Information Systems Project Management
Test Questions
Course Introduction
Information Systems Project Management introduces students to the methodologies, tools, and techniques necessary for successfully managing projects in the field of information systems. The course covers key concepts such as project lifecycle management, scope definition, risk assessment, resource allocation, scheduling, budgeting, and quality control. Students will learn best practices in stakeholder communication, team leadership, and change management, as well as how to utilize project management software. Emphasis is placed on planning, executing, and closing projects efficiently while meeting organizational goals and adapting to dynamic IT environments. Through case studies and practical exercises, learners gain hands-on experience in managing real-world information systems projects.
Recommended Textbook
Project Management Achieving Competitive Advantage 4th Edition by Jeffrey K. Pinto
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14 Chapters
1421 Verified Questions
1421 Flashcards
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Page 2
Chapter 1: Introduction: Why Project Management?
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Sample Questions
Q1) The period of time that is ideal to achieve the success of a new product is the:
A) Moment.
B) Launch window.
C) Window of opportunity.
D) Momentito.
Answer: B
Q2) The maturity models presented in this chapter all demonstrate that:
A) Project management maturity must have at least three levels.
B) Project management maturity tends to stagnate and then improve in a sudden burst to the next level.
C) Project management maturity can be measured only imprecisely.
D) Project management maturity is an ongoing process based on continuous improvement.
Answer: D
Q3) The use of benchmarking allows companies that are relatively immature at project management to achieve quantum leaps of improvement.
A)True
B)False
Answer: False
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Page 3
Chapter 2: The Organizational Context:
Strategy,Structure,and Culture
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103 Flashcards
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Sample Questions
Q1) Which of the following is an external stakeholder group?
A) Project team members
B) Top management
C) Internal accountants
D) Environmental groups
Answer: D
Q2) One element of strategic management is cross-functional decision making.
A)True
B)False
Answer: False
Q3) A failing project becomes a black hole for money,time,and personnel as management continues to pour resources into it despite the growing expectation that it will fail miserably.This phenomenon is known in project management circles as:
A) The vanishing horizon.
B) The Pareto principle.
C) Escalation of commitment.
D) Negative outcome disposition.
Answer: C
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Chapter 3: Project Selection and Portfolio Management
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99 Flashcards
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Sample Questions
Q1) Which of these statements about internal rate of return analysis is BEST?
A) If the IRR is less than the company's required rate of return, the project is worth funding.
B) Projects having lower IRR are generally superior to those having higher IRR.
C) IRR and NPV calculations always make the same investment recommendations.
D) If net outflows follow a period of net inflows, IRR may give conflicting results.
Answer: D
Q2) What is an internal rate of return and what advantages and disadvantages are accrued by using it to evaluate projects?
Answer: Internal rate of return (IRR)is a method of evaluating the expected outlays and income associated with a new project investment opportunity.IRR is the discount rate that equates the present values of a project's revenue and expense streams.If IRR is greater than or equal to the company's required rate of return,the project is worth funding.The advantage of using IRR analysis is its ability to compare alternative projects from the perspective of expected return on investment.IRR suffers from difficulty in conflicting solutions if cash flows are not normal,e.g.,if net outflows follow a period of net cash inflows.IRR is not the rate of return for a project.
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Chapter 4: Leadership and the Project Manager
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) The most important characteristic of a project leader is ability to inspire.
A)True
B)False
Q2) Leadership is an innate characteristic that some people have and some don't.
A)True
B)False
Q3) What can a project manager do to motivate project team members?
Q4) The traditional project champion duties of coordination and control are on display when the project champion:
A) Manages and runs the activities of the team.
B) Handles the important administrative side of the project.
C) Maintains a clear sense of purpose and a firm idea of what is involved in creating the project.
D) Provides the needed motivation for the team.
Q5) A common tactic project managers use when they realize their project is underfunded is to rely on:
A) Intimidation.
B) Political tactics.
C) Asking for forgiveness rather than permission.
D) The kindness of strangers.
6
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Chapter 5: Scope Management
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103 Flashcards
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Sample Questions
Q1) Conceptual development for a project concludes with:
A) Project objectives.
B) Alternative analysis.
C) Project delivery.
D) Team dissolution.
Q2) Scope reporting not only identifies the type of information that will be reported,but also to whom it will be reported and with what frequency.
