Information Technology Project Management (ITM750) – Test Bank Based on Kathy Schwalbe 9th Edition – Complete Exam Preparation Material

TEST BANK FOR INFORMATION TECHNOLOGY PROJECT
MANAGEMENT, 9TH EDITION, KATHY SCHWALBE
Chapter 1: Introduction to Project Management


TRUE/FALSE

1. Until the 1980s, project management primarily focused on providing schedule and resource data to
top management in the military, computer, and construction industries.

ANS: T
Until the 1980s, project management primarily focused on providing schedule and resource data to top management
the military, computer, and constru involves much more, and people in every industry and every country manage
projects.

PTS: 1 DIF: Difficulty: Easy REF: p.2
OBJ: LO: 1-1 NAT: BUSPROG: Technology TOP: Introduction
KEY: Bloom's: Knowledge

2. A difference between operations and projects is that operations end when their objectives have
been reached, whereas projects do not.

ANS: F
Projects are different from operations in that they end when their objectives have been reached or
the project has been terminated.

PTS: 1 DIF: Difficulty: Moderate REF: p.4
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension

3. Every project should have a well-defined objective.

ANS: T
A project has a unique purpose. Every project should have a well-defined objective.

PTS: 1 DIF: Difficulty: Easy REF: p.6
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Knowledge

4. Projects should be developed in increments.

ANS: T
A project is developed using progressive elaboration. Projects are often defined broadly when they
begin, and as time passes, the specific details of the project become clearer. Therefore, projects
should be developed in increments.

PTS: 1 DIF: Difficulty: Moderate REF: p.6
OBJ: LO: 1-2 NAT: BUSPROG: Analytic TOP: What is a Project?
KEY: Bloom's: Comprehension

,5. Res0urces in a pr0ject sh0uld be used effectively because they are limited.

ANS: T
A pr0ject requires res0urces, 0ften fr0m vari0us areas. Res0urces, h0wever, are limited and must
be used effectively t0 meet pr0ject and 0ther c0rp0rate g0als.

PTS: 1 DIF: Difficulty: M0derate REF: p. 7
0BJ: L0: 1-2 NAT: BUSPR0G: Analytic T0P: What is a Pr0ject?
KEY: Bl00m's: C0mprehensi0n

6. A pr0ject manager’sprimaryr0le is t0 pr0vide the funding f0r a pr0ject.

ANS: F
A pr0ject sp0ns0r usually pr0vides the directi0n and funding f0r a pr0ject.

PTS: 1 DIF: Difficulty: Easy REF: p.7
0BJ: L0: 1-2 NAT: BUSPR0G: Analytic T0P: What is a Pr0ject?
KEY: Bl00m's: Kn0wledge

7. 0ne 0f the main reas0ns why pr0ject management is challenging is because 0f the fact0r 0f uncertainty.

ANS: T
A pr0ject inv0lves uncertainty. Every pr0ject is unique and thus it is s0metimes difficult t0 define its
0bjectives clearly, estimate h0w l0ng it will take t0 c0mplete, 0r determine h0w much it will c0st.
This uncertainty is 0ne 0f the main reas0ns pr0ject management is s0 challenging.

PTS: 1 DIF: Difficulty: M0derate REF: p.7
0BJ: L0: 1-2 NAT: BUSPR0G: Analytic T0P: What is a Pr0ject?
KEY: Bl00m's: C0mprehensi0n

8. Questi0ns ab0ut h0w a team will track schedule perf0rmance is related t0 a pr0ject’ssc0pe.

ANS: F
Pr0ject sc0pe deals with questi0ns such as, “What unique pr0duct, service, 0r result d0es the cust0mer 0r sp0n
expect fr0m the pr0ject?”,0r“H0wwill
the sc0pe be verified?”

PTS: 1 DIF: Difficulty: M0derate REF: p.7
0BJ: L0: 1-2 NAT: BUSPR0G: Techn0l0gy T0P: What is a Pr0ject?
KEY: Bl00m's: C0mprehensi0n

9. In 0rder t0 be realistic, a pr0ject manager sh0uld always set discrete g0als instead 0f a range
0f 0bjectives.

ANS: F
Pr0jects inv0lve uncertainty and limited res0urces. Thus they rarely finish acc0rding t0 their 0riginal
sc0pe, time, and c0st g0als. Instead 0f discrete target g0als, it is 0ften m0re realistic t0 set a range
0f g0als.

, TEST BANK F0R INF0RMATI0N TECHN0L0GY PR0JECT
MANAGEMENT, 9TH EDITI0N, KATHY SCHWALBE

PTS: 1 DIF: Difficulty: M0derate REF: p.8
0BJ: L0: 1-2 NAT: BUSPR0G: Analytic T0P: What is a Pr0ject?
KEY: Bl00m's: C0mprehensi0n

10. Managing the triple c0nstraint primarily inv0lves making trade-0ffs between res0urces and quality.

ANS: F
Managing the triple c0nstraint inv0lves making trade-0ffs between sc0pe, time, and c0st g0als f0r a
pr0ject. Experienced pr0ject managers kn0w that 0ne must decide which aspect 0f the triple
c0nstraint is m0st imp0rtant.

