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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.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Until the 1980s, project management primarily focused on providing
schedule and resource data to top management in the military, computer, and
construction industries. Today’s project management involves much more, and
people in every industry and every country manage projects.
POINTS: 1
DIFFICULTY: Difficulty: Easy
REFERENCES: p.2
LEARNING OBJECTIVES: INFO.SCHW.14.1 - LO: 1-1
NATIONAL STANDARDS: United States - BUSPROG: Technology
TOPICS: Introduction
KEYWORDS: Bloom's: Knowledge
2. A difference between operations and projects is that operations end when their objectives have been
reached, whereas projects do not.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Projects are different from operations in that they end when their
objectives have been reached or the project has been terminated.
POINTS: 1
DIFFICULTY: Difficulty: Moderate
REFERENCES: p.4
NATIONAL STANDARDS: United States - BUSPROG: Analytic
TOPICS: What is a Project?
KEYWORDS: Bloom's: Comprehension
3. Every project should have a well-defined objective.
a. True

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b. False
ANSWER: True
RATIONALE: Feedback: A project has a unique purpose. Every project should have a well-defined
objective.
POINTS: 1
REFERENCES: p.6
4. Projects should be developed in increments.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: 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.
POINTS: 1
REFERENCES: p.6
5. Resources in a project should be used effectively because they are limited.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: A project requires resources, often from various areas. Resources,
however, are limited and must be used effectively to meet project and other
corporate goals.
POINTS: 1
REFERENCES: p. 7

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6. A project manager’s primary role is to provide the funding for a project.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: A project sponsor usually provides the direction and funding for a project.
POINTS: 1
REFERENCES: p.7
7. One of the main reasons why project management is challenging is because of the factor of uncertainty.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: A project involves uncertainty. Every project is unique and thus it is
sometimes difficult to define its objectives clearly, estimate how long it will take to
complete, or determine how much it will cost. This uncertainty is one of the main
reasons project management is so challenging.
POINTS: 1
REFERENCES: p.7
8. Questions about how a team will track schedule performance is related to a project’s scope.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Project scope deals with questions such as, “What work will be done as
part of the project?”, “What unique product, service, or result does the customer or
sponsor expect from the project?”, or “How will the scope be verified?”
POINTS: 1
REFERENCES: p.7

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9. In order to be realistic, a project manager should always set discrete goals instead of a range of
objectives.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Projects involve uncertainty and limited resources. Thus they rarely finish
according to their original scope, time, and cost goals. Instead of discrete target goals, it
is often more realistic to set a range of goals.
POINTS: 1
REFERENCES: p.8
10. Managing the triple constraint primarily involves making trade-offs between resources and quality.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Managing the triple constraint involves making trade-offs between
scope, time, and cost goals for a project. Experienced project managers
know that one must decide which aspect of the triple constraint is most
important.
POINTS: 1
REFERENCES: p.9
11. The only responsibility of a project manager is to meet the specific scope, time, and cost goals of a
project.
a. True
b. False
ANSWER: False

5
14. The importance of stakeholders’ needs and expectations is limited to the beginning of a project.
Page 5 of 416
RATIONALE: Feedback: Project managers must strive not only to meet specific scope, time, cost,
and quality goals of projects but also facilitate the entire process to meet the needs
and expectations of people involved in project activities or affected by them.
POINTS: 1
REFERENCES: p.9
TOPICS: What is Project Management?
12. A project’s stakeholders includes its customers, users, and suppliers.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Stakeholders are the people involved in or affected by project activities,
and include the project sponsor, project team, support staff, customers, users,
suppliers, and even opponents of a project.
POINTS: 1
REFERENCES: p.10
13. Opponents of a project do not belong to the category of stakeholders.
a. True
b. False
ANSWER: False
and include the project sponsor, project team, support staff, customers, users,
suppliers, and even opponents of a project.
POINTS: 1
REFERENCES: p.10

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a. True
b. False
ANSWER: False
RATIONALE: Feedback: Stakeholders’ needs and expectations are important in the beginning and
throughout the life of a project. Successful project managers develop good
relationships with project stakeholders to understand and meet their needs and
expectations.
POINTS: 1
REFERENCES: p.11
15. Project procurement management primarily involves identifying stakeholder needs while managing
their engagement throughout the life of the project.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Project management knowledge areas describe the key competencies that
project managers must develop. Project procurement management involves acquiring
or procuring goods and services for a project from outside the performing
organization.
POINTS: 1
REFERENCES: p.12
16. The primary role of project stakeholder management is to ensure that the project will satisfy the stated
needs for which it was undertaken.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Project management knowledge areas describe the key
competencies that project managers must develop. Project stakeholder
management includes identifying and analyzing stakeholder needs while
managing and controlling their engagement throughout the life of the project.
POINTS: 1

