Information Systems Project Management
Test Questions
Course Introduction
Information Systems Project Management explores the principles, methodologies, and tools necessary for successfully planning, executing, and closing projects within the context of information systems. The course covers project life cycles, risk management, budgeting, scheduling, team dynamics, quality management, and communication strategies tailored to technological initiatives. Students will engage in case studies and practical exercises to develop competencies in project integration, stakeholder management, real-world problem-solving, and critical thinking. Emphasis is placed on aligning projects with organizational strategies and on understanding the unique challenges of managing information systems projects in both traditional and agile environments.
Recommended Textbook
Project Management A Managerial Approach 10th Edition by Jack R. Meredith
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Page 2
Chapter 1: Projects in Contemporary Organizations
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Sample Questions
Q1) Conflicting expectations among stakeholders related to performance,cost,and time will require the project manager to make appropriate ____________ in order to balance competing demands related to these objectives.
A)trade-offs
B)guidelines
C)weights
D)tasks
Answer: A
Q2) The desired outcomes or results of a project are called ____________.
A)subgroups
B)work packages
C)subprojects
D)deliverables
Answer: D
Q3) The foundational basis for education for project managers is the __________.
A)PMBOK Guidebook
B)Triple Play
C)PMI Guidebook
D)Project Management Rulebook
Answer: A
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Chapter 2: Strategic Management and Project Selection
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Q1) The mastery of the skills required to manage projects competently is referred to in the literature as __________.
A)project management conformance
B)project management maturity
C)project success
D)project portfolio management
Answer: B
Q2) The two basic types of project selection models identified in the text are ________.
A)biased and unbiased
B)numeric and nonnumeric
C)active and passive
D)numeric and qualitative
Answer: B
Q3) The __________is the value of an opportunity foregone.
A)real option
B)profit
C)opportunity cost
D)revenue
Answer: C
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Page 4
Chapter 3: The Project Manager
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Sample Questions
Q1) The project manager makes a __________ by allowing one aspect of the project to get worse in return for allowing another aspect of the project to get better.
A)decision
B)turnaround
C)trade-off
D)chart
Answer: C
Q2) The __________ represents everything outside the system that delivers inputs or receives outputs from the system.
A)environment
B)feedback
C)culture
D)system
Answer: A
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Chapter 4: Managing Conflict and the Art of Negotiation
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Sample Questions
Q1) Thomas and Kilmann identified five strategies people use to deal with conflict.List and briefly describe these.
Q2) Which of the following is not included in the authors' four part agreement for partnering?
A)Continuous senior management support
B)A method for resolution of problems and disagreements
C)Joint evaluation of the project's progress
D)A set of team building exercises
Q3) During project formation,the organizational structure selected will have a major impact on the ways in which conflicts are handled.Lack of clarity about the relative power / influence / authority of the PM and the functional managers is a major component of all conflicts involving __________.
A)contractual obligations
B)property rights
C)budgeting
D)resource allocation and scheduling
Q4) List and describe the three basic causes for change in projects.
Q5) Identify the three fundamental categories of conflict that occur during a project's lifecycle.
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Chapter 5: The Project in the Organizational Structure
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Sample Questions
Q1) Subletting tasks out to smaller contractors is known as __________.
A)contract management
B)subcontracting
C)contract avoidance
D)contract leasing
Q2) The __________ manager is typically responsible for a number of related projects,each with its own project manager.
A)program
B)project
C)client
D)consulting
Q3) In which organizational structure is the project manager part-time?
A)Functional
B)Balanced matrix
C)Strong matrix
D)Projectized
Q4) Identify the major reasons for the rapid growth of project-oriented organizations.
Q5) Explain how a company can go about implementing a PMO.
Q6) Discuss the advantages of empowering the project team.
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Chapter 6: Activity Planning: Traditional and Agile
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Sample Questions
Q1) A __________ must be submitted for any changes requested after the project plan has been approved.
A)change permission form
B)change form
C)change requirement application
D)change order
Q2) The project plan must be designed in such a way that the project outcome meets
A)the objectives of the parent organization
B)unauthorized requests for change in the project outcome
C)the requirements associated with scope creep
D)only the expressed warranties identified in the contract
Q3) Identify four important outcomes associated with the project launch meeting.
Q4) The success of the project launch meeting is dependent on the existence of
A)a project charter
B)the project's scope statement
C)a well-defined set of objectives for the project
D)project planning templates
Q5) Describe how a risk management plan is developed.
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Chapter 7: Budgeting and Risk Management
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Q1) An easy method of evaluating risk in certain situations by modifying project parameters and evaluating the corresponding changes is __________.
A)Monte Carlo simulations
B)risk mitigation
C)project budgeting
D)risk analysis
Q2) If a project budget is underfunded,it will often __________.
