proposed scope changes one the project’s scope is accepted. These procedures must be communicated and understood by all project stakeholders. Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

3. Briefly describe the scope planning process. Ans: Scope planning is a process for defining and documenting the project work. More specifically, a project’s scope defines all the work, activities, and deliverables that the project team must provide in order for the project to achieve its MOV. It is an important step in developing the project plan since one must know what work must be done before an estimate can be made on how long it will take and how much it will cost. Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE

4. Describe the scope management plan. Ans: Together, the processes and techniques for defining and managing scope make up the scope management plan. Depending on the size and nature of the project, this plan can be separate and/or summarized in the project charter. Regardless, Figure 5.1 summarizes the components and processes of a scope management plan. The outer ring is

Information Technology Project Management 5e - Marchewka comprised of the scope management processes and the inner ring is comprised of the deliverables and components that support the processes and which when combined with the processes define the illustration center, the scope. Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE 5. Why is it important to define the project’s scope accurately and completely? Ans: The procedures for defining and managing the scope of a project must be communicated and understood by all of the project’s stakeholders to minimize the likelihood of misunderstandings. Moreover, the project’s scope must align and support the project’s MOV. Why spend time and resources to perform work that will not add any value to the organization or help the project achieve its MOV? Again, work that does not add value consumes valuable time and resources needlessly. Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE 6. How does a project’s scope support the MOV concept? Ans: The project’s scope defines and limits the project’s activities to only those things which support the project MOV. It makes sure that time and resources are only expended on things that contribute to the project MOV. Difficulty: Medium Ref: DEFINING AND MANAGING PROJECT SCOPE

7. What is a scope statement? What purpose does it serve? Ans: A scope statement documents the project sponsor’s needs and expectations. It serves to clarify what work is within the scope boundary as well as what work is outside of the scope boundary and therefore not to be included. Difficulty: Easy Ref: DEFINING AND MANAGING PROJECT SCOPE 8. How does a use case diagram help to define the project’s scope? Ans: The use case diagram provides a simple yet effective overview of the functions and interactions between the use cases and the actors. The box separating the use cases from the actors also provides a system boundary that defines the scope boundary. Use cases inside the boundary are considered within the scope of the project, while anything outside of the boundary is considered outside the scope of the project. Difficulty: Medium Ref: DEFINING AND MANAGING PROJECT SCOPE

Information Technology Project Management 5e - Marchewka 9. Briefly describe the scope change control process. Ans: Scope change control is concerned with ensuring that any changes to the project scope will be beneficial, with determining that an actual scope change has occurred, and with managing the actual changes when and as they occur. Scope control is also concerned with: Scope grope, Scope creep, and Scope leap. Difficulty: Easy Ref: CONTROL SCOPE

10. What is the purpose of scope change control procedures? Ans: The purpose of scope change control procedures is to ensure that any changes to the project scope will be beneficial, to determine that an actual scope change has occurred, and to manage the actual changes when and as they occur. Difficulty: Easy Ref: CONTROL SCOPE

11. What are the benefits of having scope control procedures? Ans: The most important benefit of scope change control procedures is that they keep the project manager in control of the project. More specifically, they allow the project manager to manage and control the project’s schedule and budget. Scope control procedures also allow the project team to stay focused and on track in terms of meeting its milestones because it does not have to perform unnecessary work. Difficulty: Easy Ref: CONTROL SCOPE

12. What is a work breakdown structure (WBS)? Ans: A work breakdown structure (WBS) is a tool used to help create the project plan and links the project’s scope to the schedule and budget Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

13. What is a WBS? What purpose does it serve? Ans: A work breakdown structure (WBS) provides a hierarchical structure that outlines the activities or work that needs to be done in order to complete the project scope. The WBS also provides a bridge or link between the project’s scope and the detailed project plan that will be entered into a project management software package. Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

Information Technology Project Management 5e - Marchewka

14. What is a work package? Ans: The WBS decomposes, or subdivides, the project into smaller components and more manageable units of work called work packages. Work packages provide a logical basis for defining the project activities and assigning resources to those activities so that all the project work is identified. Difficulty: Easy Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

15. What is the proper level of detail for a WBS? Ans: The level of detail should support not only the development of the project plan but also allow the project manager and project team to monitor and compare the project’s actual progress to the original plan’s schedule and budget. The two most common errors when developing a WBS are too little or too much detail. Too little detail may result in a project plan that overlooks and omits important activities and tasks. This will lead to an overly optimistic schedule and budget. On the other hand, the WBS should not be a to-do list of one-hour tasks. This excessive detail results in micromanagement that can have several adverse effects on the project. Difficulty: Medium Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

16. Explain why people who do the work on a project should be involved in developing the project plan? Ans: Developing the WBS may require several versions until everyone is comfortable and confident that all of the work activities have been included. It is also a good idea to involve those who will be doing the work—after all, they probably know what has to be done better than anyone else. Difficulty: Medium Ref: THE WORK BREAKDOWN STRUCTURE (WBS)

17. What is guesstimating? Why should a project manager not rely on this technique for estimating a project? Ans: Guesstimating is picking numbers out of the air or off the top of one’s head. It should not be relied on for many reasons, but the most common error when guesstimating is to be overly optimistic and to underestimate the requirements to complete a project. Difficulty: Medium Ref: PROJECT ESTIMATION

Information Technology Project Management 5e - Marchewka

18. What is the Delphi technique? When would it be an appropriate estimating technique for an IT project? Ans: The Delphi technique requires several experts who are recruited to estimate the same item. Based upon information supplied, each expert makes an estimate and then all the results are compared. If the estimates are reasonably close, they can be averaged and used as an estimate. Otherwise, the estimates are distributed back to the experts who discuss the differences and then make another estimate. In general, these rounds are anonymous and several rounds may take place until a consensus is reached. It can be very effective and provide reasonable assurance when the stakes are high and the margin for error is low. Difficulty: Medium Ref: PROJECT ESTIMATION

19. What is time boxing? What are some advantages and disadvantages of time boxing project activities? Ans: Time boxing is a technique whereby a box of time is allocated for a specific activity or task. This allocation is based more on a requirement rather than on just guesswork. Used effectively, time boxing can help focus the project team’s effort on an important and critical task. The schedule pressure to meet a particular deadline, however, may result in long hours and pressure to succeed. Used inappropriately or too often, the project team members become burned out and frustrated. Difficulty: Medium Ref: PROJECT ESTIMATION

20. Describe top-down estimating. What are some advantages and disadvantages of top-down estimating? Ans: Top-down estimating involves estimating the schedule and/or cost of the entire project in terms of how long it should take or how much it should cost. It may allow one to respond to a requirement from the business environment. Top-down estimating works well when the target objectives are reasonable, realistic, and achievable. Top-down estimating can be a very effective approach to cost and schedule analysis. More specifically, a top-down approach may force the project manager to examine the project’s risks more closely so that a specific budget or schedule target can be achieved. By understanding the risks, trade-offs, and sensitivities objectively, the various project stakeholders can develop a mutual understanding that leads to better estimation. When made by people independent from the project team, however, these targets are often overly optimistic or overly aggressive. These unrealistic targets often lead to what Ed Yourdon (1999) calls a death march project. Difficulty: Medium

Information Technology Project Management 5e - Marchewka Ref: PROJECT ESTIMATION

21. Describe bottom-up estimating. What are some advantages and disadvantages of bottom-up estimating? Ans: Bottom-up estimating involves dividing the project into smaller modules and then directly estimating the time and effort in terms of person-hours, person-weeks, or personmonths for each module. The project manager, or better yet the project team, can provide reasonable time estimates for each activity. Bottom-up estimated is straightforward; however, confusing effort with progress can be problematic. When doing bottom-up estimating often analogous estimating is employed. If the analogy is not well chosen or unanticipated differences emerge, the estimation error will likely be compounded. Difficulty: Medium Ref: PROJECT ESTIMATION

Information Technology Project Management 5e - Marchewka Essay 1.

Identify and briefly describe, the five processes that support project scope management.

Why is important to ensure that the project’s scope has been defined completely and accurately?

What is the relationship between the project’s MOV and the project’s scope?

What is increasing featurism and what are the impacts it has on a project?

What is the purpose of a scope statement? Give an example of a scope statement that might address the needs of an organization which is looking to establish their first Internet web site.

What is project-oriented scope and what are some of the commonly used tools to support it?

Describe product-oriented scope and the tools that are available to support it.

The text describes three project problems with metaphorical names that scope change control is concerned with. Name and describe these problems and then illustrate how scope change control can ameliorate or remedy the problem.

In developing a scope change request form, what elements should be included and why?

10. What are some of the advantages and disadvantages of a project team working together to develop the project plan? 11. Describe the estimation technique called Guesstimating. What are the strengths and weaknesses of this approach? 12. Describe the estimation technique called the Delphi Technique. What are the strengths and weaknesses of this approach? 13. Compare and contrast top-down and bottom-up estimating? Why would you choose one method over the other?

Information Technology Project Management 5e - Marchewka

Chapter 6: The Work Breakdown Structure and Project Estimation True/False 1. Project network diagrams provide valuable information about the logical sequence and dependencies among the various activities and tasks so that a completion date or deadline can be determined. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

2. Predecessor activities are activities that can be worked on at the same time as another activity. a. True b. False Ans: False Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

3. Predecessor activities are activities that must be completed before another activity can be started. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

4. A parallel activity is a task that can be worked on at the same time as another activity. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

Information Technology Project Management 5e - Marchewka 5. Parallel activities can shorten the project schedule, but can have an impact on project resources if a resource is assigned to two tasks at the same time. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

6. The critical path is the shortest path in the project network and also is the longest time in which the project can be completed. a. True b. False Ans: False Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

7. The critical path is the longest path in the project network and also is the shortest time in which the project can be completed. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

8. Identifying the critical path is important because any change in the duration of the activities or tasks on the critical path will affect the project’s schedule. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

9. The critical path has zero slack (or float) a. True b. False Ans: True Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: DEVELOPING THE PROJECT SCHEDULE

10. Identifying the critical path is important because a project can only have one critical path and it never changes. a. True b. False Ans: False Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

11. PERT was developed in the 1950s to create a visual representation of scheduled activities, their logical sequence, and interrelationships using a statistical probability distribution. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

12. Installing a server before loading the operating system is an example of a finishto-start relationship. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

13. Start-to-Start and Finish-to-Finish relationships allow activities to be worked on in parallel. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

14. A start-to-finish activity is the most common relationship between two activities. a. True

Information Technology Project Management 5e - Marchewka b. False Ans: False Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

15. The project budget is determined by the project schedule, the cost of the resources assigned to each of the tasks, and by any other direct or indirect costs and reserves. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

16. The direct costs of using a resource is the only type of cost that should be considered when developing the project budget. a. True b. False Ans: False Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

17. Sunk costs include such things as rent, utilities, insurance, and other administrative costs. a. True b. False Ans: False Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

18. A reserve can provide a cushion when unexpected situations arise. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

Information Technology Project Management 5e - Marchewka

19. An over allocated resource would arise when Mary is assigned to work on two tasks scheduled at the same time. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

20. Once the project schedule and budget are accepted by the client or sponsor, the project plan becomes the baseline plan that will be used as a benchmark to track the project’s actual progress. a. True b. False Ans: True Difficulty: Easy Ref: THE BASELINE PLAN

21. A kick-off meeting is often held to develop the project plan. a. True b. False Ans: False Difficulty: Easy Ref: THE KICK-OFF MEETING

22. The kick-off meeting brings closure to the planning phase of the project. a. True b. False Ans: True Difficulty: Easy Ref: THE KICK-OFF MEETING

Information Technology Project Management 5e - Marchewka Multiple Choice 1.

Which of the following statements are true?: a) Milestones are logical units of work. b) Baseline plans are approved project plans. c) All tasks are linear, i.e. have to be completed in a particular sequence. d) The kick-off meeting typically begins the planning phase of a project. e) MOV are readily changed through change control processes. Ans: B Difficulty: Easy Ref: INTRODUCTION

The tool most closely associated with activity bars across a horizontal time axis is: a) Project Network Diagrams b) Gantt Charts c) PERT d) Activity on the Node e) Critical Path Analysis Ans: B Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

is considered the most useful and widely used project management tool. a) Project Network Diagrams b) Gantt Charts c) PERT d) Activity on the Node e) Critical Path Analysis Ans: B Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

can be useful for tracking and monitoring project progress because because they are simple and straightforward. a) Project Network Diagrams

Information Technology Project Management 5e - Marchewka b) Gantt Charts c) PERT d) Activity on the Node e) Critical Path Analysis Ans: B Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

provide valuable information about the logical sequence and dependencies among the various activities and tasks: a) Work Breakdown Schedule b) Gantt Charts c) PART d) Project Network Diagrams e) Critical Path Analysis Ans: D Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

can help manage the Critical Path by providing information about which activities can be delayed without affecting the deadline target date. a) Work Breakdown Schedule b) Gantt Charts c) PART d) Project Network Diagrams e) Critical Path Analysis Ans: D Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

The amount of time an activity can be delayed before affecting the project deadline is a) slack b) crash c) fast-track d) diversion e) delay in any activity will delay the project

Information Technology Project Management 5e - Marchewka

Ans: A Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

The technique used to find the sequence of tasks with zero slack (or float) is most closely associated with: a) Project Network Diagrams b) Gantt Charts c) PERT d) Activity on the Node e) Critical Path Analysis Ans: E Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

The Critical Path is: a) the longest path in the project network. b) the shortest path in the project network. c) the longest time in which the project can be completed. d) the interrelationships of project activities. e) the most important identified tasks within the project. Ans: A Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

10.

Adding resources to an activity to shorten the critical path is called a) slacking. b) floating. c) diverting. d) crashing. e) fast tracking Ans: D Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

Information Technology Project Management 5e - Marchewka 11.

Completing activities in parallel is called a) slacking. b) floating. c) diverting. d) crashing. e) fast tracking Ans: E Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

12.

The technique used to help manage the Polaris submarine project and which bases activity estimates on probabilistic estimates of three scenarios is most closely associated with: a) Project Network Diagrams b) Gantt Charts c) PERT d) Activity on the Node e) Critical Path Analysis Ans: C Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

13.

Starting the next task before the first task is complete is a) lead b) lag c) negative lead d) slack e) float Ans: A Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

14.

An activity being analyzed under PERT was judged to most likely have a duration of 40 days. When considering the time it would take to complete the activity if every relevant factor went well, it was estimated to be able to be doable in 20 days and even under the worst case imaginable, the task would be take 50 days. The estimates PERT duration of that activity is:

Information Technology Project Management 5e - Marchewka

a) 36.67 days b) 38.33 days c) 37.50 days d) 28.33 days e) 32.67 days Ans: B Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

15.

Based upon the following diagram and activity durations, the Critical Path is:

A B C D E F G H I J a) A+B+C+F+H+J b) A+B+D+F+H+J c) A+B+D+G+H+J

2 5 4 3 1 4 3 5 5 1

Information Technology Project Management 5e - Marchewka d) A+B+D+G+I+J e) A+B+E+G+I+J Ans: B Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

16.

is well suited for developing simulations where the project manager can conduct sensitivity analysis for schedule planning and risk analysis. a) Project Network Diagrams b) Gantt Charts c) PERT d) Activity on the Node e) Critical Path Analysis Ans: C Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

17.

Under the Precedence Diagramming Method, the situation which occurs when a relationship between two tasks that can or must start at the same time is called: a) Finish-To-Start (FS) b) Start-To-Start (SS) c) Finish-To-Finish (FF) d) Start-To-Finish (SF) e) none of these Ans: B Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

18.

Under the Precedence Diagramming Method, the most common relationship between two activities which implies a logical sequence is called: a) Finish-To-Start (FS) b) Start-To-Start (SS) c) Finish-To-Finish (FF) d) Start-To-Finish (SF) e) none of these Ans: A

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

19.

Installing the operating system on a computer before loading any application packages is an example of: a) Finish-To-Start (FS) b) Start-To-Start (SS) c) Finish-To-Finish (FF) d) Start-To-Finish (SF) e) none of these Ans: A Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

20.

Under the Precedence Diagramming Method, the situation which occurs when two activities can start at different times, have different durations, but are planned to be competed at the same time is called: a) Finish-To-Start (FS) b) Start-To-Start (SS) c) Finish-To-Finish (FF) d) Start-To-Finish (SF) e) none of these Ans: C Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

21.

Under the Precedence Diagramming Method, the situation which occurs when task A cannot end until task B starts is called: a) Finish-To-Start (FS) b) Start-To-Start (SS) c) Finish-To-Finish (FF) d) Start-To-Finish (SF) e) none of these Ans: D Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

Information Technology Project Management 5e - Marchewka

22.

Waiting to leave your shift until another person shows up is an example of: a) Finish-To-Start (FS) b) Start-To-Start (SS) c) Finish-To-Finish (FF) d) Start-To-Finish (SF) e) none of these Ans: D Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

23.

Under the Precedence Diagramming Method, the least common relationship between two activities which occurs when they must complete at the same time is called: a) Finish-To-Start (FS) b) Start-To-Start (SS) c) Finish-To-Finish (FF) d) Start-To-Finish (SF) e) none of these Ans: C Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

24.

Critical Chain Project Management (CCPM) is based on the idea that a) people often inflate or add cushioning to their time estimates b) PERT/CPM was developed in the 1950s so it is too old to be of any use c) Precedence Diagramming only considers the critical path of a project d) all of these e) none of these Ans: A Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

25.

Scheduling other projects so that resources may be shared is a) Critical Chain Project Management b) Precedence Diagramming

Information Technology Project Management 5e - Marchewka c) PERT d) Theory of Constraints e) Critical Path Analysis Ans: A Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

26.

Rolling wave planning is: a) developing a large plan encompassing all project items. b) including the highest level of detail in project plans c) preparing a summary plan and developing incremental detailed schedules d) all of these e) none of these Ans: C Difficulty: Easy Ref: PROJECT MANAGEMENT SOFTWARE TOOLS

27.

The final step in determining the cost of an activity is: a) determine necessary resources. b) determining resource quantity c) determining the cost of each resource d) ensuring resources are leveled e) none of these Ans: D Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

28.