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REFERENCES: p.12
17. Project human resource management is concerned with making effective use of the people involved
with a project.
a. True
b. False
ANSWER: True
project managers must develop. Project human resource management is concerned
with making effective use of the people involved with the project.
POINTS: 1
REFERENCES: p.12
18. Stakeholder analyses, work requests, and project charters are tools used in integration management.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Project selection methods, project management methodologies,
stakeholder analyses, work requests, and project charters are some of the tools used in
integration management.
POINTS: 1
REFERENCES: p.13
19. Earned value management is a tool primarily used in human resource management.
a. True
b. False
ANSWER: False

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8
RATIONALE: Feedback: Project budgets, net present value, return on investment, payback
analysis, and earned value management are tools used in cost management.
POINTS: 1
REFERENCES: p.13
20. Responsibility assignment matrices and project organizational charts are examples of tools used in
procurement management.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Motivation techniques, empathic listening, responsibility assignment
matrices, project organizational charts, and team building exercises are tools used in
human resource management.
POINTS: 1
REFERENCES: p.13
21. Maturity models, statistical methods, and test plans are examples of tools used in quality management.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Quality metrics, maturity models, statistical methods, and test plans are
some of the tools used in quality management.
POINTS: 1
REFERENCES: p.13
22. According to a 2013 CHAOS study, user involvement is the most important factor that contributes to
the success of IT projects.

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a. True
b. False
ANSWER: False
RATIONALE: Feedback: Executive support is the most important factor, followed by user
involvement.
POINTS: 1
REFERENCES: p.16
23. Project managers work with the project sponsors to define success for particular projects.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Project managers work with the project sponsors, the project
team, and other stakeholders to meet project goals. They also work with
sponsors to define success for particular projects.
POINTS: 1
REFERENCES: p.17
24. Good project managers assume that their definition of success is the same as the sponsors.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Good project managers do not assume that their definition of
success is the same as the sponsors. They take the time to understand their
sponsors’ expectations and then track project performance based on
important success criteria.
POINTS: 1
REFERENCES: p.17

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25. Program managers are change agents.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Program managers are responsible for more than the delivery of
project results. They are change agents responsible for the success of
products and processes developed by these projects.
POINTS: 1
REFERENCES: p.18
TOPICS: Program and Project Portfolio Management
26. Effective program managers recognize that managing a project is much more complex than managing a
program.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Effective program managers recognize that managing a program is
much more complex than managing a single project.
POINTS: 1
REFERENCES: p.18
27. Individual projects always address strategic goals whereas portfolio management addresses tactical
goals.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Tactical goals are generally more specific and short-term than
strategic goals, which emphasize long-term goals for an organization.

11
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Individual projects often address tactical goals, whereas portfolio
management addresses strategic goals.
POINTS: 1
REFERENCES: p.19
28. It is mandatory for project managers working on large information technology projects to be experts in
the field of information technology.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Project managers for large IT projects do not have to be experts in
the field of IT, but they must have working knowledge of various technologies
and understand how the project would enhance the business.
POINTS: 1
REFERENCES: p.25
LEARNING OBJECTIVES: INFO.SCHW.14.5 - LO:1-5
TOPICS: The Role of the Project Manager
KEYWORDS: Bloom's : Comprehension
29. To be a successful manager, the only skills an IT project manager needs to possess is excellent
technical skills.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: IT project managers must be willing to develop more than their
technical skills to be productive team members and successful project
managers. Everyone, no matter how technical they are, should develop
business and soft skills.
POINTS: 1
REFERENCES: p.25

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30. The introduction of new software makes basic tools, such as Gantt charts and network diagrams,
inexpensive and easy to create.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: As computer hardware became smaller and more affordable and
software companies developed graphical, easy-to-use interfaces, project
management software became less expensive and more widely used. New
software makes basic tools such as Gantt charts and network diagrams
inexpensive, easy to create, and available for anyone to update.
POINTS: 1
REFERENCES: p.29
TOPICS: The Project Management Profession
31. The enterprise project management software, which aids project and portfolio management, is a low-
end tool.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: A category of project management software is high-end tools,
sometimes referred to as enterprise project management software. These
tools provide robust capabilities to handle very large projects and dispersed
workgroups.
POINTS: 1
REFERENCES: p.36
Multiple Choice
32. Which of the following is a difference between projects and operations?
a. Projects are undertaken to sustain an organization’s business whereas operations are not.