A)True
B)False
Q3) The highest level of work breakdown structure is the:
A) Project.
B) Deliverable.
C) Subdeliverable.
D) Work package.
Q4) Provide an example of a work package and a WBS code and indicate the information they provide.
Q5) What is work authorization?
Q6) A baseline is the project's scope fixed at a specific point in time. A)True
B)False
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Chapter 6: Project Team Building,Conflict,and Negotiation
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) If a functional manager will NOT release the resources you need as project manager,your best course of action is to:
A) Complete the project as best you can and inform management and the client that you predicted this outcome.
B) Use social media to voice your concerns.
C) Notify top management of the consequences.
D) Update your resume.
Q2) Accessibility is the perception of the project team members that they are physically located in such a way that it is easy for them to interact.
A)True
B)False
Q3) Regular meetings and ad hoc get-togethers prevent a virtual team member from: A) Accomplishing too much.
B) Disappearing.
C) Forgetting deadlines.
D) Missing meetings.
Q4) What are virtual teams and what are two potential problems with using them? How can these problems be avoided?
Q5) How can project managers promote a sense of enthusiasm within the project team?
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Chapter 7: Risk Management
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102 Flashcards
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Sample Questions
Q1) How do mentoring and cross-training mitigate risk?
Q2) The overall consequence of failure was 0.4 and curiously enough,the consequence of performance is twice that of reliability; the consequence of reliability is twice that of schedule; and the consequence of schedule is twice that of cost.What is the consequence of failure cost?
A) 0.091
B) 0.107
C) 0.123
D) 0.136
Q3) Jim knew instinctively that his professor wouldn't appreciate it if he brought his single scoop of vanilla ice cream into the lecture hall with him.He could almost hear the inevitable question,"Did you bring enough for everyone?" To avert such an embarrassment,he practically inhaled his frozen confection as he raced down the hall.He had eaten ice cream in this fashion before and knew he would soon have an ice cream headache,which could be described as:
A) High in consequence and high in probability.
B) Low in consequence and low in probability.
C) Low in probability and high in consequence.
D) High in probability and low in consequence.
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Page 9
Chapter 8: Cost Estimation and Budgeting
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Sample Questions
Q1) An early warning signal for the potential of an overdrawn budget is created when:
A) Activity-based costing cannot identify drivers.
B) A bottom-up budget never makes it up the chain of command.
C) Contingency funds are applied for.
D) A top-down process moves too quickly down to the functional managers.
Q2) Effective comparative estimates rely most heavily on:
A) An accurate inflation factor.
B) The correct number of years elapsed between the old project and the current one.
C) True comparability between the current project and previous project work.
D) The correct number of employees on the new project compared with the previous one.
Q3) The term expedited cost has the same meaning as crashing cost in the project management milieu.
A)True
B)False
Q4) What are four major categories of costs? Provide descriptions for each category.
Q5) What are function points and how do they work?
Q6) Describe any three reasons that cost overruns occur in project work.
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Chapter 9: Project Scheduling: Networks,Duration
Estimation,and Critical Path
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) At a merge point in a forward pass,the largest preceding early finish becomes the early start for that node.
A)True
B)False
Q2) Summaries for some subsets of the activities identified in the overall project network are called:
A) Ladder activities.
B) Hammock activities.
C) Negative float activities.
D) Compressed activities.
Q3) There's an old saying,"The job is not finished until the paperwork is done." From an activity network standpoint,this does not necessarily mean that the paperwork can't begin until the last non-paperwork activity is completed.It might be possible to work on some paperwork as early activities are completed.In order to depict this in an activity network:
A) Hammock activities could be drawn.
B) Subroutines could be added.
C) Shortcuts can be added to the network.
D) Laddering could be used to redraw the network.
Page 11
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Chapter 10: Project Scheduling: Lagging, Crashing, and Activity Networks
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Sample Questions
Q1) A finish to start lag delay is usually shown:
A) As an added value in the predecessor's activity time.
B) On the line adjoining the two activity nodes.
C) As an added value in the predecessors early start time.
D) As a subtracted value in the follower's early finish time.
