LHU-COMP260 Chapter 4 – Flashcards
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*a. True b. False
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Directing and managing project execution involves carrying out the project management plan by performing the activities included in it.
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Many people consider project integration management the key to overall project success.
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Project integration management must occur just within the context of a particular project.
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Project managers should never be involved in strategic planning and project selection.
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Strategic planning involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services.
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An organization's information technology project selection process should guide the strategic plan.
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Information systems can help an organization support a strategy of being a low-cost producer.
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Selecting projects is considered an exact science.
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As projects progress, the organization must reevaluate the need, funding, and will for each project to determine if the project should be continued, redefined, or terminated.
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Opportunities and directives are essentially the same thing.
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Many problems and directives must be resolved quickly.
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The organization should complete low-priority projects before high-priority ones, if the low-priority ones take less time.
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Net present value and cash flow mean the same thing.
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The ROI is always positive.
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Payback period is the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project.
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The first step in creating a weighted scoring model is to assign a weight to each criterion.
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A project charter typically does not authorize the project manager to use organizational resources to complete the project.
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Some people might use a contract in place of a charter.
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Many projects fail because of unclear requirements and expectations, so starting with a project charter makes a lot of sense.
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Project management plans document project planning assumptions and decisions regarding choices.
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The key deliverables section of the project management plan should describe the quality expectations for the product deliverables.
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A commonsense approach to improving the coordination between project plan development and execution is to follow this simple rule: Those who will do the work should not plan the work.
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Many organizations have found that large information technology projects require experienced general managers who understand the business and application area of the technology, not the technology itself.
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*a. True b. False
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All projects can benefit from using some type of project management information system to coordinate and communicate project information.
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a. Developing the project charter
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____ involves working with stakeholders to create the document that formally authorizes a project. a. Developing the project charter b. Developing the preliminary project scope statement c. Developing the project management plan d. Directing and managing project execution
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c. Developing the project management plan
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____ involves coordinating all planning efforts to create a consistent, coherent document. a. Developing the project charter b. Developing the preliminary project scope statement c. Developing the project management plan d. Directing and managing project execution
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d. performing integrated change control
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The outputs of ____ include change request status updates, project management plan updates, and project document updates. a. monitoring and controlling the project work b. closing the project c. developing the project management plan d. performing integrated change control
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c. strategic planning
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Many people are familiar with SWOT analysis—analyzing Strengths, Weaknesses, Opportunities, and Threats—which is used to aid in ____. a. project initiation b. project planning c. strategic planning d. strategic initiation
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b. Business Area Analysis
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In the ____ information technology planning stage, the analysis outlines business processes that are central to achieving strategic goals and helps determine which ones could most benefit from information technology. a. Project Planning b. Business Area Analysis c. Resource Allocation d. Information Technology Strategy Planning
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d. Information Technology Strategy Planning
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In the ____ stage, organizations tie information technology strategy to mission and vision of organization and identify key business areas. a. Project Planning b. Business Area Analysis c. Resource Allocation d. Information Technology Strategy Planning
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a. Project Planning
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In the ____ stage of selecting information technology projects, organizations define project scope, benefits, and constraints. a. Project Planning b. Business Area Analysis c. Resource Allocation d. Information Technology Strategy Planning
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c. Resource Allocation
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In the ____ stage of selecting information technology projects, organizations select information technology projects. a. Project Planning b. Business Area Analysis c. Resource Allocation d. Information Technology Strategy Planning
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c. supporting explicit business objectives
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Research shows that ____ is the number one reason cited for why organizations invest in information technology projects. a. providing financial incentives b. supporting implicit business objectives c. supporting explicit business objectives d. keeping abreast of technological advances
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c. broad organizational needs
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Projects that address ____ are much more likely to be successful because they will be important to the organization. a. a balanced scorecard b. a weighted scoring model c. broad organizational needs d. net present value
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a. broad organizational needs
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One method for selecting projects based on ____ is to determine whether they first meet three important criteria: need, funding, and will. a. broad organizational needs b. using a weighted scoring model c. implementing a balanced scorecard d. categorizing information technology projects
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d. Directives
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____ are new requirements imposed by management, government, or some external influence. a. Opportunities b. Commands c. Problems d. Directives
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b. Net present value
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____ analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time. a. Cost of capital b. Net present value c. Cash flow d. Payback
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a. determine the estimated costs and benefits for the life of the project and the products it produces
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The first step in determining the NPV is to ____. a. determine the estimated costs and benefits for the life of the project and the products it produces b. determine the discount rate c. calculate the net present value d. determine the cash flow
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d. required rate of return
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The ____ is the minimum acceptable rate of return on an investment. a. return on investment b. internal rate of return c. external rate of return d. required rate of return
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d. project charter
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A(n) ____ is a document that formally recognizes the existence of a project and provides direction on the project's objectives and management. a. balanced scorecard b. business case c. net present value analysis d. project charter
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b. statement of work
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A(n) ____ is a document that describes the products or services to be created by the project team. a. contract b. statement of work c. project charter d. business case
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c. Executive
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____ support contributes the most to successful information technology projects. a. Stakeholder b. Team c. Executive d. User
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a. project management plan
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A(n) ____ is a document used to coordinate all project planning documents and help guide a project's execution and control. a. project management plan b. statement of work c. scope statement d. contact
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c. project responsibilities
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The ____ section of the project plan should describe the major project functions and activities and identify those individuals who are responsible for them. a. organizational charts b. other organizational or process-related information c. project responsibilities d. management objectives
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b. project controls
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The ____ section of the project management plan describes how to monitor project progress and handle changes. a. management objectives b. project controls c. risk management d. technical processes
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c. a detailed schedule
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The project schedule information section of the project management plan might include ____. a. a detailed budget b. key deliverables c. a detailed schedule d. project staffing
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a. execution
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The majority of time on a project is usually spent on ____, as is most of the project's budget. a. execution b. planning c. closing d. monitoring and controlling
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c. 90
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On large projects, many project managers say that ____ percent of the job is communicating and managing changes. a. 50 b. 70 c. 90 d. 100
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a. Performance reports
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____ provide information on how project execution is going. a. Performance reports b. Change requests c. Deliverables d. Contracts
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d. change control system
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A(n) ____ is a formal, documented process that describes when and how official project documents may be changed. a. integrated change control b. change request c. performance report d. change control system
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b. CCB
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A(n) ____ is a formal group of people responsible for approving or rejecting changes to a project. a. CCA b. CCB c. CCC d. CCD