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b. Operations are undertaken to create unique products, services, or results whereas projects are
not.
c. Projects are temporary endeavors whereas an organization’s operations are ongoing in nature.
d. Operations have well-defined objectives whereas projects do not need to have a unique
purpose.
ANSWER: c
RATIONALE: Feedback: A project is “a temporary endeavor undertaken to create a unique product,
service, or result.” Operations, on the other hand, is work done in organizations to
sustain the business.
POINTS: 1
REFERENCES: p.4
33. Which of the following is true of projects?
a. They have an indefinite beginning and end.
b. They have a unique purpose.
c. They are developed using regressive elaboration.
d. They are permanent in nature.
ANSWER: b
RATIONALE: Feedback: One of the attributes of projects is that they has have a unique purpose.
Every project should have a well-defined objective.
POINTS: 1
REFERENCES: p.6
34. The role of a is to provide direction and funding for a project.
a. project sponsor b. project manager
c. support staff member d. project team
ANSWER: a
RATIONALE: Feedback: Most projects have many interested parties or stakeholders, but someone
must take the primary role of sponsorship. The project sponsor usually provides the
direction and funding for the project.
POINTS: 1

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REFERENCES: p.7
35. Galaxy, a construction company, buys a particular brand of tiles manufactured by Tiles and Floors, an
eco-friendly tile manufacturing company. However, Tiles and Floors has declared bankruptcy and closed
down. At present, Galaxy is facing a crisis because there are no other manufacturers in the market that
supplies eco-friendly tiles. Which of the following constraints is Galaxy currently facing?
a. Resources b. Time
c. Scope d. Cost
ANSWER: a
RATIONALE: Feedback: Every project is constrained in different ways. For some projects,
resources are the main concern.
POINTS: 1
DIFFICULTY: Difficulty: Challenging
REFERENCES: p.9
NATIONAL STANDARDS: United States - BUSPROG: Reflective Thinking
KEYWORDS: Bloom's: Application
36. Steve, an engineer in a construction company, is at present working on a home construction project.
The home is being built for the Robinson family, the owners of the home. Steve is working with his
project team and support staff to ensure the project is completed on time. In such a scenario, the project
sponsor is .
a. Steve b. the support staff
c. the project team d. the Robinson family
ANSWER: d
and include the project sponsor, project team, support staff, customers, among
others. In a home construction project, the project sponsors would be the potential
new homeowners.
POINTS: 1
REFERENCES: p. 10

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15
37. Project management involves defining and managing all the work required to complete the
project successfully.
a. human resource b. scope
c. time d. cost
ANSWER: b
RATIONALE: Feedback: Project management knowledge areas describe the key
competencies that project managers must develop. Project scope management
involves defining and managing all the work required to complete the project
successfully.
POINTS: 1
REFERENCES: p.12
38. Project management ensures that the project will satisfy the stated or implied needs for which it
was undertaken.
a. cost b. time
c. risk d. quality
ANSWER: d
project managers must develop. Project quality management ensures that the project
will satisfy the stated or implied needs for which it was undertaken.
POINTS: 1
REFERENCES: p.12
39. Which of the following project management knowledge areas primarily involve generating,
collecting, disseminating, and storing project information?
a. Project cost management b. Project procurement management
c. Project time management d. Project communications management
ANSWER: d
project managers must develop. Project communications management involves
generating, collecting, disseminating, and storing project information.
POINTS: 1

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16
REFERENCES: p.12
40. Project procurement management mainly involves:
a. making effective use of the people involved with the project.
b. buying goods and services for a project from outside the performing organization.
c. generating, collecting, disseminating, and storing project information.
d. identifying and analyzing stakeholder
needs while managing and controlling their engagement.
ANSWER: b
project managers must develop. Project procurement management involves acquiring
or procuring goods and services for a project from outside the performing
organization.
POINTS: 1
DIFFICULTY: Difficult: Moderate
REFERENCES: p.12
41. Which of the following project management knowledge areas is an overarching function that affects
and is affected by the different knowledge areas?
a. Project cost management b. Project stakeholder management
c. Project integration management d. Project communications management
ANSWER: c
project managers must develop. Project integration management is an overarching
function that affects and is affected by all of the other knowledge areas.
POINTS: 1
REFERENCES: p.12