To make a decision to attempt to build an application system based on what was left after a previous attempt ended in failure primarily because of the large investment the company made in the failed project most likely was made by a manager who did not fully understand: a) Direct Costs b) Indirect Costs c) Sunk Costs d) Learning Curve Costs e) Reserves Costs

Information Technology Project Management 5e - Marchewka Ans: C Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

29.

Rent, utilities, insurance and administrative costs are examples of: a) Direct Costs b) Indirect Costs c) Sunk Costs d) Learning Curve Costs e) Reserves Costs Ans: B Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

30.

Costs incurred prior to the current project are a) Direct Costs b) Indirect Costs c) Sunk Costs d) Learning Curve Costs e) Reserves Costs Ans: C Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

31.

Time and effort needed to gather experience on a technology or process are a) Direct Costs b) Indirect Costs c) Sunk Costs d) Learning Curve Costs e) Reserves Costs Ans: D Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

32.

Funds allocated for unexpected expenses are

Information Technology Project Management 5e - Marchewka a) Direct Costs b) Indirect Costs c) Sunk Costs d) Learning Curve Costs e) Reserves Costs Ans: E Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

33.

The cost of labor for using a resource are a) Direct Costs b) Indirect Costs c) Sunk Costs d) Learning Curve Costs e) Reserves Costs Ans: A Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

34.

The idea that there is a cost associated with using a resource is a) Prorated Costs b) Indirect Costs c) Sunk Costs d) Learning Curve Costs e) Reserves Costs Ans: A Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

35.

is ensuring that project resources are not overallocated. a) Resource leveling b) Resource constraining c) Resource starving d) Resource management e) Resource addition Ans: A

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

36.

Once the project schedule and project budget are approved they become the a) derivative plan b) actual plan c) baseline plan d) project plan e) schedule plan Ans: C Difficulty: Easy Ref: THE BASELINE PLAN

37.

Many organizations have a kick-off meeting because a) It brings closure to the planning phase of the project b) It signals the initiation of the next phase of the IT project methodology c) It communicates to everyone what the project is about d) It can energize the stakeholders and get everyone excited about working on the project e) All of these Ans: E Difficulty: Easy Ref: THE KICK-OFF MEETING

Information Technology Project Management 5e - Marchewka Short Answer Questions 1. Define predecessor, successor, and parallel activities. Give a real world example of each. Ans: Predecessor activities are those activities that must be completed before another activity can be started—e.g., a computer’s operating system must be installed before loading an application package. On the other hand, successor activities are activities that must follow a particular activity in some type of sequence. For example, a program must be tested and then documented after it is compiled. A parallel activity is an activity or task that can be worked on at the same time as another activity. Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

2. How can parallel activities help shorten the project schedule? Are there any trade-offs? Ans: Parallel activities may be thought of as an opportunity to shorten the project schedule since separate tasks can be done at the same time instead of sequentially. They also can be a trade-off since doing more than one thing at the same time can have a critical impact on project resources. Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

3. What is meant by slack (or float)? Ans: Slack, which is sometimes called float, is the amount of time an activity can be delayed, that is, take longer than expected, before it delays the project. Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE 4. What is the difference between crashing and fast tracking a project’s schedule? Ans: Crashing a project’s schedule is the process of adding additional resources to some activity on the critical path (or diverting resources from some activity with some slack) in order to shorten the project. Fast-tracking on the other hand is involved in finding activities that were originally planned to be sequential and making them in parallel – that is doing them simultaneously. Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

5. Define the following and give a real world example of each (other than the ones described in this book): Finish-to-Start; Start-to-Start; Finish-to-Finish; Startto-Finish. Ans: • Finish-To-Start (FS)—A finish-to-start relationship is the most common

Information Technology Project Management 5e - Marchewka relationship between activities and implies a logical sequence. Here, activity or task B cannot begin until task A is completed. • Start-To-Start (SS)—A start-to-start relationship between tasks or activities occurs when two tasks can or must start at the same time. Although the tasks start at the same time, they do not have to finish together—i.e., the tasks can have different durations. A start-to-start relationship would be one type of parallel activity that can shorten a project schedule. • Finish-To-Finish (FF)—Another type of parallel activity is the finish-to-finish relationship. Here, two activities can start at different times, have different durations, but are planned to be competed at the same time. Once both of the FF activities are completed, the next activity or set of activities can be started, or if no more activities follow, the project is complete. • Start-To-Finish (SF)—The start-to-finish relationship is probably the least common and can be easily confused with the finish-to-start relationship. A SF relationship, as illustrated in Figure 7.5, is exactly the opposite of a FS relationship. In addition, a SF relationship means that task A cannot end until task B starts. Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

6. Why do many people inflate their estimates? Ans: People often inflate or add cushioning to their time estimates in order to give themselves a form of “safety” to compensate for uncertainty. People may build safety into each task for three basic reasons. First, you may inflate an estimate if your work is also dependent upon the work of someone else. For example, you may add a cushion to your time estimates if you believe there’s a good chance your work will be delayed if the person you are depending upon will not finish their task or work on time. Second, you may increase an estimate of an activity because of pessimism arising from a previous experience where things did not go as planned. Third, the project sponsor or customer may not be happy with a proposed schedule and therefore decides to cut the schedule globally by say 20 percent. If you know this is going to happen, you may inflate your estimates by 25 percent just to guard against the cut. Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

7. In the context of critical chain project management, what is resource contention? Ans: The critical chain is different from the critical path in that it also takes into account resource contention. Continuing with our example, let’s say that each project task is to be completed by a different resource (i.e., person or team). Task C is on the critical path but is also part of the critical chain because of its potential to become a bottleneck if the resource assigned to this task must multitask by working on different projects. If this is the case, the CCPM approach takes a more project portfolio view and would suggest that other projects begin or start so that the person or team

Information Technology Project Management 5e - Marchewka working on task C can be dedicated to work solely on this particular task for this project. Difficulty: Medium Ref: DEVELOPING THE PROJECT SCHEDULE

8. What is the critical chain? How is it different from the concept of a critical path? Ans: The critical chain is different from the critical path in that it also takes into account resource contention. Difficulty: Easy Ref: DEVELOPING THE PROJECT SCHEDULE

9. Describe the steps necessary for estimating the cost of a particular activity or task that has an estimated duration. Ans: 1. Defining what resources will be needed to perform the work 2. Determining the quantity of resources that are needed 3. Defining the cost of using each resource 4. Calculating the cost of the task or activity 5. Ensuring that the resources are leveled, that is, resources have not been over allocated Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

10. What does prorating the cost of a resource mean? Ans: Prorating the cost of a resource is allocating portions of the total cost to more than one activity. Difficulty: Easy Ref: DEVELOPING THE PROJECT BUDGET

11. Why should the project manager ensure that the project resources are leveled? Ans: The project manager should ensure that the project resources are leveled to prevent resources from being over allocated – that is requiring the same resource to be utilized on more than one task at the same time. Difficulty: Medium Ref: DEVELOPING THE PROJECT BUDGET

12. Why should assumptions used in estimating be documented? Ans: Assumptions used in estimating should be documented to give the cost estimates greater credibility, to help keep things organized, and to support multiple iterations of the schedule or budget as may be needed.

Information Technology Project Management 5e - Marchewka Difficulty: Medium Ref: THE BASELINE PLAN

13. What is a baseline plan? Ans: The baseline plan is the project schedule and project budget that has been approved by the project client or upper management. Difficulty: Easy Ref: THE BASELINE PLAN

14. When does the project manager or team have the authority to begin executing the project plan? Ans: Once the project schedule and project budget has been approved by the project client or upper management it becomes the baseline plan and then the project manager and team has the authority to begin executing the plan. Difficulty: Easy Ref: THE BASELINE PLAN

15. What is a kick-off meeting? What purpose does it serve? Ans: Once the project charter and project plan are approved, many organizations have a kick-off meeting to officially start work on the project. The kick-off meeting is useful for several reasons. First, it brings closure to the planning phase of the project and signals the initiation of the next phase of the IT project methodology. Second, it is a way of communicating to everyone what the project is all about. Difficulty: Easy Ref: THE KICK-OFF MEETING

Information Technology Project Management 5e - Marchewka Essay Questions 1. How does the work breakdown structure (WBS) link the project’s scope to the schedule and budget? 2. What are the benefits and disadvantages of using Gantt charts as a project management tool? 3. In what ways are project network diagrams similar to Gantt charts and what additional strengths do they have? 4. Construct an Activity on the Node (AON) network diagram with at least 5 tasks that illustrate predecessors, successors and parallel activities. Label the nodes appropriately and assuming your tasks show estimated durations in days, state the estimated time for completing your project. 5. Assume the following activities for a project along with their estimated durations and predecessors. Describe how critical path analysis would be applied to this project, and calculate the critical path. Define the concepts: slack/float, expedite/crash, and fast tracking and explain what their implications are for this project? Activity A B C D E F G

Estimated Duration in Days 2 4 3 1 1 3 2

Predecessor None A A C,B C,D D,E F

6. Three team members are given the task of estimating activity durations. Mr. Optimist estimates the activity to take 2 days to complete. Ms. Pessimist estimates the activity to take 5 days. Mrs. Realist claims that the most likely estimate is 4 days. What should their PERT analysis assign as an expected duration for the activity and what are the benefits and implications of deploying this tool? 7. Describe the Precedence Diagramming Method along with the four fundamental relationships that they are based on. 8. Describe the five steps that comprise the process of estimating the cost of a particular activity. Illustrate the steps with a hypothetical example.

Information Technology Project Management 5e - Marchewka 9. Discuss the nature and relevance of direct, indirect, sunk, and learning curve costs as well as the notion of contingency reserves. 10. What are the potential benefits of a kickoff meeting?

Information Technology Project Management 5e - Marchewka

Chapter 7: Managing Project Risk True/False 1. Failure to follow a formal risk management plan will often cause organizations to be reactive and find themselves in a state of perpetual crisis, a condition known as crisis management. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

2. The best time to plan for risk is during the project execution phase when risk can be assessed most accurately. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

3. Effective project risk management requires that each risk have an owner. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

In general, because of the similarities in IT projects, one can manage all projects and risks in the same manner. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

Project risk management focuses solely on the downside of risk that results from unexpected problems or threats.

Information Technology Project Management 5e - Marchewka a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

The PMBOK® definition of project risk suggests that a systematic process is needed to effectively manage the risk of a project. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

7. It never pays to ignore an element of project risk. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

8. The goal of a sound risk management is to completely avoid all risk. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

9. Unknown-unknown risks are residual risks that we cannot even imagine happening. a. True b. False Ans: True Difficulty: Easy Ref: IDENTIFY RISKS

Information Technology Project Management 5e - Marchewka 10. Since risk arises from uncertainty, there can be no such category as known risks. a. True b. False Ans: False Difficulty: Easy Ref: IDENTIFY RISKS

11. Learning cycles can be used as a tool for identifying threats and opportunities. a. True b. False Ans: True Difficulty: Easy Ref: IDENTIFY RISKS

12. Nominal Group Technique is a free form, unstructured process similar to Brainstorming. a. True b. False Ans: False Difficulty: Easy Ref: IDENTIFY RISKS

13. The fishbone or Ishikawa diagram is a form of cause and effect analysis diagramming. a. True b. False Ans: True Difficulty: Easy Ref: IDENTIFY RISKS

14. Since IT projects are developed in an environment that changes so rapidly and so extensively, there is little value in using past projects to guide our risk assessment of new ones. a. True b. False Ans: False Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: IDENTIFY RISKS

15. Qualitative risk analysis has as one of its strengths the ability to include subjective analysis based on experience and judgment. a. True b. False Ans: True Difficulty: Easy Ref: ANALYZE RISK

16. The concept of expected value rests on the notion of a probability-weighted summation of component parts. a. True b. False Ans: True Difficulty: Easy Ref: ANALYZE RISK

17. The area under the normal distribution curve that lies within 2 standard deviations of the mean (plus or minus) includes about 68% of all the values. a. True b. False Ans: False Difficulty: Easy Ref: ANALYZE RISK

18. Sensitivity analysis is used to determine the joint effects of multiple risky tasks, while Monte Carlo Simulation is used to measure which individual tasks pose the greatest project risk. a. True b. False Ans: False Difficulty: Easy Ref: ANALYZE RISK

19. The deployment of a specific risk management strategy is in part a function of risk tolerance levels of the stakeholders.

Information Technology Project Management 5e - Marchewka a. True b. False Ans: True Difficulty: Easy Ref: DEVELOP RISK STRATEGIES

20. Triggers or flags in the form of metrics should be identified to draw attention to a particular risk when it occurs. a. True b. False Ans: True Difficulty: Easy Ref: DEVELOP RISK STRATEGIES

Information Technology Project Management 5e - Marchewka Multiple Choice

are the processes of conducting risk management planning, identification, analysis, response planning, and monitoring and control on a project. a) Project risk management b) Project risk response c) Project risk planning d) Project risk analysis e) Project risk control Ans: A Difficulty: Easy Ref: INTRODUCTION

Successful risk management requires a) misunderstanding the benefits of risk management b) inadequate time for risk identification c) use of a non-standard approach to assess risk d) stakeholder responsibility e) occasional monitoring of risks to ensure compliance Ans: D Difficulty: Easy Ref: INTRODUCTION

is an uncertain event that, if it occurs, has a positive or negative effect on project objectives. a) Risk management b) Risk response c) Project risk d) Risk plan e) Risk control Ans: C Difficulty: Easy Ref: INTRODUCTION

The first step in managing IT project risk is

Information Technology Project Management 5e - Marchewka a) risk identification b) risk assessment c) risk planning d) risk monitoring and control e) risk evaluation Ans: C Difficulty: Easy Ref: CREATING A RISK PLAN

involves deciding which risks can impact the project. a) Plan Risk Management b) Identify Risks c) Perform Quantitative Risk Analysis d) Plan Risk Responses e) Monitor and Control Risks Ans: B Difficulty: Easy Ref: IDENTIFY RISKS

requires determining the true problem, or cause, of the risk. a) risk identification b) risk assessment c) risk planning d) risk monitoring and control e) risk evaluation Ans: A Difficulty: Easy Ref: IDENTIFY RISKS

is the core layer in the IT Project Risk Identification Framework. a) Measurable Organizational Value b) Project objectives c) Risk sources d) Internality / Externality e) Known / Unknown Ans: A

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: IDENTIFY RISKS

Identifying what you know, what you think you know, and things you need to find out would be activities most closely associated with: a) Learning Cycles b) Brainstorming c) Nominal Group Technique d) Delphi Technique e) Cause-and-Effect Diagrams Ans: A Difficulty: Easy Ref: IDENTIFY RISKS

Gaining consensus from a group of experts would be most closely associated with: a) Learning Cycles b) Brainstorming c) Nominal Group Technique d) Delphi Technique e) Cause-and-Effect Diagrams Ans: D Difficulty: Easy Ref: IDENTIFY RISKS

10.

Initial generation of ideas without evaluation would be most closely associated with: a) Learning Cycles b) Brainstorming c) Nominal Group Technique d) Delphi Technique e) Cause-and-Effect Diagrams Ans: B Difficulty: Easy Ref: IDENTIFY RISKS

Information Technology Project Management 5e - Marchewka 11.

A structured technique for identifying risks which requires participants to rank and prioritize ideas in round-robin fashion is most closely associated with: a) Learning Cycles b) Brainstorming c) Nominal Group Technique d) Delphi Technique e) Cause-and-Effect Diagrams Ans: C Difficulty: Easy Ref: IDENTIFY RISKS

12.

is a structured tool that identifies risks that have occurred in the past.

a) learning cycle b) brainstorming session c) Nominal Group Technique d) Delphi Technique e) checklist Ans: E Difficulty: Easy Ref: IDENTIFY RISKS

13.

A identifies threats and opportunities in the external environment as well as organizational strengths and weaknesses . a) Learning Cycle b) SWOT Analysis c) Nominal Group Technique d) Delphi Technique e) Checklist Ans: B Difficulty: Easy Ref: IDENTIFY RISKS

14.

focuses on root-cause analysis and determining the cause of risks, as well as the effects of risks on the project. a) Learning Cycles b) Brainstorming

Information Technology Project Management 5e - Marchewka c) Nominal Group Technique d) Delphi Technique e) Cause-and-Effect Diagrams Ans: E Difficulty: Easy Ref: IDENTIFY RISKS

15.

Receiving a much larger than usual gas utility bill because of an early spring cold spell is an example of what type of risk? a) known risk b) known-unknown risk c) unknown-unknown risk d) known-known e) none of these Ans: B Difficulty: Medium Ref: IDENTIFY RISKS

16.

involves developing a probability distribution for understanding and responding to identified risks. a) Plan Risk Management b) Identify Risks c) Perform Quantitative Risk Analysis d) Plan Risk Responses e) Monitor and Control Risks Ans: C Difficulty: Easy Ref: ANALYZE RISK

17.

prioritizes risks so that an effective risk strategy can be formulated. a) Risk mitigation b) Risk assessment c) Risk avoidance d) Risk analysis e) Risk monitoring and control Ans: B

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: ANALYZE RISK

18.

The Payoff Table would be used with which risk assessment technique ? a) Qualitative Risk Analysis b) Quantitative Risk Analysis c) Cause-and- Effect Diagram d) Simulations e) Probability Distributions Ans: A Difficulty: Easy Ref: ANALYZE RISK

19.

Which of the following distributions has mean which is equal to (a + 4b +c) / 6 where a, b, and c are denote optimistic, most likely, and pessimistic estimates respectively?: a) Discrete Distribution b) Normal Distribution c) Pert Distribution d) Triangular Distribution e) Binomial Distribution Ans: C Difficulty: Easy Ref: ANALYZE RISK

20.

use only integer or whole numbers, where fractional values are not allowed or would not make sense. a) Discrete Distribution b) Normal Distribution c) Pert Distribution d) Triangular Distribution e) Binomial Distribution Ans: A Difficulty: Easy Ref: ANALYZE RISK

Information Technology Project Management 5e - Marchewka 21.

Which of the following distributions has mean which is equal to (a +b +c) / 3 where a, b, and c are denote optimistic, most likely, and pessimistic estimates respectively?: a) Discrete Distribution b) Normal Distribution c) Pert Distribution d) Triangular Distribution e) Binomial Distribution Ans: D Difficulty: Medium Ref: ANALYZE RISK

22.

randomly generates specific values for a variable with a specific probability distribution. a) Discrete Distribution b) Normal Distribution c) Pert Distribution d) Monte Carlo Simulation e) Binomial Distribution Ans: D Difficulty: Easy Ref: ANALYZE RISK

23.

