ch1 - ch1 True/False Indicate whether the statement is true...

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ch1 True/False Indicate whether the statement is true or false. ____ 1. Until the 1980s, project management primarily focused on providing schedule and resource data to top man- agement in the military, computer, and construction industries. ____ 2. A research report showed that the U.S. spends $2.3 trillion on projects every year, an amount equal to 40 per- cent of the nation’s gross domestic product. ____ 3. One attribute that helps define a project is that a project has a unique purpose. ____ 4. A project should be developed using progressive elaboration, starting from specific details and broadening in scope as it progresses. ____ 5. Projects are often defined narrowly when they begin. ____ 6. Projects rarely involve uncertainty. ____ 7. Every project is constrained in different ways by its scope and cost goals; these limitations are sometimes re- ferred to in project management as the double constraint. ____ 8. Questions about how long a project’s schedule should be are related to the issue of the project’s scope. ____ 9. Because projects involve uncertainty and limited resources, projects rarely finish according to discrete scope, time, and cost goals as originally planned. ____ 10. Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project. ____ 11. Some people refer to the “ double constraint ” of project management to include quality and customer satisfac- tion. ____ 12. In the example of building a new house, the support staff would provide the wood, windows, flooring materi- als, appliances, and so on. ____ 13. Stakeholders’ needs and expectations are only important in the beginning of a project. ____ 14. There are six core knowledge areas of project management. ____ 15. Follow-up studies done by the Standish Group showed that the number of failed projects has more than doubled in the past decade. ____ 16. The 2006 Standish Group survey showed that IT project success rates had risen from 16 percent in 1994 to 35 percent in 2006. ____ 17. Project management is the silver bullet that guarantees success on all projects. ____ 18. A key finding of a 2004 study is that relationship management is viewed as a top success factor for informa- tion systems in China, while it is not mentioned in U.S. studies. ____ 19. Winners in project delivery know that strong program managers—referred to as project leaders—are crucial to project success. ____ 20. A program is “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” ____ 21. Program managers are not responsible for coordinating the efforts of project teams, functional groups, suppli- ers, and operations staff.
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____ 22. The job description for a project manager can vary by industry and by organization. ____ 23.
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This note was uploaded on 11/10/2010 for the course MBA MBA taught by Professor Mba during the Spring '10 term at Andrew Jackson.

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ch1 - ch1 True/False Indicate whether the statement is true...

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