Second Midterm Flashcards
(122 cards)
1
Q
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) Verify Scope
e) Control Scope
A
a)Collect Requirements
2
Q
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) Verify Scope
e) Control Scope
A
c) Create Work Breakdown Structure
3
Q
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) Verify Scope
e) Control Scope
A
e) Control Scope
4
Q
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 Definition Table
d) Statement of Work
e) Request For Bid
A
b) Scope Boundary (pg. 136)
5
Q
_____defines all project-oriented deliverables to be provided by the project team.
a) project scope statement
b) project charter
c) project plan
d) deliverable structure chart
e) deliverable definition table
A
e) deliverable definition table (p. 138)
6
Q
_____helps to define detail work packages that will be used to estimate the project schedule and budget.
a) project scope statement
b) project charter
c) project plan
d) deliverable structure chart
e) deliverable definition table
A
d) deliverable structure chart (p. 139)
7
Q
The concept of actors is an integral part of:
a) Data flow diagram
b) Use case diagram
c) Joint application development session
d) Deliverable structure chart
e) Deliverable definition table
A
b) Use case diagram (p. 141)
8
Q
The term scope creep is best described as:
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
A
d) increasing featurism
9
Q
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
A
b) scope creep
10
Q
All change requests are recorded in _____.
a) project workbook
b) post-it notes
c) access database
d) project scope log
e) change control log
A
e) change control log (p. 147)
11
Q
Which of the following is a product-oriented scope definition tool?
a) context level data flow diagram
b) deliverable structure chart
c) deliverable definition table
d) work breakdown structure
e) none of the above
A
a) context level data flow diagram
12
Q
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
A
b) Assign Activities (p. 153)
13
Q
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
A
c)The WBS should be developed by the project manager. (p. 154)
14
Q
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
A
c) thinking carefully through activities and estimating their durations. (p. 154)
15
Q
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.
A
d) later in the project. (p. 154)
16
Q
The Work Breakdown Structure is subdivided into smaller components called:
a) work packages
b) milestones
c) deliverables
d) tasks
e) activities
A
a) work packages (p. 155)
17
Q
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
A
c) milestone (p. 155)
18
Q
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
A
e) a proof of concept (p. 156)
19
Q
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
A
d) Top-Down Estimating (p. 161)
20
Q
_____ 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
A
d) Top-Down Estimating (p. 161)
21
Q
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
A
e) Bottom-Up Estimating (p. 162)
22
Q
With _____, activity estimates are usually provided by the team members.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
A
e) Bottom-Up Estimating (p. 162)
23
Q
_____ 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
A
e) Bottom-Up Estimating (p. 162)
24
Q
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
A
a) Guesstimating (p. 160)
25
_____ 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
c) Time Boxing (p. 161)
26
What is BOTTOM-UP ESTIMATING?
Most real-world estimating is made using bottom-up estimating (8).
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 person-months for each module. The work breakdown structure provides the basis for bottom-up estimating because all of the project phases and activities are defined. The project manager, or better yet the project team, can provide reasonable time estimates for each activity. In short, bottom-up estimating starts with a list of all required tasks or activities and then an estimate for the amount of effort is made. The total time and associated cost for each activity provides the basis for the project’s target schedule and budget.
Although bottom-up estimating is straightforward, confusing effort with progress can be problematic (9).
27
What is TOP-DOWN ESTIMATING?
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. Top-down estimating is a very common occurrence that often results from a mandate made by upper management (e.g., Thou shalt complete the project within six months and spend no more than $500,000!).
Often the schedule and/or cost estimate is a product of some strategic plan or because someone thinks it should take a certain amount of time or cost a particular amount. On the other hand, top-down estimating could be a reaction to the business environment. For example, the project may have to be completed within six months as a result of a competitor’s actions or to win the business of a customer (i.e., the customer needs this in six months).
Once the target objectives, in terms of schedule or budget, are identified it is up to the project manager to allocate percentages to the various project life cycle phases and associated tasks or activities. Data from past projects can be very useful in applying percentages and ensuring that the estimates are reasonable. It is important to keep in mind that top-down estimating works well when the target objectives are reasonable, realistic, and achievable. When made by people independent from the project team, however, these targets are often overly optimistic or overly aggressive.