In a normal distribution we would expect to find or - 1 standard deviation.

of all values with in +

a) 13% b) 34% c) 68% d) 95% e) 99% Ans: C Difficulty: Medium Ref: ANALYZE RISK

24.

In a normal distribution we would expect to find or - 2 standard deviation.

of all values with in +

Information Technology Project Management 5e - Marchewka a) 13% b) 34% c) 68% d) 95% e) 99% Ans: D Difficulty: Medium Ref: ANALYZE RISK

25.

involves determining the likelihood and project impact of a risk. a) risk identification b) risk assessment c) risk planning d) risk monitoring and control e) risk evaluation Ans: B Difficulty: Easy Ref: DEVELOP RISK STRATEGIES

26.

determines how to deal with the occurrence of a risk. a) risk identification b) risk assessment c) risk planning d) risk monitoring and control e) risk strategies Ans: E Difficulty: Easy Ref: DEVELOP RISK STRATEGIES

27.

Risks may be positive or negative. For a positive risk, a project manager would want to . a) accept the risk b) share ownership c) avoid the risk d) reduce the impact of the risk e) transfer the risk

Information Technology Project Management 5e - Marchewka Ans: B Difficulty: Easy Ref: DEVELOP RISK STRATEGIES

28.

Reserves and contingency plans would be used in which risk strategy ? a) accept or ignore b) avoidance c) mitigation d) transfer e) none of these Ans: A Difficulty: Easy Ref: DEVELOP RISK STRATEGIES

29.

Through , the project manager will scan the project environment to watch for risks as they may arise. a) risk identification b) risk assessment c) risk planning d) risk monitoring and control e) risk strategies Ans: D Difficulty: Easy Ref: MONITOR AND CONTROL RISK

30.

determines each identified risk’s probability of occurrence and impact on the project. a) Risk mitigation b) Risk assessment c) Risk avoidance d) Risk analysis e) Risk monitoring and control Ans: D Difficulty: Easy Ref: MONITOR AND CONTROL RISK

Information Technology Project Management 5e - Marchewka 31.

Once a risk is made known,

will execute the planned risk strategy.

a) risk identification b) risk assessment c) risk planning d) risk response e) risk strategies Ans: D Difficulty: Easy Ref: RESPOND AND EVALUATE RESPONSE TO RISK

32.

lead to lessons learned to determine how the risk was handled. a) risk identification b) risk assessment c) risk planning d) risk response e) risk evaluation Ans: E Difficulty: Easy Ref: RESPOND AND EVALUATE RESPONSE TO RISK

Information Technology Project Management 5e - Marchewka Short Answer Questions 1. What is meant by crisis management? And why do many organizations find themselves in this mode? Ans: Because of their failure to plan for the unexpected, many organizations find themselves in a state of perpetual crisis characterized by an inability to make effective and timely decisions. Many people call this approach crisis management or fire fighting because the project stakeholders take a reactive approach or only address the project risks after they have become problems. Difficulty: Easy Ref: INTRODUCTION 2. What is project risk? Ans: PMBOK® defines project risk as: An uncertain event or condition that, if it occurs, has a positive or negative effect on the project objectives. Difficulty: Easy Ref: INTRODUCTION 3. What is project risk management? Ans: PMBOK® defines project risk management as: The systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events. Difficulty: Easy Ref: INTRODUCTION 4. What are the six project risk management processes? Ans: • Create a Risk Plan • Identify Risks • Analyze Risks • Develop Risk Strategies • Monitor and Control Risks • Respond & Evaluate Response to Risks Difficulty: Easy Ref: INTRODUCTION 5. Why can identifying IT project risks be difficult? Ans: Risk identification can be difficult because many risks can affect a project in different ways and during different phases of the project life cycle. At times it is not possible to distinguish between internal and external risks. Finally, when attempting to address the future, there exists a category of risks (unknown-unknown) that by definition are unknown until after they occur. Difficulty: Medium Ref: IDENTIFY RISKS

Information Technology Project Management 5e - Marchewka

6. Describe how learning cycles can be used to identify IT project risks. Ans: The project team and stakeholders can use this technique, whereby they identify facts (what they know), assumptions (what they think they know), and research (things to find out), to identify various risks. Using these three categories, the group can create an action plan to test assumptions and conduct research about various risks. Based on the team’s findings, both risks and lessons learned can then be documented. Difficulty: Medium Ref: IDENTIFY RISKS 7. What is the Delphi Technique? How can this technique be used to identify IT project risks? Ans: A group of experts are asked to identify potential risks or discuss the impact of a particular risk. Initially, in order to reduce the potential for bias, the experts are not known to each other. Their responses are collected and made available anonymously to each other. The experts are then asked to provide another response based upon the previous round of responses. The process continues until a consensus exists. The advantage of using the Delphi technique is the potential for getting an insightful view into a threat or opportunity; but the process takes time and may consume a good portion of the project’s resources. Difficulty: Medium Ref: IDENTIFY RISKS 8. What is SWOT analysis? How can this technique be used to identify IT project risks? Ans: SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Brainstorming, NGT, or the Delphi technique could be used to identify and understand the nature of IT project risks by categorizing risks using the four-part framework. The usefulness of using SWOT analysis is that it allows the project team to identify threats and opportunities as well as their nature in terms of project or organizational strengths and weaknesses. Difficulty: Medium Ref: IDENTIFY RISKS 9. What is a fishbone (Ishikawa) diagram? How can this tool be used to identify IT project risks? Ans: The fishbone, or Ishikawa, diagram developed by Kaoru Ishikawa was developed to analyze the causes of poor quality in manufacturing systems. The diagram can also be used for understanding the causes or factors of a particular risk, as well as its effects. An example of an Ishikawa diagram is illustrated in Figure 8.4. The diagram shows the possible causes and effects of a key member of the team leaving the project. This technique itself can be used individually or in groups by using the following steps: a. Identify the risk in terms of a threat or opportunity. b. Identify the main factors that can cause the risk to occur. c. Identify detailed factors for each of the main factors.

Information Technology Project Management 5e - Marchewka d. Continue refining the diagram until satisfied that the diagram is complete. Difficulty: Medium Ref: IDENTIFY RISKS 10. What is the purpose of a risk impact table? Ans: The purpose of a risk impact table is to analyze and prioritize various IT project risks. It provides a mechanism for determining which risks should be monitored and which risks may require a response. Difficulty: Easy Ref: ANALYZE RISK 11. What is a Monte Carlo simulation? Describe a situation (other than the one used in this chapter) that could make good use of a Monte Carlo simulation. Ans: Monte Carlo simulation is a technique that randomly generates specific values for a variable with a specific probability distribution. The simulation goes through a specific number of iterations or trials and records the outcome. We can perform simulations using almost any continuous or discrete probability distribution. If one was attempting to develop a budget in the face of uncertain factor input prices, a Monte Carlo simulation could be conducted that would make random picks from probability distributions that reflect ones estimation of the true underlying population parameters. One then might run a thousand simulated picks generating one thousand budget estimates which could then be averaged to calculate the expected budget costs. Difficulty: Medium Ref: ANALYZE RISK 12. Define and discuss the seven risk strategies described in this chapter. Ans: • Accept or Ignore—Choosing to accept or ignore a particular risk is a more passive approach to risk response. The project stakeholders can either be hopeful that the risk will not occur or just not worry about it unless it does. This can make sense for risks that have a low probability of occurring or a low impact. However, reserves and contingency plans can be active approaches for risks that may have a low probability of occurring but with a high impact. • Management reserves—These are reserves that are controlled and released by senior management at its discretion. These reserves are not usually included in the project’s budget but provide a cushion for dealing with the unexpected. • Contingency reserves—A contingency reserve is usually controlled and released within specific guidelines by the project manager when a particular risk occurs. This reserve is usually included in the project’s budget. • Contingency plans—Sometimes called an alternative plan, or plan “B,” this plan can be initiated in the event that a particular risk occurs. Although these types of plans are viewed as plans of last resort, they can be useful in a variety of ways. For example, a project team should have a disaster recovery plan in place should a natural disaster, such as a snowstorm, hurricane, or earthquake, occur. This plan may have procedures and processes in place that would allow the project team to continue to work should its present workplace become unusable or unavailable.

Information Technology Project Management 5e - Marchewka This type of disaster recovery plan is only useful if it is up-to-date and communicated to the various project stakeholders. • Avoidance—The avoidance strategy focuses on taking steps to avoid the risk altogether. In this case, an active approach is made to eliminate or prevent the possibility of the threat occurring. • Mitigate—The term mitigate means to lessen. Therefore, a mitigation risk strategy focuses on lessening the probability and/or the impact of threat if it does occur. • Transfer—A transfer strategy focuses on transferring ownership of the risk to someone else. This transfer could be in the form of purchasing insurance against a particular risk or subcontracting a portion of the project work to someone who may have more knowledge or expertise in the particular area. As a result, this strategy may result in a premium, or added cost, to managing and responding to the risk. Difficulty: Medium Ref: DEVELOP RISK STRATEGIES 13. What is a contingency plan? Ans: Contingency plans—Sometimes called an alternative plan, or Plan B, this plan can be initiated in the event a particular risk occurs. Although these types of plans are viewed as plans of last resort, they can be useful in a variety of ways. For example, a project team should have a disaster recovery plan in place should a natural disaster, such as a snowstorm, hurricane, or earthquake, occur. This plan may have procedures and processes in place that would allow the project team to continue to work should its present workplace become unusable or unavailable. This type of disaster recovery plan is only useful if it is up-to-date and communicated to the various project stakeholders. Difficulty: Easy Ref: DEVELOP RISK STRATEGIES 14. What is a risk response plan? What should be included? Ans: Once the project risks and strategies are identified, they can be documented as part of the risk response plan. This plan should include the following: • The project risk • The trigger which flags that the risk has occurred • The owner of the risk (i.e., the person or group responsible for monitoring the risk and ensuring that the appropriate risk response is carried out) • The risk response based on one of the four basic risk strategies Difficulty: Easy Ref: DEVELOP RISK STRATEGIES 15. What is risk monitoring and control? Ans: Once the risk response plan is created, the various risk triggers must be continually monitored to keep track of the various IT project risks. In addition, new threats and opportunities may present themselves over the course of the project, so it is important that the project stakeholders be vigilant. Risk monitoring and control should be part of the overall monitoring and control of the project. Monitoring and

Information Technology Project Management 5e - Marchewka control focus on metrics to help identify when a risk occurs, and also on communication. Difficulty: Easy Ref: MONITOR AND CONTROL RISK

Information Technology Project Management 5e - Marchewka Essay Questions 1. The text discusses three common mistakes found in managing project risk. Choose two of them and after stating them, discuss the implications of making that mistake. 2 What should be required of project stakeholders with regard to managing project risk successfully? 3.

Briefly describe the six IT Project Risk Management processes.

4. Compare the three types of project risk: known, known-unknown, and unknownunknown. Give an example of each. 5. What are the strengths and weaknesses of using the Delphi Technique for identifying threats and opportunities? 6. What are the potential advantages that qualitative approaches have over quantitative ones when it comes to risk analysis and assessment? 7.

How is a Monte Carlo simulation conducted?

What factors determine the appropriate risk strategy to deploy?

9. The text discusses seven main risk response strategies. Briefly describe them and the implications of choosing one over another. 10. Describe some of the tools that are typically employed to monitor and control risk.

Information Technology Project Management 5e - Marchewka

Chapter 8: Managing Project Stakeholders and Communication True/False 1. The project manager must have a clear picture of how the actual progress or work compares to the baseline plan in order to make well-informed decisions, take appropriate actions, or to make adjustments to the project plan. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

2. If a stakeholder has been judged to adversarial and having a vested interest in the failure of your project, it would probably be wise to keep him/her out of the communication loop. a. True b. False Ans: False Difficulty: Easy Ref: STAKEHOLDER ANALYSIS

3. All of the project stakeholders should receive exactly the same information regarding the project’s progress in order to eliminate any miscommunication. a. True b. False Ans: False Difficulty: Easy Ref: THE PROJECT COMMUNICATIONS PLAN

The project communications plan may be informal depending on the needs of the project stakeholders and the size of the project. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT COMMUNICATIONS PLAN

Information Technology Project Management 5e - Marchewka

5. A project metric should be obtained from observable, quantifiable data that allows the team and other stakeholders to gauge the efficiency and effectiveness of the work being done. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

6. One attribute of a good project metric is that it should be subjective so that a stakeholder can understand the project manager’s personal opinion or insight as to how the project is progressing. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT METRICS

7. A good project metric should be understandable, quantifiable, cost effective, proven, and be effective. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

8. Generally, the more metrics one adopts, the greater the project control. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT METRICS

9. Planned value (PV) is the planned or budgeted cost of work scheduled for an activity or component of the WBS. a. True

Information Technology Project Management 5e - Marchewka b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

10. Earned value provides a performance measurement that tells us how much of the budget we really should have spent for the work completed so far. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

11. Budget At Completion (BAC) is the total planned cost of a project. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

12. As a project manager, you would be pleased see a Cost Performance Index CPI less than one (1) for your project. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT METRICS

13. The Schedule Performance Index (SPI) for our project is greater than one (1) and so we would anticipate that all other things being equal, our project will finish ahead of schedule. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

Information Technology Project Management 5e - Marchewka

14. The schedule variance (SV) shows the difference between the current progress of the project and its original or planned value. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

15. A cost variance (CV) can be positive or negative, but never zero. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT METRICS

16. The Expected Time Complete (ETC) provides an estimate for completing the scheduled work that remains. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

17. The Estimate At Completion (EAC) is a project metric that can be used to estimate the most likely total or final cost of the project based on the project’s performance and any risks that should be considered. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT METRICS

18. The purpose of a project review is to not only show evidence that the project work is being completed, but also that the work is being completed according to various standards or agreed upon requirements. a. True b. False

Information Technology Project Management 5e - Marchewka

Ans: True Difficulty: Easy Ref: REPORTING PERFORMANCE AND PROGRESS

19. Given the advances that have been made in telecommunications and IT technology in general, there is little value or necessity today for Face-to-Face (F2F) meetings. a. True b. False Ans: False Difficulty: Easy Ref: INFORMATION DISTRIBUTION

Information Technology Project Management 5e - Marchewka Multiple Choice 1.

Which of the following is not likely a characteristic of a good project metric?: a) Understandable b) Quantifiable c) Cost Effective d) Subjective e) High Impact Ans: D Difficulty: Easy Ref: PROJECT METRICS

Earned Value tells us a) how much we actually spent for work completed b) how much we budgeted to spend at the beginning of the project c) how much of the budget we have left to spend on the project d) how much of the budget we really should have spent on the work completed so far e) None of these Ans: D Difficulty: Easy Ref: PROJECT METRICS

Budget At Completion (BAC) is a) how much we actually spent for work completed b) how much we budgeted to spend at the beginning of the project c) how much of the budget we have left to spend on the project d) how much of the budget we really should have spent on the work completed so far e) None of these Ans: B Difficulty: Easy Ref: PROJECT METRICS

Actual Cost (AC) is a) how much we actually spent for work completed

Information Technology Project Management 5e - Marchewka b) how much we budgeted to spend at the beginning of the project c) how much of the budget we have left to spend on the project d) how much of the budget we really should have spent on the work completed so far e) None of these Ans: A Difficulty: Easy Ref: PROJECT METRICS

Cost Variance (CV) is a) how much we actually spent for work completed b) how much we budgeted to spend at the beginning of the project c) how much of the budget we have left to spend on the project d) how much of the budget we really should have spent on the work completed so far e) the difference between the estimated cost and how much we have actually spent Ans: E Difficulty: Easy Ref: PROJECT METRICS

Schedule Variance (SV) is a) how much time it took to complete the work b) how long we expected the task to take c) how much time we have left to complete the project d) how much time it should have taken to complete the task e) the difference between the current progress and the original schedule Ans: E Difficulty: Easy Ref: PROJECT METRICS

Expected Time to Completion (ETC) is a) how much time it took to complete the work b) how long we expected the task to take c) how much time we have left to complete the project d) how much time it should have taken to complete the task e) how much longer it will take to complete the project

Information Technology Project Management 5e - Marchewka

Ans: E Difficulty: Easy Ref: PROJECT METRICS

Estimate at Completion (EAC) is a) how much we actually spent for work completed b) how much we budgeted to spend at the beginning of the project c) how much of the budget we have left to spend on the project d) how much of the budget we really should have spent on the work completed so far e) how much we spent to complete the project Ans: E Difficulty: Easy Ref: PROJECT METRICS

The budgeted cost of work scheduled for an activity or component of the WBS is the . a) Planned Value (PV) b) Budget At Completion (BAC) c) Actual Cost (AC) d) Expected Time Complete (ETC) e) Estimate at Completion (EAC) Ans: A Difficulty: Easy Ref: PROJECT METRICS

10.

The metric that provides an estimate of the most likely total or final cost of the project based on the project’s performance and any risks that should be considered is the: a) Planned Value (PV) b) Budget At Completion (BAC) c) Actual Cost (AC) d) Expected Time Complete (ETC) e) Estimate at Completion (EAC) Ans: E Difficulty: Medium

Information Technology Project Management 5e - Marchewka Ref: PROJECT METRICS

11.

The cost incurred for completing a scheduled task or WBS component is the a) Planned Value (PV) b) Budget At Completion (BAC) c) Actual Cost (AC) d) Expected Time Complete (ETC) e) Estimate at Completion (EAC) Ans: C Difficulty: Easy Ref: PROJECT METRICS

12.

The total planned cost of the project is computed before the project work begins. This metric is called the: a) Planned Value (PV) b) Budget At Completion (BAC) c) Actual Cost (AC) d) Expected Time Complete (ETC) e) Estimate at Completion (EAC) Ans: B Difficulty: Easy Ref: PROJECT METRICS

13.

A metric that provides an estimate for completing the scheduled work that remains once the project is started is called the a) Planned Value (PV) b) Budget At Completion (BAC) c) Actual Cost (AC) d) Expected Time Complete (ETC) e) Estimate at Completion (EAC) Ans: D Difficulty: Easy Ref: PROJECT METRICS

14.