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17
42. An important tool for project scope management is .
a. fast tracking b. crashing
c. a Gantt chart d. a work breakdown structure
ANSWER: d
RATIONALE: Feedback: Scope management uses scope statements, work breakdown structures,
statements of work, requirements analyses, scope management plans, scope
verification techniques, and scope change controls.
POINTS: 1
REFERENCES: p.13
43. Which of the following tools are most likely to be used in project time management?
a. Payback analysis b. Impact matrices
c. Gantt charts d. Fishbone diagrams
ANSWER: c
RATIONALE: Feedback: Time management uses Gantt charts, project network diagrams, critical
path analysis, crashing, fast tracking, and schedule performance measurements.
POINTS: 1
REFERENCES: p.13
44. Fast tracking is an example of a tool used in management.
a. time b. quality
c. communication d. isk
ANSWER: a
RATIONALE: Feedback: Time management tools include Gantt charts, project network diagrams,
critical path analysis, crashing, fast tracking, and schedule performance
measurements.
POINTS: 1
REFERENCES: p.13

18
Bloom's: Knowledge
KEYWORDS:
Page 18 of 416
45. In which of the following areas of management is payback analysis most likely to be used?
a. Human resource b. Communication
c. Cost d. Quality
ANSWER: c
RATIONALE: Feedback: Tools used in cost management include payback analysis, earned value
management, project portfolio management, and cost estimates among others.
POINTS: 1
REFERENCES: p.13
46. A is a tool used in quality management.
a. probability matrice b. checklist
c. request for proposal d. critical path analysis
ANSWER: b
RATIONALE: Feedback: Quality management uses include quality metrics, checklists, quality
control charts, Pareto diagrams, and fishbone diagrams among others.
POINTS: 1
REFERENCES: p.13
47. Team building exercises and motivation techniques are tools used in management.
a. procurement b. scope
c. human resource d. cost
ANSWER: c
RATIONALE: Feedback: Motivation techniques, empathic listening, resource histograms, and team
building exercises are tools used in human resource management.
POINTS: 1
REFERENCES: p.13

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19
48. Which of the following tools can best help in efficient communication management?
a. Kick-off meetings b.Impact matrices
c. Requests for quotes d. Fast tracking
ANSWER: a
RATIONALE: Feedback: Kick-off meetings are an important tool in project communication
management. Other tools in project communication management are
communications management plans, conflict management, communications
media selection, and progress reports.
POINTS: 1
REFERENCES: p.14
49. A is a tool used in risk management.
a. work breakdown structure b. project organizational chart
c. critical path analysis d. probability matrice
ANSWER: d
RATIONALE: Feedback: Risk management plans, risk registers, probability/impact
matrices, and risk rankings are different tools used in risk management.
POINTS: 1
REFERENCES: p.14
50. Which of the following statements is true of project management?
a. It is a simple discipline with a limited scope.
b. It has specific tools which work universally across all kinds of projects.
c. It does not guarantee successes for all projects.
d. Its framework consists solely of project management knowledge areas.
ANSWER: c
RATIONALE: Feedback: Despite its advantages, project management is a very broad, often
complex discipline. What works for one project may not work for another.

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Thus it is essential for project managers to continue to develop their
knowledge and skills in managing projects.
POINTS: 1
DIFFICULTY: Difficulty:Moderate
REFERENCES: p.14-15
51. Which of the following is true of program managers?
a. They report to project managers who represent the next level in the hierarchy.
b. They recognize that managing a program is simpler than managing a project.
c. They provide leadership and direction for project managers heading the projects within a
program.
d. They are responsible solely for the delivery of project results.
ANSWER: c
RATIONALE: Feedback: A program manager provides leadership and direction for the
project managers heading the projects within a program. Program managers
also coordinate the efforts of project teams, functional groups, suppliers, and
operations staff supporting the projects to ensure that products and processes
are implemented to maximize benefits.
POINTS: 1
REFERENCES: p.18
52. Which of the following is a difference between project management and portfolio
management?
a. Project management involves making wise investment decisions whereas portfolio
management does not.
b. Portfolio management is an easy task whereas project management is a more difficult task.
c. Portfolio management asks questions like, “Are we carrying out projects efficiently?” whereas
project management asks questions such as “Are we investing in the right areas?”
d. Project management addresses specific, short-term goals whereas portfolio management
focuses on long-term goals.
ANSWER: d