28
What is Ed Yourdon's 'death march' project? (pg. 135)
I define a death march project as one whose “project parameters” exceed the norm by at least 50 percent. This doesn’t correspond to the “military” definition, and it would be a travesty to compare even the worst software project with the Bataan death march during the Second World War, or the “trail of tears” death march imposed upon Native Americans in the late 1700s. Instead, I use the term as a metaphor, to suggest a “forced march” imposed upon relatively innocent victims, the outcome of which is usually a high casualty rate. ((7) p. 2)
29
Project parameters include:
The schedule, staff, budget or other resources as well as the functionality, features, performance requirements, or other aspects of the project.
30
A “death march” project means one or more of the following constraints has been imposed (pg. 135):
(LIST ALL FOUR CONSTRAINTS)
▪ The project schedule has been compressed to less than 50 percent of its original estimate.
▪ The staff originally assigned or required to complete the project has been reduced to less than 50 percent.
▪ The budget and resources needed have been reduced by 50 percent or more.
▪ The functionality, features, or other performance or technical requirements are twice what they should be under typical circumstances.
31
How can top-down estimating be a very effective approach to cost and schedule analysis?
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. This outcome, however, requires that all stakeholders be willing to communicate and make trade-offs.
32
What does 'Analogous Estimation' refer to? (pg. 136)
Developing estimates based on one’s opinion that there is a significant similarity between the current project and others.
33
What is one of the most crucial—and difficult—activities in project management?
Estimating the time it will take to complete a particular task. Since a resource generally performs a particular task, a cost associated with that particular resource must be allocated as part of the time it takes to complete that task. (pg. 136)
34
Who said this quote about estimation techniques?
"The seeds of major software disasters are usually sown in the first three months of commencing the software project. Hasty scheduling, irrational commitments, unprofessional estimating techniques, and carelessness of the project management function are the factors that tend to introduce terminal problems. Once a project blindly lurches forward toward an impossible delivery date, the rest of the disaster will occur almost inevitably. "
T. Capers Jones (pg. 136)
35
List all 6 estimation techniques:
1. Guesstimating
2. Delphi
3. time boxing
4. top-down
5. bottom-up
6. poker planning.
36
What is a common problem with guesttimating?
Clients sometimes ask for a 'ballpark' estimate. Project managers are often overly optimistic and, therefore, their guesstimates are overly optimistic. Underestimating can result in long hours, reduced quality, and unmet client expectations.
37
What is a confidence interval?
If you ever find yourself being pressured to guesstimate, your first impulse should be to stall until you have enough information to make a confident estimate. You may not, however, have that luxury, so the best approach is to provide some kind of confidence interval. For example, if you think something will probably take three months and cost $30,000, provide a confidence interval of three to six months with a cost of $30,000 to $60,000. Then, quickly offer to do a little more research to develop a more confident estimate. Notice that even though three months and $30,000 may be the most likely estimate, an estimate of two to six months was not made. Why? Because people tend to be optimists, and the most likely case of finishing in three months is probably an optimistic case.
38
What is the DELPHI TECHNIQUE?
The Delphi technique involves multiple experts who arrive at a consensus on a particular subject or issue. Although the Delphi technique is generally used for group decision making, it can be a useful tool for estimating when time and money warrant the extra effort. To estimate using the Delphi technique, several experts need to be recruited to estimate the same item. Based on 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. Not surprisingly, using the Delphi technique can take longer and cost more than most estimation methods, but it can be very effective and provide reasonable assurance when the stakes are high and the margin for error is low.
39
What is TIME-BOXING?
Time boxing is often used on Agile projects whereby a box of time is allocated for a sprint; however, this technique can also be used for a specific activity or task or for any component of the WBS. This allocation is based more on a requirement than just on guesswork. For example, a project team may have two (and only two) weeks to build a prototype during a sprint. At the end of the two weeks, work on the prototype stops, regardless of whether the prototype is 100 percent complete. Used effectively, time boxing can help focus the project team’s effort on an important and critical task.
40
What does SDLC stand for?
Systems Development Life Cycle
41
What does PLC stand for?
Project Life Cycle
42
What is a PLC (Project Life Cycle)?
A collection of logical stages or phases that map the life of a project from its beginning to end.
43
How is a project's life cycle defined?
WIthin a particular methodology.
44
What are Project Management Body of Knowledge (PMBOK®) and PRojects IN Controlled Environments (PRINCE2®)?
Two popular and widely used project management methodologies
45
What is an SLDC?
A software development life cycle that focuses on the development and delivery of the project’s product or information system solution.
46
What do Learning Cycles provide?
A tool for the project stakeholders to challenge assumptions, increase team learning, and document lessons learned.
47
What is the difference between Waterfall and Agile, two widely known and used approaches for product and systems development?