If you hired a consulting firm to develop a system which is estimated to take four months to complete with the tasks evenly divided over the four months and

Information Technology Project Management 5e - Marchewka you agree to pay for the project with equal monthly installments, those payments would be called: a) Planned Value (PV) b) Budget At Completion (BAC) c) Actual Cost (AC) d) Earned Value (EV) e) None of these Ans: A Difficulty: Medium Ref: PROJECT METRICS

15.

If we know the Actual Cost of a WBS component, what other value do we need to know in order to calculate the cost performance index (CPI)? a) Budget at Completion (BAC) b) Budget costs of remaining work (BCRW) c) Schedule Variance (SV) d) Expected Time Complete (ETC) e) Earned Value (EV) Ans: E Difficulty: Medium Ref: PROJECT METRICS

16.

Cost Variance (CV) = Earned Value a) Budget at Completion (BAC) b) Budgeted cost of remaining work (BCRW) c) Schedule Variance (SV) d) Actual Cost (AC) e) None of these Ans: E Difficulty: Easy Ref: PROJECT METRICS

17.

EV-AC = a) Cost performance index (CPI) b) Scheduled performance index (SPI) c) Cost Variance (CV)

Information Technology Project Management 5e - Marchewka d) Minimum funds needed (MFN) e) None of these Ans: C Difficulty: Easy Ref: PROJECT METRICS

18.

Barring a change in project scope and given a Cost Performance Index (CPI) that is less than 1, the most reasonable inference to draw is that: a) The project will likely finish earlier than planned. b) The project will likely finish later than planned. c) The project will likely cost more than planned. d) The project will likely cost less than planned. e) The project will likely be on time and on budget. Ans: C Difficulty: Medium Ref: PROJECT METRICS

19.

Barring a change in project scope and given a Schedule Performance Index (SPI) that is greater than 1, the most reasonable inference to draw is that: a) The project will likely finish earlier than planned. b) The project will likely finish later than planned. c) The project will likely cost more than planned. d) The project will likely cost less than planned. e) The project will likely be on time and on budget. Ans: A Difficulty: Medium Ref: PROJECT METRICS

20.

A shows how the scope, features or functionality, or work is being completed over time. a) Budget report b) Status report c) Progress report d) Forecast report e) Burn-down Chart Ans: E Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: PROJECT METRICS

21.

A is a formal or informal meeting that shows evidence of project work that has been completed and work and provides a forum for surfacing issues, problems, decision-making. a) Budget report b) Project review c) Progress report d) Forecast report e) News report Ans: B Difficulty: Easy Ref: REPORTING PERFORMANCE AND PROGRESS

22.

A describes the present state of the project and provides compares the project’s actual progress to the baseline plan. a) Budget report b) Status report c) Progress report d) Forecast report e) News report Ans: B Difficulty: Easy Ref: REPORTING PERFORMANCE AND PROGRESS

23.

predicts the future status or progress of the project.

a) Budget report b) Status report c) Progress report d) Forecast report e) News report Ans: D Difficulty: Easy Ref: REPORTING PERFORMANCE AND PROGRESS

24.

Information distribution includes all of the following EXCEPT:

Information Technology Project Management 5e - Marchewka

a) Face-To-Face Meetings b) Telephone, e-mail, and other wireless devices c) Web-based technologies d) None of these are examples of information distribution e) All of these are examples of information distribution Ans: E Difficulty: Easy Ref: INFORMATION DISTRIBUTION

Information Technology Project Management 5e - Marchewka Short Answers 1. Why should a project manager be concerned with monitoring a project’s progress? Ans: This will allow him or her to make well-informed decisions, take appropriate actions when necessary, or make adjustments to the project plan. In addition, the project’s progress must be communicated to the various stakeholders who may have different roles, interests, and information requirements. Difficulty: Easy Ref: INTRODUCTION 2. Why is effective and efficient communication vital to a project? Ans: It is important that everyone associated with the project know what is going on. A project manager can develop an accurate and realistic project plan, but that plan is useless unless it is executed effectively. And, because no project plan is perfect, communication allows timely and intelligent adjustments to be made so it can be executed effectively. Difficulty: Easy Ref: MONITORING AND CONTROLLING THE PROJECT 3. What is the purpose of a project communications plan? What kinds of things should this plan address? Ans: The purpose of a project communications plan is to ensure that all of the project stakeholders know how their interests stand in relation to the project’s progress. The plan should address the following questions: • Who has specific information needs? • What are those information needs? • How will a particular stakeholder’s information needs be met? • When can a stakeholder expect to receive this information? • How will this information be received? Difficulty: Easy Ref: THE PROJECT COMMUNICATIONS PLAN 4. What are project metrics? Ans: A project metric may be defined as a qualitative measurement of some attribute of the project. This metric should be obtained from observable, quantifiable data (Edberg 1997). In addition, these metrics can be useful for developing a measurement program that allows the team and other stakeholders to gauge the efficiency and effectiveness of the work being done. Difficulty: Easy Ref: PROJECT METRICS 5. Describe the qualities of a good project metric. Ans: Understandable—A metric should be intuitive and easy to understand; otherwise, the metric will be of little value and will most likely not be used.

Information Technology Project Management 5e - Marchewka Quantifiable—A quantifiable metric is objective. A metric should have very little bias as a result of personal influence or subjectivity. Cost Effective—Data must be collected in order to produce a metric. Subsequently, a metric should be relatively easy and inexpensive to create and should not be viewed as a major disruption. Proven—A metric should be meaningful, accurate, and have a high degree of validity in order to be useful. The metric must measure exactly what one wants to measure. “What gets measured gets done!” High Impact—Although the efficiency of computing a metric is important, the metric must be effective. Why measure something that has little impact on the project? Difficulty: Easy Ref: PROJECT METRICS 6. Describe the concept of earned value. Ans: Earned value (EV) provides a performance measurement that tells us how much of the budget for a given task, WBS component, or the project, that we really should have spent for the work completed so far. Difficulty: Easy Ref: PROJECT METRICS 7. What is Planned Value (PV)? Ans: Planned Value (PV) is the planned or budgeted cost of work scheduled for an activity or component of the work breakdown structure. Difficulty: Easy Ref: PROJECT METRICS 8. What is Actual Cost (AC)? Ans: Actual Cost (AC) is the total cost incurred for completing a scheduled task or work breakdown structure component. Difficulty: Easy Ref: PROJECT METRICS 9. What is Budget at Completion (BAC)? Ans: The budgeted at completion (BAC) is total planned cost of a project. Difficulty: Easy Ref: PROJECT METRICS 10. Describe how the SPI and CPI can be used to forecast the final cost of a project. Ans: The schedule performance index (SPI) provides a ratio of the work performed to the work scheduled. This metric provides a measure of schedule efficiency. An SPI ratio greater than one indicates that the project is ahead of schedule and an SPI under one indicates the project is behind schedule. The cost performance index (CPI) tells us how much work we are completing for every dollar we spend. It is the ratio the budgeted cost of work performed to the actual cost of work performed. Suppose one were to calculate the SPI and the CPI in the midst of a project and find their values different from one (i.e. the project is ahead or behind schedule and over or under

Information Technology Project Management 5e - Marchewka budget). If nothing changes (i.e., the project’s performance does not get any better or any worse) then the minimum cost of completing the project could be estimated by dividing the original total budget by the CPI. However, if the SPI ratio were to persist and things continued to get better or worse (depending on the SPI value), then the final project cost could be estimated by dividing the original budget by the product of the CPI and the SPI. Difficulty: Medium Ref: PROJECT METRICS 11. What is a project review and what purpose does it serve? Ans: Project reviews may be formal or informal meetings that include various project stakeholders. These reviews may focus on specific deliverables, milestones, or phases. The purpose of a review is to not only show evidence that the project work has been completed, but also that the work has been completed according to certain standards or agreed upon requirements. Difficulty: Medium Ref: REPORTING PERFORMANCE AND PROGRESS 12. What is a status report? Ans: A status report describes the present state of the project. In general, a status report compares the project’s actual progress to the baseline plan. Analogous to a balance sheet used by accountants, a status report may include, for example, a variance analysis that compares actual schedule and cost information to the baseline schedule and budget. Difficulty: Easy Ref: REPORTING PERFORMANCE AND PROGRESS 13. What is a progress report? Ans: A progress report tells us what the project team has accomplished. This report may compare the activities or tasks that were completed to the activities or tasks outlined in the original project network. Difficulty: Easy Ref: REPORTING PERFORMANCE AND PROGRESS 14. What is a forecast report? Ans: A forecast report focuses on predicting the future status or progress of the project. For example, it may include a trend analysis that tells us when the project is most likely to finish and how much it will cost. Difficulty: Easy Ref: REPORTING PERFORMANCE AND PROGRESS

Information Technology Project Management 5e - Marchewka Essay Questions 1.

Why is communications among project stakeholders so important?

2. Why would a project manager be unwilling to share bad news about unexpected problems with senior management or other high profile stakeholders? 3. Sketch out a table with headings that represent the essential elements of a project communications plan. Fill in a hypothetical entry under each heading. 4.

What are the characteristics of a good project metric?

Explain the concept of Earned Value and illustrate it with hypothetical values.

6. How is the Cost Performance Index calculated and what can one learn from computing it? 7. How is the Schedule Performance Index calculated and what can one learn from computing it? 8.

Briefly describe the common categories of project reporting.

9. What are the strengths and weaknesses of the major information distribution channels covered in the text?

Information Technology Project Management 5e - Marchewka

Chapter 9: Managing Project Quality True/False 1.

The PMBOK® definition of project quality management focuses on conformance to specifications. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

PMBOK® defines the major quality management processes as: conformance to requirements, fitness for use, and having a high degree of excellence. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

3. Project Quality Management (PQM) focuses on the project product and Project Control Management (PCM) focuses on the project process. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

4. Taken together, the concepts of quality management, verification and validation, and quality control support the overall project quality management plan. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

5. Documenting lessons learned is an important part of continuous quality improvement.

Information Technology Project Management 5e - Marchewka a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

6. Most quality initiatives translate readily and require little if any corporate culture changes as evidenced by the Japanese adoption of Deming’s quality philosophy. a. True b. False Ans: False Difficulty: Easy Ref: QUALITY PHILOSOPHIES

7. Software process maturity represents the expected results that can be achieved by following a particular software process. a. True b. False Ans: False Difficulty: Easy Ref: PROCESS CAPABILITY AND MATURITY

8. Control charts are used to highlight statistically significant variation in processes. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

9. Variations that fall more than three standard deviations from the mean are attributed to assignable cause. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka

10. A process that is shown to have eight successive values that are more than two standard deviations away from the mean might be correctly categorized as stable or in statistical control. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

11. The Pareto Diagram is based on the notion that 20 percent of the problems are based on 80 percent of the causes a. True b. False Ans: False Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

12. Defect arrival rates, Defects by phase, and Fix Response time are all process metrics. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

13. Verification activities focus on asking the question of whether we followed the right procedures and processes. a. True b. False Ans: True Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

14. Validation is a process-oriented activity that focuses on the deployment of specific development procedures. a. True b. False

Information Technology Project Management 5e - Marchewka

Ans: False Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka Multiple Choice 1.

is determining which quality requirements and/or standards are important for the project and the product and then documenting how compliance will be demonstrated. a) Plan Quality b) Perform Quality Assurance c) Perform Quality Control d) Project Quality Management e) Quality Management Plan Ans: A Difficulty: Easy Ref: INTRODUCTION

provides the basis for continuous improvement by auditing and evaluating the results from quality control measurements so that appropriate quality standards and operational definitions are used. a) Plan Quality b) Perform Quality Assurance c) Perform Quality Control d) Project Quality Management e) Quality Management Plan Ans: B Difficulty: Easy Ref: INTRODUCTION

is monitoring and documenting the results of executing project quality activities to eliminate causes of unsatisfactory performance and implement new processes and techniques to improve project quality throughout the organization. a) Plan Quality b) Perform Quality Assurance c) Perform Quality Control d) Project Quality Management e) Quality Management Plan Ans: C Difficulty: Easy Ref: INTRODUCTION

Information Technology Project Management 5e - Marchewka

is the person most closely associated with the scientific management approach. a) Eli Whitney b) Frederic Taylor c) Walter Shewhart d) W. Edwards Deming e) Joseph Juran Ans: B Difficulty: Easy Ref: QUALITY PHILOSOPHIES

published the Quality Control Handbook which viewed quality as "fitness for use" as perceived by the customer. a) Eli Whitney b) Frederic Taylor c) Walter Shewhart d) W. Edwards Deming e) Joseph Juran Ans: E Difficulty: Easy Ref: QUALITY PHILOSOPHIES

The CMM/CMMI level characterized by an immature software organization using ad hoc process is ? a) Level 1 Initial b) Level 2 Repeatable c) Level 3 Defined d) Level 4 Managed e) Level 5 Optimizing Ans: A Difficulty: Medium Ref: PROCESS CAPABILITY AND MATURITY

The CMM/CMMI level which is the first to introduce key process areas is ?

Information Technology Project Management 5e - Marchewka a) Level 1 Initial b) Level 2 Repeatable c) Level 3 Defined d) Level 4 Managed e) Level 5 Optimizing Ans: B Difficulty: Medium Ref: PROCESS CAPABILITY AND MATURITY

The CMM/CMMI level which documents and standardizes software engineering and management processes throughout the organization is ? a) Level 1 Initial b) Level 2 Repeatable c) Level 3 Defined d) Level 4 Managed e) Level 5 Optimizing Ans: C Difficulty: Medium Ref: PROCESS CAPABILITY AND MATURITY

The CMM/CMMI level which is the first to introduce technology change management ? a) Level 1 Initial b) Level 2 Repeatable c) Level 3 Defined d) Level 4 Managed e) Level 5 Optimizing Ans: E Difficulty: Medium Ref: PROCESS CAPABILITY AND MATURITY

10.

The CMM/CMMI level which is characterized by the addition of Software Quality management and Quantitative Process Management is ? a) Level 1 Initial b) Level 2 Repeatable c) Level 3 Defined d) Level 4 Managed

Information Technology Project Management 5e - Marchewka e) Level 5 Optimizing Ans: D Difficulty: Medium Ref: PROCESS CAPABILITY AND MATURITY

11.

A refers to the activities, methods, materials, and measurements used to produce the product or service. a) metric b) performance indicator c) quality indicator d) process e) quality chain

Ans: D Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

12.

introduced the control chart to better understand process variations. a) Eli Whitney b) Frederic Taylor c) Walter Shewhart d) W. Edwards Deming e) Joseph Juran Ans: C Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

13.

The core values of quality programs proposed by Shewhart, Deming, Juran, Ishikawa, and Crosby include: a) focus on the customer b) incremental or continuous improvement c) problem detection and correction d) measurement e) all of these are part of the core values proposed. Ans: A

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

14.

Verification and validation of project deliverables should be carried out a) at the beginning of the project b) in the middle of the project c) at the end of the project d) throughout the project e) there is no preferable time to complete these activities Ans: D Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

15.

In general control limits are set at + or provides probability limits.

_ standard deviations which

a) 3, .05 b) 3, .001 c) 2, .05 d) 2, .01 e) 1, .34 Ans: B Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

16.

A provides a picture of how a particular process is behaving over time by providing a chart with a center line and limits on either side of the center line. a) statistical chart b) flow chart c) pareto diagram d) control chart e) fishbone diagram Ans: D Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka 17.

A is best developed by brainstorming with a learning cycle approach to identify and correct a particular problem. a) statistical chart b) flow chart c) pareto diagram d) control chart e) fishbone diagram Ans: E Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

18.

A is useful for identifying and investigating the most important problems by ranking them in descending order. a) statistical chart b) flow chart c) pareto diagram d) control chart e) fishbone diagram Ans: C Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

19.

A list of 14 points for quality is associated with a) Deming b) Juran c) Crosby d) Capability Maturity Model (CMM) e) Ishikawa Ans: A Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

20.

Defect arrival rate is an example of a: a) Process Metric b) Product Metric c) Project Metric

Information Technology Project Management 5e - Marchewka d) Project Standard e) None of these Ans: A Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

21.

Customer found defects is an example of a: a) Process Metric b) Product Metric c) Project Metric d) Project Standard e) None of these Ans: B Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

22.

Earned Value (EV) would be an example of a a) Process Metric b) Product Metric c) Project Metric d) Project Standard e) None of these Ans: C Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

23.

Quality metrics should focus on a) Process b) Product c) Project d) All of these e) None of these Ans: D Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka

24.

Which of the following is a product-oriented activity that attempts to determine if the system or project deliverable meets the customer or client’s expectations? a) Verification b) Validation c) Configuration management d) Fact-based management e) Software process maturity Ans: B Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

25.