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RATIONALE: Feedback: Individual projects often address tactical goals, whereas portfolio
management addresses strategic goals. Tactical goals are generally more
specific and short-term than strategic goals.
POINTS: 1
REFERENCES: p.19
53. A difference between strategic and tactical goals is that:
a. strategic goals are more specific than tactical goals.
b. tactical goals encompass broader dimensions than strategic goals.
c. tactical goals are more important for a project than strategic goals.
d. strategic goals are long-term in nature whereas tactical goals are short-term.
ANSWER: d
RATIONALE: Feedback: Tactical goals are generally more specific and short-term than
strategic goals, which emphasize long-term goals for an organization.
POINTS: 1
REFERENCES: p.19
54. Which of the following questions reflect the strategic goals of project portfolio management?
a. Are we carrying out projects well?
b. Are projects on time and on budget?
c. Are we investing in the right areas?
d. Do stakeholders know what they should be doing?
ANSWER: c
RATIONALE: Feedback: The strategic goals of project portfolio management raise
questions such as “Are we working on the right projects?”, “Are we
investing in the right areas?”, and “Do we have the right resources to be
competitive?”
POINTS: 1
REFERENCES: p.19

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55. Martha works as a project manager at a bank. Due to certain changes in external factors, Martha needs to
make a few alterations in the tactical goals of her project. In such a scenario, which of the following will best
help Martha cope with the change?
a. Negotiation b. Project environment knowledge
c. Motivation d. Soft skills
ANSWER: b
RATIONALE: Feedback: The project environment differs from organization to organization
and project to project, but some skills will help in almost all project
environments. These skills include understanding change and understanding
how organizations work within their social, political, and physical
environments. Project managers must be comfortable leading and handling
change, because most projects introduce changes in organizations and involve
changes within the projects themselves.
POINTS: 1
REFERENCES: p.24
56. Joe is a project manager in an IT company and has over the years, gained substantial knowledge in his
area of work. However, while managing his team, he often loses his temper. In addition, he fails to be an
active listener when his team members approach him with work related challenges. In which of the following
areas does Joe need to develop his skills in?
a. Application area knowledge b. Project environment knowledge
c. Standards and regulations d. Human relations skills
ANSWER: d
RATIONALE: Feedback: Achieving high performance on projects requires soft skills,
otherwise called human relations skills. Project managers need good soft
skills to understand, navigate, and meet stakeholders’ needs and
expectations. They need to be able to listen actively to what others are
saying, help develop new approaches for solving problems, and then
persuade others to work toward achieving project goals.
POINTS: 1
REFERENCES: p.24

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23
57. Which of the following best defines the role of leaders?
a. They focus on short-term objectives.
b. They work on achieving primarily tactical goals.
c. They work solely toward day-to-day details of meeting specific tasks.
d. They inspire people to reach goals.
ANSWER: d
RATIONALE: Feedback: Generally, a leader focuses on long-term goals and big-picture
objectives while inspiring people to reach those goals.
POINTS: 1
REFERENCES: p. 26
58. A Gantt chart is a standard format for displaying project schedule information by listing project
activities and their corresponding start and finish dates in a format.
a. calendar b. line graph
c. bar graph d. pie chart
ANSWER: a
RATIONALE: Feedback: A Gantt chart was developed by Henry Gantt for scheduling work
in factories. A Gantt chart is a standard format for displaying project schedule
information by listing project activities and their corresponding start and finish
dates in calendar form.
POINTS: 1
REFERENCES: p. 28
59. A critical path:
a. is the shortest path through a network diagram.
b. represents schedule information in calendar form.
c. determines the earliest completion date of a project.
d. is a quality management tool to ensure a project meets the minimum quality standards.

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24
ANSWER: c
RATIONALE: Feedback: The critical path is the longest path through a network diagram
that determines the earliest completion of a project. It shows which tasks
affect the target completion date of a project, and it can change as work
proceeds and more information becomes available.
POINTS: 1
REFERENCES: p. 29
60. A is an organizational group responsible for coordinating the project management function
throughout an organization.
a. Project Management Office b.Project Management Professional
c. Project Management Center d.Portfolio Group
ANSWER: a
RATIONALE: Feedback: In the 1990s, many companies began creating Project
Management Offices to help them handle the increasing number and
complexity of projects. A Project Management Office (PMO) is an
organizational group responsible for coordinating the project management
function throughout an organization.
POINTS: 1
REFERENCES: p. 30
61. Which of the following provides certification as a Project Management Professional?
a. PMS b. PMC
c. PMI d. PMP
ANSWER: c
RATIONALE: Feedback: PMI or the Project Management Institute provides certification as a
Project Management Professional (PMP). A Project Management Professional
(PMP) is someone who has documented sufficient project experience and
education, agreed to follow the PMI code of professional conduct, and
demonstrated knowledge of project management by passing a comprehensive
examination.
POINTS: 1