Waterfall provides a more structured approach, Agile has been gaining popularity as a flexible approach to developing systems in a dynamic environment. Each approach has its own strengths and weaknesses, and choosing the right approach for the right project is an important project management decision.
48
What is fast-tracking?
Starting the next phase before the current phase is complete. This can sometimes reduce the project’s schedule, but the overlapping of phases can be risky and should only be done when the risk is deemed acceptable.
49
What is risky about fast-tracking?
Fast-tracking can sometimes reduce the project’s schedule, but the overlapping of phases can be risky and should only be done when the risk is deemed acceptable.
50
Phase exits, stage gates, or kill points are all...
phase-end reviews that allow the organization to evaluate the project’s performance and to take immediate action to correct any problems or even cancel the project.
51
What is PMI®?
Project Management Institute (PMI®) is an international, nonprofit, professional organization with more than 700,000 members worldwide. It made the The PMBOK® Guide as a document available.
52
When was The PMBOK® Guide published and who made it available?
The PMBOK® Guide is a document available from the Project Management Institute (PMI®)—an international, nonprofit, professional organization with more than 700,000 members worldwide. The original document was published in 1987, and subsequent updated versions provide a basis for identifying and describing the generally accepted principles and practices of project management.
53
What does The PMBOK® Guide do?
It provides a basis for identifying and describing the generally accepted principles and practices of project management.
54
What is the PMBOK® Guide quick to point out? (pg. 27)
“Generally accepted” does not mean its principles and practices work the same way on each and every project. It does mean that many people over time believe that these principles and practices are useful and have value. Determining what is appropriate is the responsibility of the team and comes from experience.
55
TRUE or FALSE:
PMI® provides a certification in project management through the Project Management Professional (PMP®) certification exam. To pass, you must demonstrate a level of understanding and knowledge about project management, satisfy education and experience requirements, and agree to and adhere to a professional code of ethics.
TRUE (pg. 27)
56
The PMBOK® Guide defines ten knowledge areas for understanding project management. List them:
1. Project integration management
2. Project scope management
3. Project time management
4. Project cost management
5. Project quality management
6. Project human resource management
7. Project communications management
8. Project risk management
9. Project procurement management
10. Project stakeholder management
57
What is 'Project integration management' according to the PMBOK® Guide?
Integration focuses on coordinating the project plan’s development, execution, and control of changes.
58
What is 'Project scope management' according to the PMBOK® Guide?
A project’s scope is the work to be completed 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 and budget. Scope management provides assurance that the project’s work is defined accurately and completely and that it is completed as planned. In addition, scope management includes ways to ensure that proper scope change procedures are in place.
59
What is 'Project time management' according to the PMBOK® Guide?
Time management is important for developing, monitoring, and managing the project’s schedule. It includes identifying the project’s phases and activities and then estimating, sequencing, and assigning resources for each activity to ensure that the project’s scope and objectives are met.
60
What is 'Project cost management' according to the PMBOK® Guide?
Cost management assures that the project’s budget is developed and completed as approved.
61
What is 'Project quality management' according to the PMBOK® Guide?
Quality management focuses on planning, developing, and managing a quality environment that allows the project to meet stakeholder needs or expectations.
62
What is 'Project human resource management' according to the PMBOK® Guide?
People are the most important resource on a project. Human resource management focuses on creating and developing the project team as well as understanding and responding appropriately to the behavioral side of project management.
63
What is 'Project communications management' according to the PMBOK® Guide?
Project communications management—Communication management entails communicating timely and accurate information about the project to the project’s stakeholders.
64
What is 'Project risk management' according to the PMBOK® Guide?
All projects face a certain amount of risk. Project risk management is concerned with identifying and responding appropriately to risks that can impact the project.
65
What is 'Project stakeholder management' according to the PMBOK® Guide?
Stakeholders are people and include individuals, organizations, or business units that have a vested interest in the success (or failure) of a project. Stakeholder management focuses on identifying project stakeholders to better understand their expectations or interests, and then developing appropriate strategies for communication and managing potential conflicts.
66
What is 'Project procurement management' according to the PMBOK® Guide?
Projects often require resources (people, hardware, software, etc.) that are outside the organization. Procurement management makes certain that these resources are acquired properly.
