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Devry proj 586 final exam set 3 new
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Chapter6[1]
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see attachment: 1. A key objective of change control in configuration management is to keep track of actions taken in response to change requests. [removed] a. true [removed] b. false Q2. A key weakness of the Benefit-Cost ratio project selection mechanism is that: [removed] a. It only focuses on things that can be measured [removed] b. It takes time frame into consideration [removed] c. It is too much based on subjective judgment [removed] d. It does not entail prioritizing Q3. Good functional requirements [removed] a. Describe how the deliverable should be developed [removed] b. Provide detailed technical insights into what the deliverable will do [removed] c. Describe what the deliverable looks like and what it should do [removed] d. Are created after development of the technical specifications Q4. A project can be terminated prematurely because the original objectives may no longer be valid. [removed] a. true [removed] b. false Q5. A tool that graphically shows cost variance is: [removed] a. A chart of accounts [removed] b. A code of accounts [removed] c. A histogram (also called a resource loading chart) [removed] d. A cumulative cost curve (also called S-curve) Q6. In resource planning, one of the issues that needs to be considered is: [removed] a. Staff empowerment [removed] b. Technical requirements of the project [removed] c. Theory X management principles [removed] d. Theory Y management principles Q7. When crashing a project, we typically choose critical path tasks whose costs of crashing are highest. [removed] a. true [removed] b. false Q8. The poor man's hierarchy is a method for: [removed] a. Project estimation [removed] b. Project scheduling [removed] c. WBS construction [removed] d. Project selection Q9. Ensuring a one-to-one correspondence between specification items and general design items is a feature of: [removed] a. Scope statement definition [removed] b. WBS construction [removed] c. Rapid prototyping [removed] d. Configuration management Q10. The astute project manager typically uses only one management style in order not to confuse his/her teammates. [removed] a. true [removed] b. false Q11. Structured Walk-Through is a methodology used in: [removed] a. PERT [removed] b. GERT [removed] c. VERT [removed] d. Project Evaluation Q12. If EV = $300, AC = $400, and the project budget is $1,000, what is the estimated final cost of the project (this is known as EAC, estimate at complete)? [removed] a. $750 [removed] b. $1,000 [removed] c. $1,250 [removed] d. $1,333 Q13. If review of a project's status indicates that EV = $400, AC = $400, and PV = $500, the project is: [removed] a. On budget, behind schedule [removed] b. On budget, ahead of schedule [removed] c. Over budget, behind schedule [removed] d. Over budget, ahead of schedu.
see attachment1. A key objective of change control in configura.docx
see attachment1. A key objective of change control in configura.docx
kaylee7wsfdubill
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see attachment: 1. A key objective of change control in configuration management is to keep track of actions taken in response to change requests. [removed] a. true [removed] b. false Q2. A key weakness of the Benefit-Cost ratio project selection mechanism is that: [removed] a. It only focuses on things that can be measured [removed] b. It takes time frame into consideration [removed] c. It is too much based on subjective judgment [removed] d. It does not entail prioritizing Q3. Good functional requirements [removed] a. Describe how the deliverable should be developed [removed] b. Provide detailed technical insights into what the deliverable will do [removed] c. Describe what the deliverable looks like and what it should do [removed] d. Are created after development of the technical specifications Q4. A project can be terminated prematurely because the original objectives may no longer be valid. [removed] a. true [removed] b. false Q5. A tool that graphically shows cost variance is: [removed] a. A chart of accounts [removed] b. A code of accounts [removed] c. A histogram (also called a resource loading chart) [removed] d. A cumulative cost curve (also called S-curve) Q6. In resource planning, one of the issues that needs to be considered is: [removed] a. Staff empowerment [removed] b. Technical requirements of the project [removed] c. Theory X management principles [removed] d. Theory Y management principles Q7. When crashing a project, we typically choose critical path tasks whose costs of crashing are highest. [removed] a. true [removed] b. false Q8. The poor man's hierarchy is a method for: [removed] a. Project estimation [removed] b. Project scheduling [removed] c. WBS construction [removed] d. Project selection Q9. Ensuring a one-to-one correspondence between specification items and general design items is a feature of: [removed] a. Scope statement definition [removed] b. WBS construction [removed] c. Rapid prototyping [removed] d. Configuration management Q10. The astute project manager typically uses only one management style in order not to confuse his/her teammates. [removed] a. true [removed] b. false Q11. Structured Walk-Through is a methodology used in: [removed] a. PERT [removed] b. GERT [removed] c. VERT [removed] d. Project Evaluation Q12. If EV = $300, AC = $400, and the project budget is $1,000, what is the estimated final cost of the project (this is known as EAC, estimate at complete)? [removed] a. $750 [removed] b. $1,000 [removed] c. $1,250 [removed] d. $1,333 Q13. If review of a project's status indicates that EV = $400, AC = $400, and PV = $500, the project is: [removed] a. On budget, behind schedule [removed] b. On budget, ahead of schedule [removed] c. Over budget, behind schedule [removed] d. Over budget, ahead of schedu.