Which of the following focuses on the process-related activities of the project to ensure that the product or deliverable meets its specified requirements before final testing of the system begins? a) Verification b) Validation c) Configuration management d) Fact-based management e) Software process maturity Ans: A Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka Short Answer 1. What is PQM? Ans: PQM is an abbreviation for Project Quality Management which is defined as: The processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives, and responsibility and implements them by means of quality planning, quality assurance, quality control, and quality improvement, within the quality system. Difficulty: Easy Ref: INTRODUCTION

2. Why should quality management include both the products and processes of a project? Ans: By focusing on both the product and chain of project processes, the project organization can use its resources more efficiently and effectively, minimize errors, and meet or exceed project stakeholder expectations. Difficulty: Medium Ref: INTRODUCTION

3. What is scientific management? Why was it so popular? Why was it so controversial? Ans: Using an approach called scientific management, Taylor believed that a task could be broken down into smaller tasks and studied to identify the best and most efficient way of doing each subtask. In turn, a supervisor could then teach the worker and ensure that the worker did only those actions essential for completing the tasks, in order to remove human variability or errors. At that time, most workers in U. S. factories were immigrants, and language barriers created communication problems among the workers, their supervisors, and even with many coworkers. The use of a stopwatch as a basis for time-motion studies provided a more scientific approach. Workers could produce at their full potential, and arbitrary rates set by management would be removed. To be successful, Taylor also believed that the scientific management approach would require a spirit of cooperation between the workers and management. Although the scientific management approach became quite popular, it was not without controversy. Many so-called efficiency experts ignored the human factors and tended to believe that profits could be increased by speeding up the workers. Dehumanizing the workers led to conflict between labor and management that eventually laid the foundation for labor unions. Just three years before Taylor died, he acknowledged that the motivation of a person can affect output more than just engineered improvements. Difficulty: Medium Ref: QUALITY PHILOSOPHIES

Information Technology Project Management 5e - Marchewka 4. Why did the teachings of Deming and Juran have such an important impact on Japan just after World War II? Ans: As Japan was attempting to rebuild after WWII, they faced a problem of having a reputation for inferior products. Having few natural resources, they were dependent on exporting manufactured goods. If their export programs were to be successful they needed to change both the fact and perception of producing low quality products. The success they enjoyed as a result of embracing quality improvement methodologies made the work of Deming and Juran central to their industrial culture. Difficulty: Medium Ref: QUALITY PHILOSOPHIES

5. What is software process maturity? Ans: Software Process Maturity—The extent to which a particular software process is explicitly and consistently defined, managed, measured, controlled, and effectively used throughout the organization. Difficulty: Medium Ref: PROCESS CAPABILITY AND MATURITY

6. What is a control chart? When is a process said to be in statistical control? How would you know if it was not? Ans: A control chart provides a picture of how a particular process is behaving over time. All control charts have a centerline and control limits on either side of the centerline. The centerline represents the observed average, while the control limits on either side provide a measure of variability. In general, control limits are set at ±3_ (i.e., ±3 sigma) or ±3s, where _ represents the population standard deviation and s represents the sample standard deviation. If a process is normally distributed, control limits based on three standard deviations provides .001 probability limits. Variation attributed to common causes is considered normal variation and exists as a result of normal interactions among the various components of the process—i.e., chance causes. These components include people, machines, material, environment, and methods. As a result, common cause variation will remain stable and exhibit a consistent pattern over time. This type of variation will be random and vary within predictable bounds. Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

7. What is an Ishikawa diagram? How can it be used as a quality control tool for an IT project? Ans: The fishbone, or Ishikawa, diagram developed by Kaoru Ishikawa was developed to analyze the causes of poor quality in manufacturing systems. The diagram can be used for understanding the causes or factors of a particular quality characteristic or problem. A particular quality characteristic or problem is represented by targeted box and then the major causes are identified and linked to the subject of

Information Technology Project Management 5e - Marchewka study. Each major cause then is further subdivided into potential sub-causes. This approach is often deployed by using either brainstorming or learning cycle approaches. Once the diagram is completed, the project team can investigate the posited causes and recommend solutions to address the problem. Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

8. What is a Pareto diagram? How can it be used as a quality control tool for an IT project? Ans: A Pareto diagram is based on the 80/20 rule that infers that 80% of effects flow from 20% of the causes. The diagram is essentially a chart which rank orders the most important problem causes from left to right in descending order of magnitude. In this way the most import problem areas are highlighted and which, when appropriately addressed, offer the greatest improvement to the product or process. Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

9. What is a standard? What role do standards play in developing an information system? Ans: Standards are documented agreements, protocols, or rules that outline the technical specifications or criteria to be used to ensure that products, services, processes, and materials meet their intended purpose. Standards also provide a basis for measurement because they provide criterion, or basis, for comparison. In order to provide an information system that has to ability to interface with other systems and in order to coordinate hardware and software and network compatibility, information systems must conform to the relevant protocols that make up industry standards. Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

10. What is a process metric? Give an example. Ans: A process metric is a measurement of the defects introduced by the processes required to develop or create the product deliverables. Example would include such metrics as a defect arrival rate, defects by phase, defect backlog, fix response time, and defective fixes. Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

11. What is a product metric? Give an example. Ans: Metrics that attempt to describe the intrinsic quality and characteristics of the project’s deliverables and final product are called product metrics. Examples would include mean time to failure, defect density, customer found defects, and customer satisfaction.

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: THE PROJECT QUALITY MANAGEMENT PLAN

12. Describe verification. What activities support verification? Ans: Verification focuses on the process-related activities of the project to ensure that the product or deliverable meets its specified requirements before final testing of the system begins. Verification requires that the standards and metrics be defined clearly. Moreover, verification activities focus on asking the question of whether we followed the right procedures and processes. Verification is supported by three types of reviews: Technical, Business, and Management. Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

13. Describe validation. What activities support validation? Ans: Validation is a product-oriented activity that attempts to determine if the system or project deliverable meets the customer or client’s expectations and ensures that the system performs as specified. Validation is supported primarily by testing using one or more of several approaches: Unit, Integration, Systems, and/or Acceptance Testing. Difficulty: Medium Ref: THE PROJECT QUALITY MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka Essay Questions 1.

What role does quality play in the IT project methodology?

2. The text discusses a number of quality gurus. Choose one of these individuals and describe the cultural environment in which he developed his contribution and then explain the significance of their contribution to IT project quality management. 3. The Capacity Maturity Model Integration (CMMI)/ posits five levels of organizational maturity that are a function of the nature of their processes. Describe how processes mature from the lowest to the highest level. 4. The IT Project quality plan is built on five foundational ideas. Briefly describe the importance of each of these pillars. 5. The text discusses five different testing approaches. Briefly describe the objectives of each of them. 6. Metrics are often specifically developed to target processes, products, or projects. Describe two examples of a good metric for each of those three entities. 7. Compare and contrast validation and verification. What is the role of each and how do they differ? 8. Describe the characteristics of both a mature and an immature software organization. What qualities are possessed by a mature organization that are lacking in an immature organization?

Information Technology Project Management 5e - Marchewka

Chapter 10: Leading the Project Team True/False 1. Leadership is the same thing as management. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT LEADERSHIP

2. Management focuses activities related to planning, organizing, controlling staffing, evaluating, and monitoring. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT LEADERSHIP 3. A leader who “Models the Way” attempts to be an effective leader by setting an example so that he or she wins people’s respect based on behavior and not title or position. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT LEADERSHIP

4. One practice of exemplary leadership is to inspire a shared vision so people become committed to a purpose. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT LEADERSHIP 5. A leader who “challenges the process” should also be critical of other people’s ideas in order to challenge them to be more creative.

Information Technology Project Management 5e - Marchewka a. True b. False Ans: False Difficulty: Easy Ref: PROJECT LEADERSHIP 6. An exemplary leader who “encourages from the heart” should show appreciation for other’s accomplishments by creating a culture of celebration even if it involves recognitions or celebrations that are insincere. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT LEADERSHIP

7. The coercive style of leadership can be effective in a crisis situation. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT LEADERSHIP

8. One problem with the democratic style of leadership is that it can lead to seemingly endless meetings in order to gain group consensus. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT LEADERSHIP

9. The democratic style of leadership is most effective in a crisis situation. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT LEADERSHIP

Information Technology Project Management 5e - Marchewka 10. The pacesetting style of leadership may be appropriate in situations that require quick results from a highly motivated team. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT LEADERSHIP

11. The coaching style of leadership helps people identify their strengths and weakness so that long-term professional goals can be set. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT LEADERSHIP 12. Emotional intelligence is largely genetic just like a person’s intelligence quotient (IQ). a. True b. False Ans: False Difficulty: Easy Ref: PROJECT LEADERSHIP

13. Emotional intelligence includes five styles: coercive, authoritative, affiliative, democratic, and coaching. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT LEADERSHIP

14. A person has only one leadership style that can never be changed. a. True b. False Ans: False Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: PROJECT LEADERSHIP

15. An action or decision that is legal is always ethical. a. True b. False Ans: False Difficulty: Easy Ref: ETHICS AND LEADERSHIP

16. Socialization can take place through formal means such as training or mentoring and through less formal ones such as interaction with peers and supervisors. a. True b. False Ans: True Difficulty: Easy Ref: ETHICS AND LEADERSHIP

17. An unethical leader is usually someone who is a morally weak individual and manager. a. True b. False Ans: True Difficulty: Easy Ref: ETHICS AND LEADERSHIP

18. A hypocritical leader extols the virtues of integrity and ethical conduct, but then engages in unethical behavior and may encourage others to do so as well. a. True b. False Ans: True Difficulty: Easy Ref: ETHICS AND LEADERSHIP

19. An ethically neutral leader is someone who does not provide clear ethical guidance so others do not know what the leader’s ethical beliefs are or whether he or she cares. a. True

Information Technology Project Management 5e - Marchewka b. False Ans: True Difficulty: Easy Ref: ETHICS AND LEADERSHIP

20. A client offers you an expense-paid vacation to Aruba if you reduce the cost of the project by 10%. This would be an example of conflict of interest. a. True b. False Ans: True Difficulty: Medium Ref: ETHICS AND LEADERSHIP

Information Technology Project Management 5e - Marchewka Multiple Choice 1.

Which of the following is NOT a traditional management activity? a. b. c. d. e.

Planning Inspiring a vision Controlling Staffing Evaluating

Ans: B Difficulty: Easy Ref: PROJECT LEADERSHIP

Leadership includes a. b. c. d. e.

Planning Setting a direction Controlling Staffing Evaluating

Ans: B Difficulty: Easy Ref: PROJECT LEADERSHIP

The approach to leadership where a leader leads by example is: a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: A Difficulty: Easy Ref: PROJECT LEADERSHIP

means that a leader's behavior wins respect, not title or position within the organization. a. Model the way b. Inspire a vision

Information Technology Project Management 5e - Marchewka c. Challenge the process d. Enable others to act e. Encourage the heart Ans: A Difficulty: Easy Ref: PROJECT LEADERSHIP

The approach to leadership that entails inventing the future so that people become committed to a purpose is: a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: B Difficulty: Easy Ref: PROJECT LEADERSHIP

means understanding the needs, interests, and "speaking the language" of constituents. a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: B Difficulty: Easy Ref: PROJECT LEADERSHIP

The approach to leadership where the leader is viewed as a pioneer who seeks out opportunities to innovate, grow, and improve is: a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Information Technology Project Management 5e - Marchewka Ans: C Difficulty: Easy Ref: PROJECT LEADERSHIP

means recognizing and supporting good ideas, and making sure these ideas happen. a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: C Difficulty: Easy Ref: PROJECT LEADERSHIP

The approach to leadership that requires a leader to support collaboration and build trust among project stakeholders is: a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: D Difficulty: Easy Ref: PROJECT LEADERSHIP

10.

means empowering people and motivating them to do their best, feel a sense of ownership, and take pride in what they do. a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: D Difficulty: Easy Ref: PROJECT LEADERSHIP

Information Technology Project Management 5e - Marchewka

11.

The project team appears to be tired, disillusioned, frustrated, and willing to give up. The most appropriate leadership approach would be: a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: E Difficulty: Easy Ref: PROJECT LEADERSHIP

12.

means using simple gestures to show appreciation for people's contributions and recognition of accomplishments. a. b. c. d. e.

Model the way Inspire a vision Challenge the process Enable others to act Encourage the heart

Ans: E Difficulty: Easy Ref: PROJECT LEADERSHIP

13.

The coercive leadership style can be summarized as: a. b. c. d. e.

“Come with me” “What do you think?” “Try this” “Do as I do, now!” “Do as I say”

Ans: E Difficulty: Easy Ref: PROJECT LEADERSHIP

14.

The leadership style that is most effective in a crisis situation is the: a. Coercive style b. Authoritative style

Information Technology Project Management 5e - Marchewka c. Affiliative style d. Democratic style e. Coaching style Ans: A Difficulty: Easy Ref: PROJECT LEADERSHIP

15.

The authoritative leadership style can be summarized as: a. b. c. d. e.

“Come with me” “What do you think?” “Try this” “Do as I do, now!” “Do as I say”

Ans: A Difficulty: Easy Ref: PROJECT LEADERSHIP

16.

The leadership style where the leader outlines a clearly defined goal but empowers people to choose their own means for achieving it is the: a. b. c. d. e.

Coercive style Authoritative style Affiliative style Democratic style Coaching style

Ans: B Difficulty: Easy Ref: PROJECT LEADERSHIP

17.

The leadership style that follows the attitude that “people come first” is the: a. b. c. d. e.

Coercive style Authoritative style Affiliative style Democratic style Coaching style

Ans: C Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: PROJECT LEADERSHIP

18.

centers of the value of the individual rather than goals and tasks and attempts to keep people happy by creating harmony. a. b. c. d. e.

Coercive style Authoritative style Affiliative style Democratic style Coaching style

Ans: C Difficulty: Easy Ref: PROJECT LEADERSHIP

19.

The democratic leadership style can be summarized as: a. b. c. d. e.

“Come with me” “What do you think?” “Try this” “Do as I do, now!” “Do as I say”

Ans: B Difficulty: Easy Ref: PROJECT LEADERSHIP

20.

The leadership style that would be least effective in a crisis situation would be the: a. b. c. d. e.

Coercive style Authoritative style Affiliative style Democratic style Coaching style

Ans: D Difficulty: Medium Ref: PROJECT LEADERSHIP

21.

When using , the leader spends time getting other people's ideas, while building trust, respect, and commitment.

Information Technology Project Management 5e - Marchewka

a. b. c. d. e.

Coercive style Authoritative style Affiliative style Democratic style Coaching style

Ans: D Difficulty: Medium Ref: PROJECT LEADERSHIP

22.

The pacesetting leadership style can be summarized as: a. b. c. d. e.

“Come with me” “What do you think?” “Try this” “Do as I do, now!” “Do as I say”

Ans: D Difficulty: Easy Ref: PROJECT LEADERSHIP

23.

The leadership style where poor performers are quickly identified and replaced if standards are not met is the: a. b. c. d. e.

Coercive style Authoritative style Affiliative style Pacesetting style Coaching style

Ans: D Difficulty: Easy Ref: PROJECT LEADERSHIP

24.

The coaching leadership style can be summarized as: a. b. c. d. e.

“Come with me” “What do you think?” “Try this” “Do as I do, now!” “Do as I say”

Information Technology Project Management 5e - Marchewka

Ans: C Difficulty: Easy Ref: PROJECT LEADERSHIP

25.

The leadership style that helps people identify their unique strengths and weaknesses so that they can achieve their personal and career goals is the: a. b. c. d. e.

Coercive style Authoritative style Affiliative style Democratic style Coaching style

Ans: E Difficulty: Easy Ref: PROJECT LEADERSHIP

26.

Emotional intelligence a. Allows an individual to be flexible in choosing the most appropriate leadership style b. Can be learned at any age c. Is the ability to understand and manage relationships d. Requires an honest assessment of how others view your leadership e. All of these Ans: E Difficulty: Medium Ref: PROJECT LEADERSHIP

27.

A capability that outlines a specific set of competencies associated with emotional intelligence is: a. b. c. d. e.

Self-awareness Self-management Social awareness Social skills All of these are capabilities associated with emotional intelligence

Ans: E Difficulty: Easy Ref: PROJECT LEADERSHIP

Information Technology Project Management 5e - Marchewka

28.

Visionary leadership, influence, developing others, and communication are all associated with of Emotional Intelligence. a. b. c. d. e.

Self-awareness Self-management Social awareness Social skills All of these are capabilities associated with emotional intelligence

Ans: D Difficulty: Medium Ref: PROJECT LEADERSHIP

29.

Many organizations are mandating ethics training for their employees because It’s the law in many countries Is in the best interest for people in the organization and society CEOs are afraid that their stock price will plummet The booming economy has created a surplus of cash for many organizations to increase their training budgets e. None of these a. b. c. d.

Ans: B Difficulty: Easy Ref: ETHICS AND LEADERSHIP

30.

An unethical leader could be described as someone who a. Extols the virtues of integrity and ethical conduct, but then engages in unethical behavior b. Makes it clear that bottom line results are important, but only if they can be achieved in an ethical manner c. Does not provide a clear message of the ethical conduct that is expected, so people interpret this to mean that the leader doesn’t care how business goals are met – just that they are met. d. Is a weak moral individual and a weak moral manager e. None of these Ans: D Difficulty: Easy Ref: ETHICS AND LEADERSHIP

Information Technology Project Management 5e - Marchewka

31.

A hypocritical leader could be described as someone who a. Extols the virtues of integrity and ethical conduct, but then engages in unethical behavior b. Makes it clear that bottom line results are important, but only if they can be achieved in an ethical manner c. Does not provide a clear message of the ethical conduct that is expected, so people interpret this to mean that the leader doesn’t care how business goals are met – just that they are met. d. Is a weak moral individual and a weak moral manager e. None of these Ans: A Difficulty: Easy Ref: ETHICS AND LEADERSHIP

32.

An ethically neutral leader could be described as someone who a. Extols the virtues of integrity and ethical conduct, but then engages in unethical behavior b. Makes it clear that bottom line results are important, but only if they can be achieved in an ethical manner c. Does not provide a clear message of the ethical conduct that is expected, so people interpret this to mean that the leader doesn’t care how business goals are met – just that they are met. d. Is a weak moral individual and a weak moral manager e. None of these Ans: C Difficulty: Easy Ref: ETHICS AND LEADERSHIP

33.

An ethical leader could be described as someone who a. Extols the virtues of integrity and ethical conduct, but then engages in unethical behavior b. Makes it clear that bottom line results are important, but only if they can be achieved in an ethical manner c. Does not provide a clear message of the ethical conduct that is expected, so people interpret this to mean that the leader doesn’t care how business goals are met – just that they are met. d. Is a weak moral individual and a weak moral manager e. None of these

Information Technology Project Management 5e - Marchewka

Ans: B Difficulty: Easy Ref: ETHICS AND LEADERSHIP

34.

A project manager who attempts to create a project environment in which people feel safe and appreciated is trying to ensure that which one of the following ethical dilemmas do not occur? a. b. c. d. e.

Confidence Human resource Corporate resource Conflict of interest None of these

Ans: B Difficulty: Medium Ref: ETHICS AND LEADERSHIP

35.

Focusing on fairness in terms of equity, reciprocity, and impartiality is hoping to avoid which ethical dilemma? a. b. c. d. e.

Confidence Human resource Corporate resource Conflict of interest None of these

Ans: B Difficulty: Easy Ref: ETHICS AND LEADERSHIP

36.