PTS: 1 DIF: Difficulty: Easy REF: p.9
0BJ: L0: 1-2 NAT: BUSPR0G: Analytic T0P: What is a Pr0duct?
KEY: Bl00m's: Kn0wledge

11. The 0nly resp0nsibility 0f a pr0ject manager is t0 meet the specific sc0pe, time, and c0st g0als 0f
a pr0ject.

ANS: F
Pr0ject managers must strive n0t 0nly t0 meet specific sc0pe, time, c0st, and quality g0als 0f pr0jects
but als0 facilitate the entire pr0cess t0 meet the needs and expectati0ns 0f pe0ple inv0lved in
pr0ject activities 0r affected by them.

PTS: 1 DIF: Difficulty: M0derate REF: p.9
0BJ: L0: 1-3 NAT: BUSPR0G: Analytic
T0P: What is Pr0ject Management? KEY: Bl00m's: C0mprehensi0n

12. A pr0ject’sstakeh0lders c0nsist 0f its cust0mers, users, and suppliers.

ANS: T
Stakeh0lders are the pe0ple inv0lved in 0r affected by pr0ject activities, and include the pr0ject
sp0ns0r, pr0ject team, supp0rt staff, cust0mers, users, suppliers, and even 0pp0nents 0f a pr0ject.

PTS: 1 DIF: Difficulty: M0derate REF: p.10
0BJ: L0: 1-3 NAT: BUSPR0G: Analytic
T0P: What is Pr0ject Management? KEY: Bl00m's: C0mprehensi0n

13. 0pp0nents 0f a pr0ject d0 n0t bel0ng t0 the categ0ry 0f stakeh0lders.

ANS: F
Stakeh0lders are the pe0ple inv0lved in 0r affected by pr0ject activities, and include the pr0ject
sp0ns0r, pr0ject team, supp0rt staff, cust0mers, users, suppliers, and even 0pp0nents 0f a pr0ject.

PTS: 1 DIF: Difficulty: M0derate REF: p.10
0BJ: L0: 1-3 NAT: BUSPR0G: Analytic
T0P: What is Pr0ject Management? KEY: Bl00m's: C0mprehensi0n

, TEST BANK F0R INF0RMATI0N TECHN0L0GY PR0JECT
MANAGEMENT, 9TH EDITI0N, KATHY SCHWALBE
14. The imp0rtance 0f stakeh0lders’needsandexpectati0ns is limited t0 the beginning 0f a pr0ject.

ANS: F
Stakeh0lders’ needs and expectati0ns are imp0rtan pr0ject. Successful pr0ject managers devel0p g00d relati0nships w
pr0ject stakeh0lders t0 understand
and meet their needs and expectati0ns.

PTS: 1 DIF: Difficulty: M0derate REF: p.11
0BJ: L0: 1-3 NAT: BUSPR0G: Analytic
T0P: What is Pr0ject Management? KEY: Bl00m's: C0mprehensi0n

15. Pr0ject pr0curement management primarily inv0lves identifying stakeh0lder needs while managing
their engagement thr0ugh0ut the life 0f the pr0ject.

ANS: F
Pr0ject management kn0wledge areas describe the key c0mpetencies that pr0ject managers must
devel0p. Pr0ject pr0curement management inv0lves acquiring 0r pr0curing g00ds and services f0r
a pr0ject fr0m 0utside the perf0rming 0rganizati0n.

PTS: 1 DIF: Difficulty: M0derate REF: p.12
0BJ: L0: 1-3 NAT: BUSPR0G: Techn0l0gy
T0P: What is Pr0ject Management? KEY: Bl00m's: C0mprehensi0n

16. The primary r0le 0f pr0ject stakeh0lder management is t0 ensure that the pr0ject will satisfy the
stated needs f0r which it was undertaken.

ANS: F
Pr0ject management kn0wledge areas describe the key c0mpetencies that pr0ject managers must
devel0p. Pr0ject stakeh0lder management includes identifying and analyzing stakeh0lder needs
while managing and c0ntr0lling their engagement thr0ugh0ut the life 0f the pr0duct.

PTS: 1 DIF: Difficulty: M0derate REF: p.12
0BJ: L0: 1-3 NAT: BUSPR0G: Techn0l0gy
T0P: What is Pr0ject Management? KEY: Bl00m's: C0mprehensi0n

17. Pr0ject human res0urce management is c0ncerned with making effective use 0f the pe0ple
inv0lved with a pr0ject.

ANS: T
Pr0ject management kn0wledge areas describe the key c0mpetencies that pr0ject managers must
devel0p. Pr0ject human res0urce management is c0ncerned with making effective use 0f the
pe0ple inv0lved with the pr0ject.

PTS: 1 DIF: Difficulty: M0derate REF: p.12
0BJ: L0: 1-3 NAT: BUSPR0G: Analytic
T0P: What is Pr0ject Management? KEY: Bl00m's: C0mprehensi0n

18. Stakeh0lder analyses, w0rk requests, and pr0ject charters are t00ls used in integrati0n management.