67
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
b) Delphi Technique (p. 160)
68
_____ can be very effective and provide reasonable assurance when the stakes are high and the margin of error is low.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
b) Delphi Technique (p. 160)
69
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
b) Delphi Technique (p. 160)
70
_____ focuses on the processes, tools, and methods for developing a quality approach to developing software.
a) Software engineering
b) Metrics
c) Estimation
d) Work Breakdown Structure (WBS)
e) Heuristics
a) Software engineering (p. 163)
71
_____ refers to a broad range of measurements for objectively evaluating computer software.
a) Software engineering
b) Metrics
c) Estimation
d) Work Breakdown Structure (WBS)
e) Heuristics
b) Metrics (p. 163)
72
How the work or scope is to be accomplished entails the use of a project management tool called the...
work breakdown structure (WBS)
73
What does the 'work breakdown structure (WBS)' provide?
It provides a hierarchical structure that acts as a bridge, or link, between the project’s scope and the detailed project plan that will be created using a project management software package.
74
The work breakdown structure (WBS) is used to structure how...
the work or scope for a project is to be accomplished.
75
Project success, however, will not be determined by...
... one’s familiarity with a project management software package or the ability to produce nice looking reports and graphs. It is the thought process before using the tool that counts.
76
Once the project activities are defined, the next step is :
to forecast, or estimate, how long each activity will take.
77
The of variables 'estimation' is dependent on are:
The complexity of the activity, the resources (i.e., people) assigned to complete the activity, and the tools and environment to support those individuals working on the activity (technology, facilities, etc.).
78
Having a ______ is a valuable asset during the estimation phase.
well-defined project infrastructure
79
Moreover, confidence in estimates will be _____ early in the planning stage.
lower
80
Even though no single estimation method will provide 100 percent accuracy all of the time, using ________ is preferable to guessing.
one or a combination of methods
81
The last step, after estimation, is:
determining the overall project schedule and budget
82
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
d) stakeholder responsibility (p. 207)
83
_____ involves development of a risk management plan.
a) Plan Risk Management
b) Identify Risks
c) Perform Quantitative Risk Analysis
d) Plan Risk Responses
e) Monitor and Control Risks
a) Plan Risk Management (p. 207)
84
_____ 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
b) Identify Risks (p. 207)
85
_____ involves developing a probabilistic model 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
c) Perform Quantitative Risk Analysis (p. 207)
86
_____ provides an early warning system to monitor identified risks and any new risks.
a) Plan Risk Management
b) Identify Risks
c) Perform Qualitative Risk Analysis
d) Plan Risk Responses
e) Monitor and Control Risks
e) Monitor and Control Risks (p. 207)
87
_____ 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
c) Project risk (p. 207)
88
The first step in managing IT project risk is _____.
a) risk identification
b) risk assessment
c) risk planning
d) risk monitoring and control
e) risk evaluation
c)risk planning (p. 209)
89
_____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
a) risk identification (p. 210)
90
_____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
b) risk assessment (p. 210)
91
_____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
e) risk strategies (p. 210)
92
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
d) risk response (p. 211)
93
_____ is an interim lessons learned to determine how the risk was handled.
a) risk identification
b) risk assessment
c) risk planning
d) risk response
e) risk evaluation
e) risk evaluation (p. 211)
94
_____ 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
a) Measurable Organizational Value (p. 212)
95
A _____ 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
e) checklist (p. 216)
96
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
b) SWOT Analysis (p. 216)
97
_____ 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
b) Risk assessment (p. 217)
98
Projects require 4 things:
time, money, people, and technology.
99
Resources provide...
the means for achieving a project’s MOV and also act as a constraint.
100
Resources provide the means for achieving a project’s MOV and also act as a constraint. For example, the project’s scope, or work to be accomplished, is determined directly by the project’s MOV—that is, if we know ____ we have to accomplish, we can then figure out ____ to accomplish it.
what, how
... if we know we what have to accomplish, we can then figure out how to accomplish it.
101
If the customer or project sponsor asks that an additional feature be added to the product or system, however, this request will undoubtedly require additional resources in terms of more work on the part of the project team. The use of a project resource has an associated cost that must be included in the overall cost of the project. The general rule is:
A resource has a cost associated with it. Therefore, you should account for the use of that resource; otherwise, you will never know the true cost of the project.
__________________________________________________
If the customer or project sponsor asks that an additional feature be added to the product or system, however, this request will undoubtedly require additional resources in terms of more work on the part of the project team. The use of a project resource has an associated cost that must be included in the overall cost of the project. The general rule is: A resource has a cost associated with it. Therefore: you should account for the use of that resource; otherwise, you will never know the true cost of the project.
102
In the past, computer technology was relatively more expensive than the labor needed to develop a system. Today,
the labor to build a product or system is relatively more expensive than the technology.