Which of the following would be an ethical dilemma where impartiality and trust come into question? a. b. c. d. e.

Confidence Human resource Corporate resource Conflict of interest None of these

Ans: D Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: ETHICS AND LEADERSHIP

37.

A gift from a vendor could cause the following ethical dilemma a. b. c. d. e.

Confidence Human resource Corporate resource Conflict of interest None of these

Ans: D Difficulty: Easy Ref: ETHICS AND LEADERSHIP

38.

While working on an IT project, you learn that a particular department plans to reduce its staff by 50%. The manager of this department has asked the project team to keep this information secret until the plans are finalized. A good friend of yours works in this department and has asked you whether you heard of any news concerning the future of the department. This would be an example of which of the following ethical dilemmas? a. b. c. d. e.

Confidence Human resource Corporate resource Conflict of interest None of these

Ans: A Difficulty: Medium Ref: ETHICS AND LEADERSHIP

39.

Your employer has issued you a computer. Using this computer to trade stocks online could be considered which of the following ethical dilemmas? a. b. c. d. e.

Confidence Human resource Corporate resource Conflict of interest None of these

Ans: C Difficulty: Medium Ref: ETHICS AND LEADERSHIP

Information Technology Project Management 5e - Marchewka

40.

The first thing to consider when faced with an ethical dilemma would be a. b. c. d. e.

Identify the consequences Check with legal counsel Gather the facts Identify the obligations Report the situation immediately to the company’s CEO

Ans: C Difficulty: Easy Ref: ETHICS AND LEADERSHIP

41.

Which of the following would NOT be considered a complexity of international projects? a. b. c. d. e.

Currency exchange Regulations and laws Language Attitude toward work and time All of these are complexities of international projects

Ans: E Difficulty: Easy Ref: MULTICULTURAL PROJECTS

42.

Differences in nationality, ethnicity, religion, gender, or generation is: a. b. c. d. e.

Culture Diversity Internationalism Individualism None of these

Ans: B Difficulty: Easy Ref: MULTICULTURAL PROJECTS

43.

can be defined as the shared beliefs, assumptions, and values that we learn from society or a group that guides or influences our behavior. a. Culture

Information Technology Project Management 5e - Marchewka b. c. d. e.

Diversity Internationalism Individualism None of these

Ans: A Difficulty: Easy Ref: MULTICULTURAL PROJECTS

Information Technology Project Management 5e - Marchewka Short Answer 1. What is the relationship between leadership and management? Ans: Management focuses on policies and procedures that bring order and predictability to complex organizational situations. It is traditionally defined within such activities as planning, organizing, controlling, staffing, evaluating, and monitoring. Management and leadership tend to overlap; however, leadership centers on change, getting results, and inspiring a shared vision. Difficulty: Easy Ref: PROJECT LEADERSHIP

2. Describe the 5 Practices for Exemplary Leadership. Ans: Model the Way – A leader’s behavior wins respect. Therefore, leaders set an example of what they expect from others by modeling the way they want others to behave. Inspire a Shared Vision – An exemplary leader has an exciting vision or dream that acts as a force for inventing the future. This vision should ignite a passion and inspire people so that they become committed to a purpose. Challenge the Process – Leaders are pioneers who challenge the status quo by seeking new challenges to seek out new opportunities to innovate, grow, and improve. However, good leaders are good listeners who recognize good ideas, support those ideas, and then challenge the process to make these good ideas happen. Enable Others to Act – The ability of a leader to get others to act is crucial. Leaders enable others to act by encouraging collaboration and building trust among the project stakeholders. People should feel empowered and motivated to do their best, feel a sense of ownership, and take pride in what they do. Encourage from the Heart – Often people can become tired, disillusioned, frustrated, and willing to give up. Leaders should rally others to carry on by encouraging from the heart. This may include simple or dramatic gestures to show appreciation or to celebrate recognitions or accomplishments. Difficulty: Easy Ref: PROJECT LEADERSHIP

3. Describe the coercive leadership style. Ans: Summarized as a “do as I say” approach to leadership. This style may be effective in a crisis or to kick-start a turnaround situation, when dealing with a problem employee, or when attempting to achieve immediate compliance. It can have a negative impact on the climate of the project or organization if used as an extreme top-down approach to decision making whereby communication and new ideas are obstructed. People can lose their initiative, motivation, commitment, and sense of ownership. Difficulty: Easy Ref: PROJECT LEADERSHIP

Information Technology Project Management 5e - Marchewka

4. Describe the authoritative leadership style. Ans: Described as a “come with me” type of approach where the leader outlines a clearly defined goal but empowers people to choose their own means for achieving it. The authoritative leader provides vision and enthusiasm, and motivates people by showing them how their work fits into the larger picture so that they know that what they are doing has meaning and purpose. Works well in most situations, but is best suited for situations when people are adrift. May not work best for inexperienced leaders. Difficulty: Easy Ref: PROJECT LEADERSHIP

5. Describe the affiliative leadership style. Ans: Follows the attitude that “people come first.” Centers on the value of the individual rather than goals and tasks and attempts to keep people happy by creating harmony among them. The affiliative leader attempts to build strong emotional bonds that translate into strong loyalty. The idea is that people who like each other tend to communicate more, share ideas, and inspiration. Flexibility is high. Works well in situations that require building team harmony, morale, trust, or communication. Does not work well when people need structure or advice to navigate through complex tasks or situations. Difficulty: Easy Ref: PROJECT LEADERSHIP

6. Describe the democratic leadership style. Ans: Attempts to develop consensus through participation by asking “what do you think?” The leader spends most of his or her time getting other people’s ideas, while building trust, respect, and commitment. People have more say in the decisions that affect their goals and work. Subsequently, morale tends to be higher and more realistic expectations. Works best when the leader needs to build buy-in, consensus, or valuable input from others. Can lead to seemingly endless meetings in a vain attempt to gain group consensus and cause conflicts, confusion, and the perception that the group is leaderless. Not appropriate in crisis situation or when the group does not have the competence or experience to offer sound advice. Difficulty: Easy Ref: PROJECT LEADERSHIP

7. Describe the pacesetting leadership style. Ans: Follows a “do as I say” attitude. The leader exemplifies an obsession with doing things better and faster. Poor performers are quickly identified and replaced. Although the leader tries to set high standards for performance, morale can deteriorate if people feel overwhelmed by the demands for excellence and performance. Goals may be clear to the leader but poorly communicated to the

Information Technology Project Management 5e - Marchewka group. People may lose energy and enthusiasm if the work becomes too taskfocused, routine, or boring. The pacesetting leader may try to micromanage and people can lose their direction or sense of how their work fits within the larger picture. If the leader leaves, people may feel adrift since the pacesetter sets all direction. Appropriate in situations that require quick results from a highly motivated, self-directed, and competent team. Difficulty: Easy Ref: PROJECT LEADERSHIP

8. Describe the coaching leadership style. Ans: Follows the “try this” approach to help people identify their unique strengths and weaknesses so that they can reach their full potential and career goals. This leader encourages people to set long-term goals and then helps them develop a plan for achieving them. Coaching leaders are good at delegating and giving people attainable challenges. Short-term and minor failures are acceptable and viewed as learning experiences. Although this style appears to be the least often used, it can be a good approach when people want to be coached. It is least effective when people are resistant to change or when the leader does not have the knowledge, capability, or desire to be a coach. Difficulty: Easy Ref: PROJECT LEADERSHIP

9. What is emotional intelligence? Ans: Is the ability to understand and manage our relationships and ourselves better. It is different from a person’s IQ in that improving one’s emotional intelligence requires time, patience, and effort. Difficulty: Easy Ref: PROJECT LEADERSHIP

10. Describe the emotional intelligence competency called self-awareness. Ans: Emotional Self-Awareness - Reading and understanding your emotions as well as how your emotions impact your job performance and those around you. Accurate Self-Assessment - Evaluating realistically your strengths and weaknesses. Self-Confidence - Having a strong and positive sense of self-worth. Difficulty: Easy Ref: PROJECT LEADERSHIP

11. Describe the emotional intelligence competency called self-management. Ans: Self-Control - Keeping your impulses and negative emotions in check. Trustworthiness - Maintaining a high level of honesty and integrity.

Information Technology Project Management 5e - Marchewka Conscientiousness - Managing yourself and responsibilities effectively Adaptability - Adjusting to new situations and overcoming challenges. Achievement Orientation - Meeting high internal standards of excellence. Initiative - Seizing new opportunities Difficulty: Easy Ref: PROJECT LEADERSHIP

12. Describe the emotional intelligence competency called social awareness. Ans: Empathy - Sensing and understanding other people’s emotions, perspectives, and being genuinely concerned in their problems and interests. Organizational Awareness - Being perceptive to the currents of every-day organizational life, building networks, and navigating through organizational politics. Service Orientation - Recognizing and meeting customer needs. Difficulty: Easy Ref: PROJECT LEADERSHIP

13. Describe the emotional intelligence competency called social skills. Ans: Visionary Leadership - Taking charge and inspiring others with a compelling vision. Influence - Having a wide range of persuasive tactics at your disposal. Developing Others - Bolstering the abilities of others through feedback and guidance. Communication - Listening and sending clear, convincing, and well-aimed messages. Change Catalyst - Initiating new ideas and leading people in the right direction. Conflict Management - Being able to de-escalate disagreements and facilitate resolutions. Building Bonds - Cultivating and maintaining a web of relationships inside and outside of the organization. Teamwork and Collaboration - Facilitating cooperation and building teams. Difficulty: Easy Ref: PROJECT LEADERSHIP

14. What is the difference between ethical and legal? Can something be ethical but illegal? Unethical but legal? Ans: Ethics is defined as a set of moral principles. Legal depends on the laws of society. Unfortunately, the difference is not always clear-cut because some things can be ethical but illegal or legal but unethical. Difficulty: Medium Ref: ETHICS AND LEADERSHIP

15. What is socialization?

Information Technology Project Management 5e - Marchewka Ans: People who are brought into an organization learn its culture through a process called socialization. This is the process of “learning the ropes” and occurs through formal means such as training or mentoring. It also occurs through informal means such as how to dress appropriately, as well as what behaviors are acceptable and unacceptable. Subsequently, socialization can encourage or discourage ethical behaviors. Difficulty: Easy Ref: ETHICS AND LEADERSHIP

16. What is the difference between a work group and a real team? Ans: The work group is based on the traditional approach where a single leader is in control, makes most of the decisions, delegates to subordinates, and monitors the progress of the assigned tasks. Although the members may be interested in each other’s success, work groups do not necessarily share the same performance goals, do not necessarily provide joint work-products, and are not necessarily held mutually accountable. Teams, in contrast, are a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Difficulty: Easy Ref: TEAMS AND LEADERSHIP

Information Technology Project Management 5e - Marchewka Essay Questions 1. What is the relationship between leadership and management? 2. Describe the Five Practices of Exemplary Leadership. 3. Why is leading by example an effective approach for leadership? 4. Describe the six leadership styles and when each style would be most appropriate. 5. What is emotional intelligence? What role does emotional intelligence play in choosing an appropriate leadership style? 6. What is the relationship between ethics and legality? 7. What role does culture play in making ethical decisions? 8. Describe the process for making a sound ethical decision. 9. Compare and contrast work groups and Katzenbach & Smith’s notion of real teams. 10. What challenges might a project manager face on an international project? 11. What is diversity? Why should a project leader understand and be able to manage a diverse project team?

Information Technology Project Management 5e - Marchewka

Chapter 11: Managing Organizational Change, Resistance, and Conflict True/False 1.

Experience shows that it is easier to gain compliance for a new system than acceptance. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

Stress is usually only associated with negative change (dread). a. True b. False Ans: False Difficulty: Easy Ref: THE NATURE OF CHANGE

3. According to Lewin’s Force Field Analysis, driving forces are those forces that act as barriers and drive people away from desired end states. a. True b. False Ans: False Difficulty: Easy Ref: THE NATURE OF CHANGE 4. According to Lewin’s Force Field Analysis, the transition state is marked by a loss of equilibrium which lasts until the individual or organization moves to the desired state. a. True b. False Ans: True Difficulty: Easy Ref: THE NATURE OF CHANGE

Information Technology Project Management 5e - Marchewka 5. Applying Kübler-Ross’ model on grieving suggests that individuals have to ultimately like or embrace change in order to reach the acceptance stage. a. True b. False Ans: False Difficulty: Easy Ref: THE NATURE OF CHANGE 6. According to Leavitt’s model of organizational change, changes in one organizational component (people, structure, task, or technology) can impact the other three components. a. True b. False Ans: True Difficulty: Easy Ref: THE NATURE OF CHANGE

7. In order to be an effective sponsor of a project, one must posses not only willingness, but also the power, in terms of authority and making resources available, to support the project. a. True b. False Ans: True Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

8. An initiating sponsor must stay with the project to the end if it is to succeed. a. True b. False Ans: False Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN 9. Sponsor credibility is diminished if the project’s envisioned value to the organization is not realized. a. True False

Information Technology Project Management 5e - Marchewka Ans: True Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

10. The Rational-Empirical strategy for change rests on the idea that because most people are rational, they will accept change that will benefit the overall organization. a. True b. False Ans: False Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

11. The Normative-reeducation strategy focuses on reeducating the work force, one person at a time until the entire organization is aligned. a. True b. False Ans: False Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

12. The use of threats and rewards in the power-coercive approach to change becomes riskier as individuals become more dependent on the organization. a. True b. False Ans: False Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

13. The premise of the environmental-adaptive approach is that although people avoid disruption and loss, they can still adapt to change. a. True b. False Ans: True Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka

14. Resistance should be anticipated from the beginning of the project and in fact there may be valid reasons for the resistance. a. True b. False Ans: True Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

15. People seldom resist change once they understand that the change will benefit them. a. True b. False Ans: False Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

16. The contemporary view of conflict is that conflict is always negative and should be avoided whenever possible. a. True b. False Ans: False Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

17. According to the Interactionist View of conflict, conflict is both necessary and beneficial. a. True b. False Ans: True Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

Information Technology Project Management 5e - Marchewka

Multiple Choice 1.

Transforming the organization so it is aligned with the execution of the chosen corporate business strategy is . a) Change Management b) Business Alignment c) Strategy Alignment d) Transition Management e) Transformation Analysis Ans: A Difficulty: Easy Ref: INTRODUCTION

is the process of adapting to change and determines our ability to handle current and future change. a) Transition b) Flux c) Adoption d) Assimilation e) Vector shift Ans: D Difficulty: Easy Ref: THE NATURE OF CHANGE

Encountering too many changes that push a person past their them to become stressed out or exhibit dysfunctional behaviors. a) Assimilation Tolerance b) Tolerance Threshold c) Change Threshold d) Assimilation Point e) Assimilation Threshold Ans: C Difficulty: Easy Ref: THE NATURE OF CHANGE

may cause

Information Technology Project Management 5e - Marchewka 4.

According to Leavitt’s Model of Organizational Change, implementing a new information system would be an example of a change in . a) technology b) people c) task d) structure e) content Ans: A Difficulty: Easy Ref: THE NATURE OF CHANGE

According to Leavitt’s Model of Organizational Change, new roles and responsibilities would be an example of a change in . a) technology b) people c) task d) structure e) content Ans: B Difficulty: Easy Ref: THE NATURE OF CHANGE

According to Leavitt’s Model of Organizational Change, changing the work performed would be an example of a change in . a) technology b) people c) task d) structure e) content Ans: C Difficulty: Easy Ref: THE NATURE OF CHANGE

According to Leavitt’s Model of Organizational Change, changing from informal authority to a formal chain of command would be an example of a change in .

Information Technology Project Management 5e - Marchewka a) technology b) people c) task d) structure e) content Ans: D Difficulty: Easy Ref: THE NATURE OF CHANGE

According to Lewin's Change Process model current state's habits, perceptions, and stability.

is an altering of the

a) Driving Forces b) Resisting Forces c) Freezing d) Unfreezing e) Refreezing Ans: D Difficulty: Easy Ref: THE NATURE OF CHANGE

According to Lewin's Change Process model present state to the desired state.

is a transition from the

a) Driving Forces b) Resisting Forces c) Freezing d) Unfreezing e) Changing Ans: E Difficulty: Easy Ref: THE NATURE OF CHANGE

10.

According to Lewin's Change Process model state the new status quo. a) Driving Forces b) Resisting Forces c) Freezing d) Unfreezing

is making the desired

Information Technology Project Management 5e - Marchewka e) Refreezing Ans: E Difficulty: Easy Ref: THE NATURE OF CHANGE

11.

People, Structure, Technology, and Task are elements of: a) Kubler-Ross's Model b) Lewin's Change Process Model c) Leavitt's Model of Organizational Change d) Conner's Role Model e) Davidson's Change Management Model Ans: C Difficulty: Easy Ref: THE NATURE OF CHANGE

12.

In Kubler-Ross’s Model, denial.

is the first stage characterized by shock and

a) Denial b) Anger c) Bargaining d) Depression e) Acceptance Ans: A Difficulty: Easy Ref: THE NATURE OF CHANGE

13.

In Kubler-Ross’s Model, is the second stage where the person blames whoever is responsible for the change. a) Denial b) Anger c) Bargaining d) Depression e) Acceptance Ans: B Difficulty: Easy Ref: THE NATURE OF CHANGE

Information Technology Project Management 5e - Marchewka

14.

In Kubler-Ross’s Model, is the third stage where the person will try to make deals to avoid the change. a) Denial b) Anger c) Bargaining d) Depression e) Acceptance Ans: C Difficulty: Easy Ref: THE NATURE OF CHANGE

15.

In Kubler-Ross’s Model, is when the person experiences an overwhelming sense of loss in the status quo. a) Denial b) Anger c) Bargaining d) Depression e) Acceptance Ans: D Difficulty: Easy Ref: THE NATURE OF CHANGE

16.

In Kubler-Ross’s Model, change.

is when the person will come to grips with the

a) Denial b) Anger c) Bargaining d) Depression e) Acceptance Ans: E Difficulty: Easy Ref: THE NATURE OF CHANGE

17.

Denial, Anger, and Bargaining are among the stages of

Information Technology Project Management 5e - Marchewka a) Kubler-Ross's Model b) Lewin's Change Process Model c) Leavitt's Model of Organizational Change d) Conner's Role Model e) Davidson's Change Management Model Ans: A Difficulty: Easy Ref: THE NATURE OF CHANGE

18.