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25
REFERENCES: p.33
62. Which of the following refers to a set of principles that guides decision making based on personal
values of what is considered right and wrong?
a. Ethics b. Civics
c. Laws d. Politics
ANSWER: a
RATIONALE: Feedback: Ethics is a set of principles that guides decision making based on
personal values of what is considered right and wrong. Making ethical
decisions is an important part of project managers’ personal and professional
lives because it generates trust and respect with other people.
POINTS: 1
REFERENCES: p.34
63. Which of the following is true of low-end tools of the project management software?
a. They are designed for especially large projects with multiple users.
b. Their main advantage is that they have unlimited functionality.
c. They provide basic project management features.
d. They are referred to as an enterprise project management software.
ANSWER: c
RATIONALE: Feedback: In a project management software, low-end tools provide basic
project management features and are often recommended for small projects
and single users.
POINTS: 1
REFERENCES: p.36

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26
64. Which of the following types of tools is usually recommended for small projects and single users?
a. Low-end b. Midrange
c. High-end d. Upper range
ANSWER: a
RATIONALE: Feedback: Low-end tools provide basic project management features and
generally cost less than $200 per user. They are often recommended for
small projects and single users.
POINTS: 1
REFERENCES: p.36
65. Enterprise project management softwares are also known as tools of project management
software.
a. baseline b. midrange
c. low-end d. high-end
ANSWER: d
RATIONALE: Feedback: Project management software tools can be divided into three
general categories based on functionality and price. One of these tools are
high-end tools which are sometimes referred to as enterprise project
management software.
POINTS: 1
REFERENCES: p.36
66. Which of the following is a difference between low-end and midrange tools of the project
management software?
a. Low-end tools are designed to handle primarily multiple users whereas midrange tools are
created to handle single users.
b. Low-end tools provide robust capabilities to handle dispersed workgroups whereas midrange
tools do not.
c. Midrange tools provide basic project management features whereas low-end tools offer
enterprise and portfolio management functions.
d. Midrange tools are designed to handle larger projects than low-end tools.
ANSWER: d

27
RATIONALE: Feedback: In a project management software, midrange tools is a step up
from low-end tools. They are designed to handle larger projects, multiple
users, and multiple projects.
POINTS: 1
REFERENCES: p.36
Completion
67. Until the 1980s, project management primarily focused on providing and resource data to top
management in the military, computer, and construction industries.
ANSWER: schedule
POINTS: 1
REFERENCES: p.2
TOPICS: Introduction
68. A(n) is a temporary endeavor undertaken to create a unique product, service, or result.
ANSWER: project
POINTS: 1
REFERENCES: p.4
69. refers to work done in organizations to sustain the business.
ANSWER: Operations
POINTS: 1
REFERENCES: p.4
Page 27 of 416

28
70. include people, hardware, software, or other assets.
ANSWER: Resources
POINTS: 1
REFERENCES: p.6
71. A project’s sponsor is also known as a(n) .
ANSWER: primary customer
POINTS: 1
REFERENCES: p.7
72. In project management, the three limitations of scope, time, and cost are referred to as the .
ANSWER: triple constraint
POINTS: 1
REFERENCES: p.7
73. The question, “What unique product does the customer expect from the project?” is an example of
a(n)constraint.
ANSWER: scope
POINTS: 1
REFERENCES: p.7
Page 28 of 416

29
74. The question, “What is the project’s schedule?” is an example of a(n) constraint.
ANSWER: time
POINTS: 1
REFERENCES: p.7
TOPICS: What is a Product?
75. “What is the project’s budget?” This is an example of a project’s constraint.
ANSWER: cost
POINTS: 1
REFERENCES: p.7
TOPICS: What is a Product?
76. The of project management includes quality, scope, time, and cost constraints.
ANSWER: quadruple constraint
POINTS: 1
REFERENCES: p.9
77. is “the application of knowledge, skills, tools, and techniques to project activities to meet
project requirements.”
ANSWER: Project management
POINTS: 1
Page 29 of 416

30
REFERENCES: p.9
Page 30 of 416
78. Project management describe the key competencies that project managers must develop.
ANSWER: knowledge areas
POINTS: 1
REFERENCES: p.11
79. Project management includes estimating how long it will take to complete work, develop an
acceptable project schedule, and ensure timely completion of a project.
ANSWER: time
POINTS: 1
REFERENCES: p.12
80. Project management consists of preparing and managing the budget for a project.
ANSWER: cost
POINTS: 1
REFERENCES: p.12
81. A(n) is “a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.”
ANSWER: program