see attachment1. A key objective of change control in configura.docx
see attachment1. A key objective of change control in configura.docx
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1. A key objective of change control in configuration management i.docx
1. A key objective of change control in configuration management i.docx
dorishigh
The whole purpose of education is to turn mirrors into windows
PROJ 586 RANK Education Counseling--proj586rank.com
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PROJ 586 RANK Lessons in Excellence-- proj586rank.com
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is a truly special teacher is very wise and sees tomorrow in every student’s eyes
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Question 1 1 points Save Which of the following is an example of a project? [removed] a. Maintaining e-mail addresses [removed] b. Capacity planning [removed] c. Submitting travel and expense reports [removed] d. Sending monthly reports to top management Question 2 1 points Save An effective project manager must: [removed] a. Tell his team members what to do [removed] b. Be the most capable person on the team technically [removed] c. Be focused on achieving results [removed] d. Not trust his team members to achieve results without his personal attention to detail Question 3 1 points Save A key characteristic of an effective project team is that: [removed] a. Members have graduate degrees in project management [removed] b. Members come from the same professional background [removed] c. Members see themselves as stakeholders in the project [removed] d. Members adhere to a prescribed pecking order Question 4 1 points Save A challenge of the matrix project organization is that: [removed] a. Team members are full of ego [removed] b. Team members are selected from the same functional area [removed] c. Team members have divided loyalties [removed] d. It enables functional managers to provide career guidance to their workers Question 5 1 points Save A key weakness of the Benefit-Cost ratio project selection mechanism is that: [removed] a. It only focuses on things that can be measured [removed] b. It takes time frame into consideration [removed] c. It is too much based on subjective judgment [removed] d. It does not entail prioritizing Question 6 1 points Save A major strength of task Gantt charts is that they can: [removed] a. Offer a sophisticated model of a project [removed] b. Show how many resources will be used on the project [removed] c. Show the interdependencies of tasks [removed] d. Show actual versus planned schedule status Question 7 1 points Save If you want to shorten the length of a project, you must: [removed] a. Shorten the critical path [removed] b. Shorten the free float [removed] c. Spend more money [removed] d. Cut back on the features you plan to deliver Question 8 1 points Save The critical path: [removed] a. Provides the duration of a project [removed] b. Has the shortest duration on a project [removed] c. Is the most expensive path to implement [removed] d. Contains the project's most significant tasks Question 9 1 points Save A tool that graphically shows cost variance is: [removed] a. A chart of accounts [removed] b. A code of accounts [removed] c. A histogram (also called a resource loading chart) [removed] d. A cumulative cost curve (also called S-curve) Question 10 1 points Save Which of the following methods involves performing tasks in parallel? [removed] a. Crashing [removed] b. Fast tr.
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1. A key objective of change control in configuration management i.docx
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Krishna Sprinklr
SAP’s Value Engineering team has surveyed over 10,000 participants from over 3,000 companies to create Performance Benchmarking studies that identify the key characteristics that drive top business performance. This survey focused on the degree of mobility adoption and maturity of mobility best practices adoption across the industry as well as the impact mobility can have on enterprise performance, e.g., revenue growth, employee productivity.
amarnath2012-2013
amarnath2012-2013
Krishna Sprinklr
Amarnath2012
Amarnath2012
Amarnath2012
Krishna Sprinklr
SAP’s Value Engineering team has surveyed over 10,000 participants from over 3,000 companies to create Performance Benchmarking studies that identify the key characteristics that drive top business performance. This survey focused on the degree of mobility adoption and maturity of mobility best practices adoption across the industry as well as the impact mobility can have on enterprise performance, e.g., revenue growth, employee productivity.
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Title
Krishna Sprinklr
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Krishna Sprinklr
amarnath
amarnath
amarnath
Krishna Sprinklr
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Group departure trek package frm srinagar
Krishna Sprinklr
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amarnath2012-2013
amarnath2012-2013
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