Q2) Sketch the network described in the table in AOA format. \[\begin{array} { | l | l | }
\hline \text { Activity } & \text { Predecessor } \\
\hline \mathrm { A } & - \\
\hline \mathrm { B } & \mathrm { A } \\
\hline \mathrm { C } & \mathrm { A } \\
\hline \mathrm { D } & \mathrm { B } \\
\hline \mathrm { E } & \mathrm { B } , \mathrm { C } \\
\hline \mathrm { F } & \mathrm { D } \\
\hline \mathrm { G } & \mathrm { D } \\
\hline \mathrm { H } & \mathrm { F } , \mathrm { G } \\
\hline \mathrm { K } & \mathrm { G } \\
\hline \mathrm { L } & \mathrm { H } , \mathrm { K } \\
\hline \end{array}\]
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Chapter 11: Advanced Topics in Planning and Scheduling:
Agile and Critical Chain
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Sample Questions
Q1) A feeder buffer is a buffer that is created for a non-critical path activity. A)True
B)False
Q2) A project is represented by the activity durations (in days,estimated at 90% likelihood of completion)and precedence requirements shown in the table.What is the length of a feeder buffer if this project is managed using critical chain methodology?
\[\begin{array} { | l | l | l | l | l | l | }
\hline \text { Activity } & \text { Predecessor } & \text { Length } & \text { Activity } & \text { Predecessor } & \text { Length } \\
\hline \text { A } & - & 18 & \text { E } & \text { C, D } & 13 \\
\hline \text { B } & - & 16 & \text { F } & \text { C } & 9 \\
\hline \text { C } & \text { A } & 22 & \text { G } & \text { E, F } & 15 \\
\hline \text { D } & \text { B } & 14 & & & \\
\hline
\end{array}\]
A) 4 days
B) 3 days
C) 2 days
D) 1 days
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Chapter 12: Resource Management
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Sample Questions
Q1) Use the project described in the table to determine the total resources required for activity D if a worker is expected to work half-time (four hours per day)on this project.
\[\begin{array} { | l | l | l | }
\hline \text { Activity } & \text { Duration } & \text { Predecessor } \\
\hline \mathrm { A } & 5 \text { days } & - \\
\hline \mathrm { B } & 4 \text { days } & \mathrm { A } \\
\hline \mathrm { C } & 5 \text { days } & \text { A } \\
\hline \mathrm { D } & 6 \text { days } & \mathrm { B } \\
\hline \mathrm { E } & 6 \text { days } & \mathrm { C } , \mathrm { D } \\
\mathrm { F } & 6 \text { days } & \mathrm { E } \\
\hline
\end{array}\]
A) 6 hours
B) 40 hours
C) 24 hours
D) 48 hours
Q2) What are the trade-offs among schedule slippage,resource utilization,and in-process inventory for a project manager in a multi-project environment?
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Chapter 13: Project Evaluation and Control
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Sample Questions
Q1) The earned value of a project is the cumulative total costs incurred in accomplishing the various work packages.
A)True B)False
Q2) Since a project may get ahead of or fall behind schedule,a calendar date cannot be a milestone.
A)True B)False
Q3) Project goal setting includes setting a baseline plan,which is predicated on:
A) The progress measurement.
B) An accurate work breakdown structure.
C) The type of gap analysis the project team plans to use.
D) The budget and schedule limitations.
Q4) It is possible to measure both positive and negative deviations from the schedule baseline with the tracking Gantt chart.
A)True B)False
Q5) What is earned value management and how can it be used to monitor project status?
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Chapter 14: Project Closeout and Termination
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Sample Questions
Q1) The work breakdown for project termination issues can be broadly categorized into:
A) Emotional and devotional issues.
B) Visceral and discrete issues.
C) Intellectual and intersectional issues.
D) Intellectual and emotional issues.
Q2) What can a project organization do to increase the likelihood of acceptance for the final product of the project?
Q3) Of the project closeout management steps listed,the last is to:
A) Hand over the project.
B) Finish the work.
C) Gain acceptance for the product.
D) Review how it all went.
Q4) Which of these statements about early termination decisions is BEST?
A) The decision to pull the plug is usually clear-cut.
B) A project's viability is usually a purely internal issue.
C) Projects that can fulfill a useful purpose in the marketplace are not killed.
D) External reasons, such as a change in the organization's environment, are often the reasons for project termination.
Q5) What are any two common mistakes in a post-project lessons-learned meeting?
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