Driving forces, resisting forces, and states of equilibrium are associated with: a) Kubler-Ross's Model b) Lewin's Change Process Model c) Leavitt's Model of Organizational Change d) Conner's Role Model e) Davidson's Change Management Model Ans: B Difficulty: Easy Ref: THE NATURE OF CHANGE

19.

The first step in the Change Management Plan is to , and entails defining the players and stakeholders involved in the change, their roles, and how they will interact with each other. a) assess willingness, readiness, and ability to change b) develop of adopt a strategy for change c) implement the change management plan and track progress d) evaluate experiences and develop lessons learned e) define, develop and deploy the infrastructure Ans: A Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

20.

The second step in the Change Management Plan is to , when determination is made of the process to follow in implementing the change. a) assess willingness, readiness, and ability to change b) develop of adopt a strategy for change c) implement the change management plan and track progress d) evaluate experiences and develop lessons learned

Information Technology Project Management 5e - Marchewka e) define, develop and deploy the infrastructure Ans: B Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

21.

The third step in the Change Management Plan is to , where milestones are identified and monitored using various tools such as the Gantt Chart and PERT Chart. a) assess willingness, readiness, and ability to change b) develop of adopt a strategy for change c) implement the change management plan and track progress d) evaluate experiences and develop lessons learned e) define, develop and deploy the infrastructure Ans: C Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

22.

The fourth step in the Change Management Plan is to , where experiences are documented and shared to identify best practices for future projects. a) assess willingness, readiness, and ability to change b) develop of adopt a strategy for change c) implement the change management plan and track progress d) evaluate experiences and develop lessons learned e) define, develop and deploy the infrastructure Ans: D Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

23.

The Rational-Empirical Approach is found in: a) Kubler-Ross's Model b) Lewin's Change Process Model c) Leavitt's Model of Organizational Change d) Conner's Role Model e) Davidson's Change Management Model Ans: E Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: THE CHANGE MANAGEMENT PLAN

24.

The is based upon the idea that people will follow predictable patterns of behavior and that people will follow their own self interests. a) Rational-Empirical Approach b) Normative-Reeducation Approach c) Power-Coercive Approach d) Environmental-Adaptive Approach e) Normative-Adaptive Approach Ans: A Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

25.

The is based upon the idea that people are social beings and that human behavior can be changed by changing the social norms of the group and can be very difficult and time-consuming. a) Rational-Empirical Approach b) Normative-Reeducation Approach c) Power-Coercive Approach d) Environmental-Adaptive Approach e) Normative-Adaptive Approach Ans: B Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

26.

The attempts to gain compliance through the exercise of power, authority, rewards, or threat of punishment. a) Rational-Empirical Approach b) Normative-Reeducation Approach c) Power-Coercive Approach d) Environmental-Adaptive Approach e) Normative-Adaptive Approach Ans: C Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

Information Technology Project Management 5e - Marchewka 27.

The attempts to abolish old ways and institute the new structure as soon as possible. a) Rational-Empirical Approach b) Normative-Reeducation Approach c) Power-Coercive Approach d) Environmental-Adaptive Approach e) Normative-Adaptive Approach Ans: D Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

28.

A change management plan based on the should provide each individual with the purpose, a picture, and a part to play. a) Rational-Empirical Approach b) Normative-Reeducation Approach c) Power-Coercive Approach d) Environmental-Adaptive Approach e) Empirical-Scientific Approach Ans: A Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

29.

The approach that takes the basic view that people are social beings and the that behavior can be changed by changing the groups core values, beliefs, and relationships. a) Rational-Empirical Approach b) Normative-Reeducation Approach c) Power-Coercive Approach d) Environmental-Adaptive Approach e) Empirical-Scientific Approach Ans: B Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

30.

The approach that is based on the premise that although people avoid disruption and loss, they can still adapt to change is the:

Information Technology Project Management 5e - Marchewka a) Rational-Empirical Approach b) Normative-Reeducation Approach c) Power-Coercive Approach d) Environmental-Adaptive Approach e) Empirical-Scientific Approach Ans: D Difficulty: Easy Ref: THE CHANGE MANAGEMENT PLAN

31.

The view that conflict is negative and should be avoided is a part of: a) Polarity Management View of Conflict b) Contemporary View of Conflict c) Change Resistance View of Conflict d) Traditional View of Conflic e) Interactionist View of Conflict Ans: D Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

32.

The manages conflict by suppressing it before it occurs or eliminating it as soon as possible. a) Polarity Management View of Conflict b) Contemporary View of Conflict c) Change Resistance View of Conflict d) Traditional View of Conflic e) Interactionist View of Conflict Ans: D Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

33.

The view that positive conflict should be encouraged would be posited by one who adheres to which of the following: a) Polarity Management View of Conflict b) Contemporary View of Conflict c) Change Resistance View of Conflict d) Traditional View of Conflic e) Interactionist View of Conflict

Information Technology Project Management 5e - Marchewka

Ans: B Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

34.

The suggests that conflict is inevitable and natural and can be positive or negative depending on how it is handled. a) Polarity Management View of Conflict b) Contemporary View of Conflict c) Change Resistance View of Conflict d) Traditional View of Conflic e) Interactionist View of Conflict Ans: B Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

35.

The view that conflict is an important and necessary ingredient for performance is the a) Polarity Management View of Conflict b) Contemporary View of Conflict c) Change Resistance View of Conflict d) Traditional View of Conflic e) Interactionist View of Conflict Ans: E Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

36.

The view that embraces conflict because teams can become stagnant and complacent if too harmonious or tranquil is the a) Polarity Management View of Conflict b) Contemporary View of Conflict c) Change Resistance View of Conflict d) Traditional View of Conflic e) Interactionist View of Conflict Ans: E Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

Information Technology Project Management 5e - Marchewka

37.

Sometimes when a cooling off period is a wise choice, a person would use

a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: A Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

38.

focuses on retreating, withdrawing or ignoring the conflict. a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: A Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

39.

A useful approach to managing conflict when trying to reach an overall goal when the goal is more important that the personal interests of the parties involved is: a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: B Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

40.

When there is no common ground and you are sure you are right and when time is of the essence, one would probably take the approach for managing conflict.

Information Technology Project Management 5e - Marchewka a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: C Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

41.

When using the

approach, one party gains at the other party's expense.

a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: C Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

42.

When using conflict.

, a person uses his or her dominant authority to resolve the

a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: C Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

43.

is useful when resolving complex issues that must be solved in a short time frame and the risks and rewards are moderately high. a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration

Information Technology Project Management 5e - Marchewka

Ans: D Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

44.

involves one person or group giving something up in exchange for gaining something else. a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: D Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

45.

involves confronting and attempting to resovle the problem by incorporating different ideas, viewpoints, and perspectives. a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: E Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

46.

requires a willingness to engage in good-faith problem-solving that facilitates open and honest communication. a) Avoidance b) Accommodation c) Forcing d) Compromise e) Collaboration Ans: E Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT

Information Technology Project Management 5e - Marchewka Short Answer 1. In your own words, define change management. Ans: Change management is the process of bringing individuals in the organization to the point where they accept and support new processes or systems and understand the linkage between their personal success, the success of those processes or systems and the organization’s success. Difficulty: Easy Ref: INTRODUCTION 2. Describe Force Field Analysis. Ans: Force Field Analysis is a technique for developing a big picture that involves all the forces in favor of or against a particular change. Forces that are viewed as facilitating the change are viewed as driving forces, while the forces that act as barriers or that work against the change are called restraining forces. By understanding all of the forces that act as aids or barriers to the change, one may enact strategies or decisions that take into account all of the various interests. Difficulty: Easy Ref: THE NATURE OF CHANGE 3. Describe the three stages of Lewin’s model for change. Ans: The first stage is the status quo or present state. It is the product of current habits and perceptions. If it is not the desired state, then it requires driving forces to motivate and initiate a change and it also requires unfreezing of the current habits, perceptions and stability. Once this process begins, the second stage called the transition state exists and becomes the battle ground for resisting forces and driving forces and habits, perceptions and stability undergo changes. It is often a time of confusion and instability. Hopefully the process will lead to the final stage where the desired state is obtained. At this point, refreezing should take place to cement the new habits, perceptions, and stability as the new status quo. Difficulty: Easy Ref: THE NATURE OF CHANGE 4. Using Leavitt’s model, provide an example of how an electronic commerce application would affect the organization’s people, technology, task, and structure. Ans: Leavitt’s model suggests that changes in people, technology, task, or organizational structure can influence or impact the other areas. These four components are interdependent where a change in one can result in a change in the others For example, a change in the organization’s technology (e.g., implementing an electronic commerce application) can impact the people within the organization (e.g., new roles, responsibilities, etc.) as well as the tasks the individual’s perform (i.e., the work they perform), and the organization’s structure (i.e., formal or informal). As a result of the planned change, people will go through a variety of emotions. On first learning of the impending change, people may feel shock, anger, and even denial. Later on, they may try to bargain or

Information Technology Project Management 5e - Marchewka negotiate as a way of maintaining stability. This time is difficult because compromise, or appeasement, may seem to be a good alternative for avoiding conflict and resistance. Unfortunately, this tactic will only undermine the effectiveness of the change initiative. Therefore, it is important that a boundary be defined in a way that allows the change to happen as planned, but also allows individuals to “take something with them” by giving them something familiar to hold on to so as to ease the transition. This allows the past to be remembered with reverence and can also mark the end and the new beginning. Difficulty: Medium Ref: THE NATURE OF CHANGE 5. Why is having a change management plan important? Ans: A change management plan is important in order to addresses the human side of change. The mere existence of such a plan can send an important message throughout the organization that management cares about the people in the organization and will listen and take their needs and issues seriously. Difficulty: Medium Ref: THE CHANGE MANAGEMENT PLAN 6. What is a change sponsor? What is the difference between an initiating sponsor and a sustaining sponsor? Ans: The sponsor can be an individual or group that has the willingness and power, in terms of authority and making resources available, to support the project. Although this person or group is often the project sponsor, an initiating sponsor may hand off the project to a sustaining sponsor. More specifically, after making the decision to fund and support the project, the initiating sponsor may become completely removed from the project. Without the support of a sustaining sponsor, the project will eventually lose steam and direction. Therefore, the sustaining sponsor must become the primary sponsor for the project. Difficulty: Medium Ref: THE CHANGE MANAGEMENT PLAN 7. What is a change agent? What role does a change agent play? Ans: An agent may be an individual or group responsible for making the change happen in order to achieve the project’s goal and objectives. Their role is to act as a conduit of communication between the sponsor and the targets of change. Difficulty: Medium Ref: THE CHANGE MANAGEMENT PLAN 8. What is a target? Why are targets important to a change initiative? Ans: The target is the individual or group that must change. In general, these may be the users of the new system or those who will use or be directly involved with final product of the project. Targets play a critical role in the ultimate success of the project. The willingness, ability, and readiness to change also rest largely with the change targets. Difficulty: Medium

Information Technology Project Management 5e - Marchewka Ref: THE CHANGE MANAGEMENT PLAN 9. Describe the rational-empirical approach to change. What things would a change management plan address under this approach? Ans: The rational-empirical approach to change management is based on the idea that people follow predictable patterns of behavior and that people will follow their own self-interests. Therefore, a change agent must be persuasive in convincing, explaining, and demonstrating how a particular change will benefit a particular person or group identified as a target of the change. It is important that the individuals affected by the change be provided with consistent and timely information. The change management plan based on this strategy should provide each individual with the purpose, a picture, and a part to play. Difficulty: Medium Ref: THE CHANGE MANAGEMENT PLAN 10. Describe the normative-reeducation approach to change. What things would a change management plan address under this approach? Ans: This approach takes the basic view that people are social beings and that human behavior can be changed by changing the social norms of a group. Instead of trying to change an individual, one must focus on the core values, beliefs, and established relationships that make up the culture of the group. The focus for managing change under this strategy becomes helping people redefine their existing social norms into a new set that supports the change effort. Difficulty: Medium Ref: THE CHANGE MANAGEMENT PLAN 11. Describe the power-coercive approach to change. What things would a change management plan address under this approach? Ans: The power-coercive approach to change management attempts to gain compliance from the change targets through the exercise of power, authority, rewards, or threat of punishment for non-conformance. People’s dependency on an organization largely dictates how effective the power-coercive approach and the use of sanctions can be. If people are highly dependent on the organization; live paycheck to paycheck; have few job alternatives; and are not financially, mentally, or emotionally prepared to walk, you are on relatively safe ground using the power-coercive approach judiciously. The objective is to change the behaviors of the targets so that their new behavior supports the change effort. Sanctions should be imposed on an individual level and should focus on what an individual values and what they dread losing—perhaps a bonus, a paycheck, or a position within the organization. Sanctions can be imposed in ascending order to demonstrate a point in the beginning and to keep any target’s losses at a minimum. Difficulty: Medium Ref: THE CHANGE MANAGEMENT PLAN 12. Describe the environmental-adaptive approach to change. What things

Information Technology Project Management 5e - Marchewka would a change management plan address under this approach? Ans: The premise of the environmental-adaptive approach is that although people avoid disruption and loss, they can still adapt to change. Following this approach, the change agent attempts to make the change permanent by abolishing the old ways and instituting the new structure as soon as possible. Difficulty: Medium Ref: THE CHANGE MANAGEMENT PLAN 13. Describe the traditional view of conflict. Ans: The traditional view considers conflict in a negative light and feels conflict should be avoided. Conflict, according to this view, leads to poor performance, aggression, and devastation if left to escalate. Therefore, it is important to manage conflict by suppressing it before it occurs or eliminating it as soon as possible. Harmony can be achieved through authoritarian means, but the root causes of the conflict may not be adequately addressed. Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT 14. Describe the contemporary view of conflict Ans: The contemporary view, on the other hand, suggests that conflict is inevitable and natural. Depending on how conflict is handled, conflict can be either positive or negative. Positive conflict among people can stimulate ideas and creativity; however, negative conflict can have damaging effects if left unresolved. Therefore, positive conflict should be encouraged, while keeping negative conflict in check. Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT 15. Describe the interactionist view of conflict. Ans: Today, the interactionist view holds that conflict is an important and necessary ingredient for performance. Although the contemporary view accepts conflict, the interactionist view embraces it because teams can become stagnant and complacent if too harmonious or tranquil. Subsequently, the project manager should occasionally stir the pot in order to encourage conflict to an appropriate level so that people engage in positive conflict. Difficulty: Easy Ref: DEALING WITH RESISTANCE AND CONFLICT 16. What is the avoidance approach to dealing with conflict? When is it most useful? When is it not appropriate? Ans: Avoiding conflict focuses on retreating, withdrawing or ignoring conflict. Sometimes, a cooling-off period may be a wise choice, especially when emotions and tempers are high. Avoidance may be appropriate when you can’t win, the stakes are low, or gaining time is important. However, it may not be useful when the immediate, successful resolution of an issue is required. Difficulty: Medium

Information Technology Project Management 5e - Marchewka Ref: DEALING WITH RESISTANCE AND CONFLICT 17. What is the accommodation approach to dealing with conflict? When is it most useful? When is it not appropriate? Ans: Accommodation, or smoothing, is an approach for appeasing the various parties in conflict. This approach may be useful when trying to reach an overall goal when the goal is more important than the personal interests of the parties involved. Smoothing may also be effective when dealing with an issue that has low risk and low return or when in a no-win situation. Because accommodation tends to work only in the short run, conflict may reappear in another form later on. Difficulty: Medium Ref: DEALING WITH RESISTANCE AND CONFLICT 18. What is the forcing approach to dealing with conflict? When is it most useful? When is it not appropriate? Ans: When using this approach, a person uses his or her dominant authority to resolve the conflict. This approach often results in a one-sided or win-lose situation in which one party gains at the other’s expense. This approach may be effective when no common ground exists, when you are sure you are right, when an emergency situation exists, or when time is of the essence. Forcing resolution may, however, cause the conflict to redevelop later because people dislike having a decision or someone else’s. Difficulty: Medium Ref: DEALING WITH RESISTANCE AND CONFLICT 19. What is the compromise approach to dealing with conflict? When is it most useful? When is it not appropriate? Ans: Compromise includes aspects of both forcing and accommodation; it gives up more than forcing and less than accommodation. Compromise is essentially bargaining—one person or group gives up something in exchange for gaining something else. In this case, no party actually wins and none actually loses, so that some satisfaction is gained from resolution of the conflict. This approach may be useful when attempting to resolve complex problems that must be settled in a short time and when the risks and rewards are moderately high. Unfortunately, important aspects of a project may be compromised as a means of achieving short-term results—for example, quality standards may be compromised in order to meet the project’s schedule. Difficulty: Medium Ref: DEALING WITH RESISTANCE AND CONFLICT 20. What is the collaboration approach to dealing with conflict? When is it most useful? When is it not appropriate? Ans: When the risks and benefits are high, collaboration may be the best approach for dealing with conflict. This approach requires confronting and attempting to solve the problem by incorporating different ideas, viewpoints, and

Information Technology Project Management 5e - Marchewka perspectives. The focus of collaboration is learning from others and gaining commitment, trust, respect, and confidence from the various parties involved. Collaboration takes time and requires a sincere desire to work out a mutually acceptable solution. In addition, it requires a willingness to engage in a good-faith problem-solving process that facilitates open and honest communication. Difficulty: Medium Ref: DEALING WITH RESISTANCE AND CONFLICT

Information Technology Project Management 5e - Marchewka Essay Questions 1. Many people accept the notion that it is easier to gain compliance than acceptance. Why is that view prevalent and why might it be faulty? 2

What are assimilation and a change threshold? How are these ideas related?

3. Describe Lewin’s Force Field Analysis in terms of forces, states, and the alteration of state stability. 4. How do Elizabeth Kübler-Ross’ grieving stages relate to the emotional turmoil that can be brought about by change? 5. Briefly describe the four areas that form the framework for developing a change management plan. 6. What are the strengths and weaknesses of the Rational-Empirical strategy for change? 7. What is the Environmental-Adaptive strategy for change and what conditions might make it a good strategy to adopt? 8. The text describes three views of conflict; describe these separate views. Which one do you believe is true about the nature of conflict and why? 9. What are the typical approaches to managing conflict and under what conditions might one choose each of them?