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31
POINTS: 1
REFERENCES: p.17
TOPICS: Program and Portfolio Management
82. refers to the process in which organizations group and manage projects and programs as a
cluster of investments that contribute to the entire enterprise’s success.
ANSWER: Project portfolio management
POINTS: 1
REFERENCES: p.18
83. software integrates information from multiple projects to show the status of active, approved,
and future projects across an entire organization.
ANSWER: Portfolio project management
POINTS: 1
REFERENCES: p.21-22
84. Soft skills are also known as skills.
ANSWER: human relations
POINTS: 1
REFERENCES: p.24

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32
85. The critical path is the path through a network diagram that determines the earliest completion
of a project.
ANSWER: longest
POINTS: 1
REFERENCES: p.29
86. The is an international professional society for project managers founded in 1969.
ANSWER: Project Management Institute
POINTS: 1
REFERENCES: p.32
87. Passing the CPA exam is a standard for accountants. Similarly, passing the PMP exam is becoming a
standard for .
ANSWER: project managers
POINTS: 1
REFERENCES: p.33
88. Ethics is a set of principles that guides decision making based on of what is considered right
and wrong.
ANSWER: personal values
POINTS: 1
REFERENCES: p.34

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33
89. tools, a step up from low-end tools, are designed to handle larger projects, multiple users, and
multiple projects.
ANSWER: Midrange
POINTS: 1
REFERENCES: p.36
90. High-end tools in project management software have enterprise and functions that summarize
and combine individual project information to provide an enterprise view of all projects.
ANSWER: portfolio management
POINTS: 1
REFERENCES: p.36
91. High-end tools are generally licensed on a(n) basis.
ANSWER: per-user
POINTS: 1
REFERENCES: p.36
Essay
92. Describe the triple constraint. What are the three components and what is the relationship between
them?
ANSWER: Every project is constrained in different ways by its scope, time, and cost
goals. These limitations are sometimes referred to in project management as
the triple constraint. To create a successful project, a project manager must

34
Page 34 of 416
consider scope, time, and cost and balance these three often-competing goals.
He or she must consider the following:
Scope: This goal involves questions such as, “What work will be done as part
of the project? What unique product, service, or result does the customer or
sponsor expect from the project? How will the scope be verified?”
Time: This goal encompasses questions such as, “How long should it take to
complete the project? What is the project’s schedule? How will the team track
actual schedule performance? Who can approve changes to the schedule?”
Cost: This goals deals with questions such as, “What should it cost to
complete the project? What is the project’s budget? How will costs be
tracked? Who can authorize changes to the budget?”
Managing the triple constraint involves making trade-offs between scope, time,
and cost goals for a project. Experienced project managers know that they
must decide which aspect of the triple constraint is most important. If time is
most important, one must change the initial scope and/or cost goals to meet
the schedule. If scope goals are most important, one may need to adjust time
and/or cost goals.
POINTS: 1
REFERENCES: p. 7-9
93. List and describe each of the ten project management knowledge areas.
ANSWER: Project management knowledge areas describe the key competencies that
project managers
must develop. These are as follows:
(1) Project scope management involves defining and managing all the work
required to complete the project successfully.
(2) Project time management includes estimating how long it will take to
complete the work, developing an acceptable project schedule, and ensuring
timely completion of the project.
(3) Project cost management consists of preparing and managing the budget
for the project.
(4) Project quality management ensures that the project will satisfy the stated or
implied needs for which it was undertaken.

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35
(5) Project human resource management is concerned with making effective
use of the people involved with the project.
(6) Project communications management involves generating, collecting,
disseminating, and storing project information.
(7) Project risk management includes identifying, analyzing, and responding to
risks related to the project.
(8) Project procurement management involves acquiring or procuring goods
and services for a project from outside the performing organization.
(9) Project stakeholder management includes identifying and analyzing
stakeholder needs while managing and controlling their engagement
throughout the life of the project.
(10) Project integration management is an overarching function that affects
and is affected by all of the other knowledge areas.
POINTS: 1
REFERENCES: p.11-12
94. What are some of the qualities of a good project manager? Explain.
ANSWER: Project managers often take on the role of both leader and manager. Good
project managers know that people make or break projects, so they must set a
good example to lead their team to success. They are aware of the greater needs
of their stakeholders and organizations, so they are visionary in guiding their
current projects and in suggesting future ones. Companies that excel in project
management grow project “leaders,” emphasizing development of business and
communication skills. Yet good project managers must also focus on getting
the job done by paying attention to the details and daily operations of each
task. The best project managers have leadership and management
characteristics; they are visionary yet focused on the bottom line. Above all
else, good project managers focus on achieving positive results.
POINTS: 1
REFERENCES: p.26-27