A)stimulate increased performance
B)improve utilization of resources
C)frustrate committed stakeholders
D)reduce costs
Q3) Identify the statement that is not correct regarding a project budget.
A)The budget is included in a project plan.
B)The budget is not an expression of organizational policy.
C)The budget serves as a control mechanism for the project.
D)The budget serves as a standard for comparison of planned and actual usage of resources.
Q4) Identify some of the common problems faced by the project budgeter.
Q5) Briefly describe the seven processes for risk management.
Q6) Explain why senior managers view the bottom-up budgeting process as being risky.
Page 9
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Chapter 8: Scheduling
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Q1) Which of the following is not an advantage of a Gantt chart?
A)It can be easily understood.
B)Gantt charts are more effective for very large projects than ordinary projects.
C)It provides a good picture of the state of the project.
D)It is relatively easy to maintain.
Q2) The basic approach of all scheduling techniques is to form a network of activity and event relationships that graphically portrays the sequential relations between the _____ in a project.
A)activities
B)nodes
C)events
D)tasks
Q3) __________ is one possible way to check the nature and impacts of interactions between probabilistic paths in a network.
A)Simulation
B)Extrapolation
C)Guessing
D)Probabilistic time estimates
Q4) Explain the meaning of slack in a network.
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Chapter 9: Resource Allocation
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Q1) The principal reason why a project manager is surprised by resource constraints on a project is the failure to include __________ in risk identification activities.
A)resource availability
B)resource cost
C)resource mobility
D)resource skill
Q2) The use of __________ activity time estimates may reduce the chance that crashing the project will be needed.
A)one probabilistic
B)two probabilistic
C)three probabilistic
D)four probabilistic
Q3) One of the problems that Goldratt observed was that if an activity has slack time,the task might become delayed until the slack is removed.This is referred to as
A)Goldratt's Law
B)Murphy's Law
C)the delay game
D)the student syndrome
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Page 11
Chapter 10: Monitoring and Information Systems
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Q1) Identify some of the benefits when timely reports are delivered to the proper people by the project management information system.
Q2) If CSI is less than 1,it is indicative of a(n)__________.
A)problem
B)good project
C)efficient project
D)budget error
Q3) Which of the following conventions has the characteristic of the project always seeming to be running late,until the very end when it seems to suddenly catch up?
A)The 50-50 rule
B)The 0-100 percent rule
C)Critical input use rule
D)The proportionality rule
Q4) List and describe five telltale signs of project trouble it is wise to monitor.
Q5) In earned value Analysis,EAC refers to the __________.
A)estimated cost at completion
B)estimated actual cost
C)eliminated annual cost
D)estimated annual cost
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Chapter 11: Project Control
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Q1) Physical asset control is concerned with asset maintenance,whether __________.
A)detective or estimative
B)addition or removal
C)detection or estimation
D)preventive or corrective
Q2) Project changes result from three basic causes.Which of the following is not one of those causes?
A)Uncertainty about the technology on which the work of the project or its output is based
B)An increase in the knowledge base or sophistication of the client / user leading to scope creep
C)Changes to the environment in which the project is being completed
D)A modification of the rules applying to the process of carrying out the project or to its output
Q3) The process review focuses on the process of __________ outcomes rather than the outcomes per se.
A)reaching
B)passing
C)eliminating
D)managing
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Chapter 12: Project Auditing
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Sample Questions
Q1) A typical detailed audit is conducted when __________ is required.
A)a follow-up to the general audit
B)effectiveness
C)an ethical audit
D)full disclosure
Q2) Research by Walker argues that __________ is essential for management's ability to assemble information that is both timely and accurate.
A)independence
B)knowledge
C)efficiency
D)technology
Q3) Identification of the ancillary goals of a project requires __________ because; for the most part the goals were not overtly identified.
A)circular reasoning
B)deductive reasoning
C)inductive reasoning
D)abductive reasoning
Q4) Discuss some of the problems associated with finding the ancillary goals of a project.
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Chapter 13: Project Closure and Benefits Realization
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Q1) Briefly describe the four fundamentally different ways to close out a project.
Q2) The project performance of the final report __________.
A)analyzes the impact of organizational structure on the project
B)offers solutions to technical problems that may have occurred
C)reviews the administrative practices used during the project
D)compares what the project achieved with what it aimed for
Q3) In closure by integration,project assets are __________.
A)liquidated
B)reassigned to another project
C)transferred from the dying project to the newly born division
D)distributed among the existing elements of the parent organization
Q4) The process of closure is all of the following except which one?
A)Always complicated
B)Almost always inevitable
C)Never easy
D)Straight-forward
Q5) Describe the subjects that should be addressed in the final report.
Q6) Discuss the conditions where it can be said that a project has been closed.
Q7) Identify a few of the fundamental reasons why some projects fail to produce satisfactory results.
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