Information Technology Project Management 5e - Marchewka

Chapter 12: Project Completion True/False 1.

Project implementation focuses on installing or delivering the project’s major deliverable in organization-the information system that was built or purchased. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

For a project to be closed successfully, the product of the project must be formally accepted by the project sponsor or customer. a. True b. False Ans: True Difficulty: Easy Ref: INTRODUCTION

3. Immediately after the implementation, the project’s MOV can be determined. a. True b. False Ans: False Difficulty: Easy Ref: INTRODUCTION

4. The direct cutover is the generally the least favored implementation approach. a. True b. False Ans: True Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

5. The parallel implementation approach is generally considered to be the riskiest implementation approach. a. True

Information Technology Project Management 5e - Marchewka b. False Ans: False Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

6. The phased approach is generally the least expensive of the three implementation approaches. a. True b. False Ans: False Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

7. Premature project closure is always a characteristic of a failed project. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT CLOSURE 8. Failure to clearly define and agree on the project’s MOV may lead to a runaway or perpetual project. a. True False Ans: True Difficulty: Easy Ref: PROJECT CLOSURE

9. Project termination by starvation may result from changed priorities. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT CLOSURE

10. Most of the project documentation is completed during the development phase.

Information Technology Project Management 5e - Marchewka a. True b. False Ans: False Difficulty: Easy Ref: PROJECT CLOSURE

11. Delivery, installation, and implementation of the information system indicate the sponsor’s acceptance of the project. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT CLOSURE

12. The final project report may be circulated to key stakeholders prior to the final meeting and presentation. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT CLOSURE

13. Once the project is accepted by the sponsor or customer, a number of administrative closure processes remain. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT CLOSURE

14. Most team members are less critical of their own performance than the project manager. a. True False Ans: False Difficulty: Easy Ref: PROJECT CLOSURE

Information Technology Project Management 5e - Marchewka

15. Individual performance reviews should provide a consensus on improving performance. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT EVALUATION

16. Conducting the postmortem review is the responsibility of the project sponsor. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT EVALUATION

17. The project audit is the generally conducted by the project manager and project team. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT EVALUATION

18. The project MOV is usually readily determined at the close of the project. a. True b. False Ans: False Difficulty: Easy Ref: PROJECT EVALUATION

19. Before conducting the final project evaluation, one must be sure that information system delivered has not been changed by the users or support staff. a. True b. False Ans: True

Information Technology Project Management 5e - Marchewka Difficulty: Easy Ref: PROJECT EVALUATION 20. The final test of project success is the evaluation of the project’s MOV. a. True b. False Ans: True Difficulty: Easy Ref: PROJECT EVALUATION

Information Technology Project Management 5e - Marchewka Multiple Choice 1.

Which implemention approach usually entails the greatest level of risk especially if the system is not adequately tested? a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: A Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

is the implementation method where the old system is shut down and the new system is turned on at an agreed upon date. a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: A Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

can be effective when quick delivery of the new system is critical or when the existing system must be replaced as soon as possible. a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: A Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

may be appropriate for non mission critical applications.

Information Technology Project Management 5e - Marchewka a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: A Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

is the least favored implementation approach due to the higher level of risk. a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: A Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

places more pressure on the project team. a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: A Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

Which implemention approach involves no risk? a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: E

Information Technology Project Management 5e - Marchewka Difficulty: Medium Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

Which implemention approach is usually the most expensive and least risky? a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: B Difficulty: Medium Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

is most appropriate when problems or the failure of a system can have a major impact on the organization. a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: B Difficulty: Medium Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

10.

With outputs.

, users may have to enter data into multiple systems to compare the

a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: B Difficulty: Medium Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

11.

places more pressure on the user of the system.

Information Technology Project Management 5e - Marchewka

a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: B Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

12.

Which implementation approach allows for implementation of modules in different departments or locations? a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: C Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

13.

With the , the project team can learn from its experiences during the initial implementation so that later implementations run more smoothly. a) Direct Cutover b) Parallel c) Phased d) All of these e) None of these Ans: C Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION

14.

Which termination circumstance is one in which the project is completed as planned? a) Normal b) Premature c) Perpetual

Information Technology Project Management 5e - Marchewka d) Failed e) Changed Priority Ans: A Difficulty: Easy Ref: PROJECT CLOSURE

15.

Which termination circumstance is one in which the project is ended because the cost of completing it are greater than the potential benefits of completing it. a) Normal b) Premature c) Perpetual d) Failed e) Changed Priority Ans: D Difficulty: Easy Ref: PROJECT CLOSURE

16.

Another name for a runaway project is: a) Normal b) Premature c) Perpetual d) Failed e) Changed Priority Ans: C Difficulty: Easy Ref: PROJECT CLOSURE

17.

These projects can result from delays or an unclear scope or MOV. a) Normal b) Premature c) Perpetual d) Failed e) Changed Priority Ans: C Difficulty: Easy Ref: PROJECT CLOSURE

Information Technology Project Management 5e - Marchewka

18.

When the Project Scope grows through the addition of various features or functionality, it may lead to a project. a) Normal b) Premature c) Perpetual d) Failed e) Changed Priority Ans: C Difficulty: Easy Ref: PROJECT CLOSURE

19.

Clearly defining the Project MOV, Project Scope, and timely project reviews can reduce the risk of a _ project . a) Normal b) Premature c) Perpetual d) Failed e) Changed Priority Ans: C Difficulty: Easy Ref: PROJECT CLOSURE

20.

As a result of competitor's actions, a project was pushed to completion without all of the envisioned features. This project termination is termed ? a) Normal b) Premature c) Perpetual d) Failed e) Changed Priority Ans: B Difficulty: Easy Ref: PROJECT CLOSURE

21.

Project Termination through "starvation" is an example of

Information Technology Project Management 5e - Marchewka a) Normal b) Premature c) Perpetual d) Failed e) Changed Priority Ans: E Difficulty: Easy Ref: PROJECT CLOSURE

22.

The most important requirement for project closure under normal circumstances is: a) completing the project on time. b) completing the project on or under budget. c) redeploying team members successfully to other projects. d) following the project methodology. e) obtaining the project sponsor's acceptance of the project. Ans: E Difficulty: Easy Ref: PROJECT CLOSURE

23.

The final project report should include: a) Project Summary b) Comparison of Planned vs. Actual c) Outstanding Issues d) Project Documentation List e) All of these Ans: E Difficulty: Easy Ref: PROJECT CLOSURE

24.

The purpose of the _ is to provide the project sponsor confidence that the project has been completed as outlined in the business case, project charter, and project plan. a) Project Sponsor Acceptance b) Final Project Report c) Final Meeting and Presentation d) Closing the Project

Information Technology Project Management 5e - Marchewka e) Project Evaluation Ans: B Difficulty: Easy Ref: PROJECT CLOSURE

25.

Acknowledging the contributions of the project team would occur during a) Project Sponsor Acceptance b) Final Project Report c) Final Meeting and Presentation d) Closing the Project e) Project Evaluation Ans: C Difficulty: Easy Ref: PROJECT CLOSURE

26.

The formal exchange of the project's product from the project team to the organization occurs during . a) Project Sponsor Acceptance b) Final Project Report c) Final Meeting and Presentation d) Closing the Project e) Project Evaluation Ans: C Difficulty: Easy Ref: PROJECT CLOSURE

27.

Organizing and archiving of all project deliverables and documentation occurs during . a) Project Sponsor Acceptance b) Final Project Report c) Final Meeting and Presentation d) Closing the Project e) Project Evaluation Ans: D Difficulty: Easy Ref: PROJECT CLOSURE

Information Technology Project Management 5e - Marchewka

28.

Discussing team members' next assignment is generally a part of: a) Individual Performance Review b) Postmortem Review c) Project Audit d) MOV Evaluation e) None of these Ans: A Difficulty: Easy Ref: PROJECT EVALUATION

29.

Having the team review the project scope, schedule, budget, and quality objectives would most likely occur in the: a) Individual Performance Review b) Postmortem Review c) Project Audit d) MOV Evaluation e) None of these Ans: B Difficulty: Easy Ref: PROJECT EVALUATION

30.

Demonstrating that all project deliverables have been completed occurs during . a) Project Sponsor Acceptance b) Final Project Report c) Final Meeting and Presentation d) Closing the Project e) Project Evaluation Ans: E Difficulty: Easy Ref: PROJECT EVALUATION

31.

Assessment of the project manager and project team occurs during the a) Individual Performance Review b) Postmortem Review

Information Technology Project Management 5e - Marchewka c) Project Audit d) MOV Evaluation e) None of these Ans: C Difficulty: Easy Ref: PROJECT EVALUATION

32.

An outside party would be more likely to be called in for the: a) Individual Performance Review b) Postmortem Review c) Project Audit d) MOV Evaluation e) None of these Ans: C Difficulty: Easy Ref: PROJECT EVALUATION

33.

In the final analysis, project success is determined in the: a) Individual Performance Review b) Postmortem Review c) Project Audit d) MOV Evaluation e) None of these Ans: C Difficulty: Easy Ref: PROJECT EVALUATION

34.

may sometimes occur weeks or months after the project is complete in order to obtain an accurate assessment. a) Individual Performance Review b) Postmortem Review c) Project Audit d) MOV Evaluation e) None of these Ans: D Difficulty: Easy

Information Technology Project Management 5e - Marchewka Ref: PROJECT EVALUATION

Information Technology Project Management 5e - Marchewka Short Answer Questions 1. What is implementation? Ans: Project implementation focuses on installing or delivering the project’s major deliverable in the organization—the information system that was built or purchased. Difficulty: Easy Ref: INTRODUCTION 2. Describe the three approaches to implementing an information system. Ans: The direct cutover approach is an approach where the old system is shut down and the new system is turned on. In general, a target, or go live, date is agreed upon, and the new system simply replaces the old. The parallel approach to implementation allows the old and the new systems to run concurrently for a time. At some point, the organization switches entirely from the old system to the new. Following the phased approach, the system is introduced in modules or in different parts of the organization incrementally. Difficulty: Easy Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION 3. What are the advantages and disadvantages of the direct cutover approach? Ans: Advantages: • Implementation can be quick Disadvantages: • Can be risky if system is not fully tested • Places more pressure on the project team Difficulty: Medium Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION 4. What are the advantages and disadvantages of the parallel approach? Ans: Advantages: • Provides a safety net or backup in case problems are encountered with the implementation of the new system • Can increase confidence in the new system when output of old system and new system is compared Disadvantages: • Takes longer and may cost more than direct cutover approach • Places more pressure on the users of the system Difficulty: Medium Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION 5. What are the advantages and disadvantages of the phased approach?

Information Technology Project Management 5e - Marchewka Ans: Advantages: • Allows for an organized and managed approach for implementing system modules or a system/upgrades in different departments or geographical locations • Experience with early implementation can guide and make later implementations go more smoothly Disadvantages • Takes longer and may cost more than the direct cutover approach • Problems encountered during early phases can impact the overall implementation schedule Difficulty: Medium Ref: PRODUCT RELEASE OR SYSTEM IMPLEMENTATION 6. Describe the various scenarios for project termination. Ans: Normal—A project that ends normally is one that is completed as planned. The project scope is achieved within the cost, quality, and schedule objectives, although there probably was some variation and modification along the way. The project is transferred to the project sponsor, and the end of the project is marked with a celebration, awards, and recognition for a good job well done by those involved Premature—Occasionally, a project team may be pushed to complete a project early even though the system may not include all of the envisioned features or functionality Perpetual—Some projects seem to take on a “life of their own” and are known as runaway, or perpetual, projects. These projects never seem to end. Perpetual projects may result from delays or a scope or MOV that was never clearly defined or agreed upon. Then, the project sponsor (or even the team) may attempt to add on various features or functionality to the system, which results in added time and resources that increase the project schedule and drain the project budget. Failed—Sometimes projects are just unsuccessful. In general, an IT project fails if insufficient attention is paid to the people, processes, or technology. Even though the project’s MOV may define the project’s value to the organization, cost and schedule overruns may drain the project’s value to a point where the costs of completing the project outweigh the benefits. Changed Priority—In some circumstances, a project may be terminated as a result of a change in priorities. Financial or economic reasons may dictate that resources are no longer available to the project. Or, management may decide to divert resources to higher priority projects. This change can happen when the original importance or value of the project was misjudged or misrepresented or when organizational needs or technology change over the course of a long-term project. Difficulty: Easy Ref: PROJECT CLOSURE 7. Why might an organization terminate a project prematurely? What are the

Information Technology Project Management 5e - Marchewka risks? Ans: For example, an organization may need to have a new system operational— with only a core set of original requirements— to respond to a competitor’s actions, to enter a new market early, or as a result of a legal or governmental requirement. Although there is pressure to finish the project early, the risks of this decision should be carefully thought through by all the project stakeholders. These risks include buggy systems, incomplete feature sets, and general quality degradation as a result of incomplete testing and/or development. Difficulty: Medium Ref: PROJECT CLOSURE 8. What is a perpetual project? Why might an organization be reluctant to terminate a project that many would consider unsuccessful? Ans: Projects seem to take on a “life of their own” and are known as runaway, or perpetual, projects. These projects never seem to end. Perpetual projects may result from delays or a scope or MOV that was never clearly defined or agreed upon. Then, the project sponsor (or even the team) may attempt to add on various features or functionality to the system, which results in added time and resources that increase the project schedule and drain the project budget. Some runaway projects result from an organization not making the appropriate decision to “pull the plug” on an unsuccessful project. This phenomenon may also occur when the project has a high payoff to the organization and when admitting to failure is strongly against the corporate culture. Difficulty: Medium Ref: PROJECT CLOSURE 9. Why is the sponsor’s acceptance of the project important to project closure? Ans: The most important requirement for closure under normal circumstances is obtaining the project sponsor’s acceptance of the project. Delivery, installation, and implementation of the information system do not necessarily mean that the project sponsor or client will accept the project’s product. Since acceptance depends heavily on the fulfillment of the project’s scope, the project manager becomes responsible for demonstrating that all project deliverables have been completed according to specifications. Finally, without the sponsor’s acceptance, the project cannot be termed finished and most likely will not be paid for. Difficulty: Easy Ref: PROJECT CLOSURE 10. How can the project manager and project team facilitate the project sponsor’s acceptance of the project? Ans: The project manager and team can improve the likelihood that the project will be accepted if they (1) clearly define the acceptance criteria for the project at the early stages of the project, and (2) document the completion of all project deliverables and milestones. A clear definition of the project deliverables is an important concern for project scope management (discussed in an earlier chapter). Yet, defining and verifying that the project scope and system requirements are

Information Technology Project Management 5e - Marchewka accurate and complete is only one component. Having scope change procedures in place that are understood by all the project stakeholders also ensures that everyone has the same expectations concerning what will and what won’t be delivered at the end of the project. Difficulty: Medium Ref: PROJECT CLOSURE 11. What is the purpose of the final project report? Ans: In general, the project manager and team should develop a final report and presentation for the project sponsor and other key stakeholders. The objective of the report and presentation should be to give the project sponsor confidence that the project has been completed as outlined in the business case, project charter, and project plan. By gaining this confidence, the sponsor or client will be more likely to formally accept the project that will allow for a smooth termination of the project. The report may be circulated to key stakeholders before the presentation in order to get feedback and to identify any open or unfinished items that need to be scheduled for completion. Difficulty: Easy Ref: PROJECT CLOSURE 12. Describe some of the steps for administrative closure. Ans: The requirements for administrative closure include: 1. Verifying that all deliverables and open items are complete. 2. Verifying the project sponsor or customer’s formal acceptance of the project. 3. Organizing and archiving all project deliverables and documentation. 4. Planning for the release of all project resources (i.e., project team members, technology, equipment, facilities, etc.). 5. Planning for the evaluations and reviews of the project team members and the project itself. 6. Closing of all project accounts. 7. Planning a celebration to mark the end of a (successful) project. Difficulty: Easy Ref: PROJECT CLOSURE 13. What is the purpose of conducting a postmortem review? Ans: A postmortem review should be conducted so that the project manager and team can identify what they did right and what they could have done better. These lessons learned should be documented so that they can be shared with others in the organization. Moreover, best practices should be identified and become part of the organization’s IT project methodology. The postmortem reviews provide an important view of the internal workings of the project. Difficulty: Easy Ref: PROJECT EVALUATION 14. What is the purpose of a project audit?

Information Technology Project Management 5e - Marchewka Ans: To provide a more objective view of the project, an audit or review by an outside party may be beneficial for uncovering problems, issues, or opportunities for improvement. Similar to the postmortem review, the auditor or audit team should focus on how well the project was managed and executed. This may include the project plans and Project Management Body of Knowledge areas described in the previous section, as well as the underlying project management and systems development processes outlined in the organization’s IT project methodology. In addition, the auditor or audit team should assess whether the project manager and team acted in a professional and ethical manner. Difficulty: Easy Ref: PROJECT EVALUATION 15. What is the purpose of evaluating the project’s MOV? Ans: Different project stakeholders and players may have different views as to whether the project was a success, it is important to assess the value that the project provides the organization. In the beginning it was agreed that achieving the project’s MOV was the ultimate gage of success – this fact requires an evaluation to ultimately determine if the efforts and resources committed to the project were efficacious and whether the project was successful or not. Difficulty: Easy Ref: PROJECT EVALUATION

Information Technology Project Management 5e - Marchewka Essay Questions 1. Describe the direct cutover approach to project implementation. What are the strengths and weaknesses of this approach? 2 Describe the parallel approach to project implementation. What are the strengths and weaknesses of this approach? 3. Describe the phased approach to project implementation. What are the strengths and weaknesses of this approach? 4.

Discuss how a project should be closed.

5. What are some of the realities that the text discusses that occur instead of the normal closure with happy sponsors and customers and a successful achievement of the project MOV? 6.

What are the essential elements of the final project report?

What is the purpose of the final meeting and presentation?

8. Conducting individual performance reviews is an important responsibility of the project manager. What are some of the sensitivities that the project manager should exhibit and what benefits can accrue to the team member? 9. Who should ideally conduct the project audit and what are the characteristics of a good audit team member? 10. How should the project be evaluated in the end to determine its success or failure?