103
As salaries increase, the cost of projects will become even more expensive. Therefore, if team members must do additional work, their time and the costs associated with the time spent doing unscheduled work must be added to the project’s schedule and budget. This relationship is called:
the triple constraint
104
TRUE OR FALSE:
Often, a project plan will go through a number of iterations that attempt to derive a set of project objectives—scope, schedule, and budget—that are realistic and that have a high probability to achieve the project’s MOV. Once the MOV and the scope, schedule, and budget objectives are agreed upon by the client, customer, governing committee, and the project manager, the project could be thought of being “in balance” or “in harmony” because the stakeholders’ expectations are clear.
TRUE
105
How does a project become imbalanced? Why can the 'Scope' of a project increase?
Scope can increase for any number of reasons. For example, important product requirements or features might need to be added because the customer or user was not able to articulate his or her needs early on in the project or because customers are buying a competitor’s new product that has features customers want but are not in the product. Sometimes an important stakeholder, such as a customer or senior manager, will ask to add to the scope with no thought to the increase of the project team’s workload. Often times, project managers may comply with the request either because they want to please the customer or because they feel pressured. If the project team cannot deliver the additional work with the same schedule and budget objectives, then the project is late or over budget and everyone is unhappy. The customer’s expectations were not met, and the project team probably felt the stress of trying to achieve project objectives that it had very little chance of attaining. Another time-honored project management tradition is to take shortcuts like reducing the time scheduled for testing. This may save some schedule and budget objectives, but the quality of the final product may be so impaired that the project falls short of its MOV. Again, no one is happy with the project because the project lost its “balance” or “harmony.” Another game often played is the for the project manager to inflate the estimates in anticipation that scope will increase or that schedule and/or budget will be reduced. Once the customer or sponsor knows that the estimates are inflated, he or she will ask for even more changes and so the game continues. It is important to understand playing this game serves no one’s best interests. Estimates must be realistic and should not become a negotiation among project stakeholders.
106
The triple constraint should serve as a....
conceptual reminder whenever making a decision that affects the project’s MOV, scope, schedule, or budget. In other words, the project manager must protect the scope, schedule, and budget objectives once they are agreed upon.
107
According to the triple constraint, if scope increases, then:
the schedule and budget of a project must increase accordingly.
108
Cuts to the budget and schedule are quite ______.
common
109
The only way to reduce budget is to reduce the...
number of resources or to replace an expensive resource with a cheaper resource.
110
According to the triple constraint, the schedule can be reduced by...
running some tasks concurrently instead of sequentially.
However, this may lead to project team members attempting to do more than one thing at a time. While multitasking may look fine on the computer screen, it can lead to shortcuts that compromise the project.
111
Reducing the 'schedule' in the triple constraint is problematic because...
It involves running some tasks concurrently instead of sequentially. This may lead to project team members attempting to do more than one thing at a time. While multitasking may look fine on the computer screen, it can lead to shortcuts that compromise the project.
112
Reducing the 'schedule' in the triple constraint is problematic because...
You have to reduce the number of resources or replace an expensive resource with a cheaper resource.
For example, a project manager could replace a seasoned engineer with an intern and save a great deal of money, but this can have a discernible effect on the schedule and quality because the intern may require much more time to complete inferior work.
113
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
114
A project scope management plan defines and documents...
... how the project and product scope will be defined, verified, and changed if necessary.
115
Collecting requirements focuses on:
engaging customers or users in order to define their needs. In essence, this entails planning how the project team will work with the customer, client, or users to define the scope of the project.
116
Some common methods for collecting requirements include (list 6):
1. Interviews
2. Workshops
3. Brainstorming sessions
4. Focus groups
5. Surveys
6. Observing people while they work
117
A useful tool to define the project-oriented deliverables is to create a deliverable structure chart (DSC). The purpose of the DSC is:
to define all of the project-oriented deliverables to be provided by the project team. Each deliverable should have a clear purpose and each phase should produce at least one deliverable.
118
The WBS decomposes, or subdivides, the project into smaller components and more manageable units of work called _________.
work packages
119
Work packages provide a...
logical basis for defining the project activities and assigning resources to those activities so that all of the project work is identified. (pg. 139)
120
A scope change control procedure should be logged with the intention that....
each request will be reviewed and acted upon. (pg. 129)
121
A change request log includes:
information as to who has the authority to make the scope change decision and when a response can be expected. (pg. 129)
122
What is increasing featurism?
Also referred to as scope creep, increasing featurism involves adding small yet time - and resource - consuming features to the system once the scope of the project has been approved.