36
Page 36 of 416
95. Discuss the PMP certification. What are the advantages of obtaining PMP certification?
ANSWER: The Project Management Institute (PMI) provides certification as a Project
Management Professional (PMP)—someone who has documented sufficient
project experience and education, agreed to follow the PMI code of
professional conduct, and demonstrated knowledge of the field of project
management by passing a comprehensive examination.
Organizations that support PMP certification see the value of investing in
programs to improve their employees’ knowledge in project management.
Many employers today require specific certifications to ensure their workers
have current skills, and job seekers find that they often have an advantage
when they earn and maintain marketable certifications.
Passing the PMP exam is becoming a standard for project managers. Project
management certification is also enabling professionals in the field to share a
common base of knowledge. Sharing a common base of knowledge is
important because it helps advance the theory and practice of project
management. PMI also offers additional certifications, including agile
techniques, scheduling, risk,
and program management.
POINTS: 1
REFERENCES: p.33
96. Discuss the PMI Code of Ethics and Professional Conduct.
ANSWER: PMI approved a new Code of Ethics and Professional Conduct that took
effect in January 2007. This code applies not only to PMPs, but to all PMI
members and individuals who hold a PMI certification, apply for a PMI
certification, or serve PMI in a volunteer capacity. It is vital for project
management practitioners to conduct their work in an ethical manner. Even if
one is not affiliated with PMI, these guidelines can help one conduct their
work in an ethical manner, which helps the profession earn the confidence of
the public, employers, employees, and all project stakeholders. The PMI Code
of Ethics and Professional Conduct includes short chapters addressing vision
and applicability, responsibility, respect, fairness, and honestly.
POINTS: 1
REFERENCES: p.34

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37
True / False
1. Project managers should lead projects in isolation in order to truly serve the needs of the organization.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Even though projects are temporary and intended to provide a
unique product or service, you cannot run projects in isolation. If project
managers lead projects in isolation, it is unlikely that they will ever truly
serve the needs of the organization.
POINTS: 1
REFERENCES: p.45
TOPICS: A Systems View of Project Management
2. Using a systems approach is critical to successful project management.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p. 45
3. Systems analysis addresses the business, technological, and organizational issues associated with
creating, maintaining, and modifying a system.
a. True
b. False

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38
ANSWER: False
RATIONALE: Feedback: Systems management addresses the business, technological, and
organizational issues associated with creating, maintaining,and modifying a
system.
POINTS: 1
REFERENCES: p. 45
4. Project managers and their teams must keep in mind the effects of any project on the interests and
needs of the entire system or organization instead of focusing on the immediate concerns of the project.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Although it is easier to focus on the immediate and sometimes
narrow concerns of a particular project, project managers and other staff must
keep in mind the effects of any project on the interests and needs of the entire
system or organization.
POINTS: 1
REFERENCES: p.46
5. When you separate business and organizational issues from project management planning, you do a
better job of ensuring project success.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: When you integrate business and organizational issues into project
management planning and look at projects as a series of interrelated phases,
you do a better job of ensuring project success.
POINTS: 1
REFERENCES: p.47

39
Page 39 of 416
6. According to the symbolic frame, the most important aspect of any event in an organization is not what
actually happened, but what it means.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: The symbolic frame focuses on symbols and meanings. In this frame, the
most important aspect of any event in an organization is not what actually happened,
but what it means.
POINTS: 1
REFERENCES: p.48
TOPICS: Understanding Organizations
7. Most colleges and universities have very strong functional organizations.
a. True
b. False
ANSWER: True
POINTS: 1
REFERENCES: p.49
8. An organization that uses a project organizational structure earns their revenue primarily from
performing projects for other groups under contract.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: A project organizational structure is hierarchical, but instead of functional
managers or vice presidents reporting to the CEO, program managers report to the
CEO. Their staffs have a variety of skills needed to complete the projects within their
programs. An organization that uses this structure earns its revenue primarily from
performing projects for other groups under contract.
POINTS: 1

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40
REFERENCES: p.50
9. Project managers in matrix organizations have staff from various functional areas working on their
projects.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Project managers in matrix organizations have staff from various
functional areas working on their projects.
POINTS: 1
REFERENCES: p. 50
10. The project organizational structure is the most efficient choice for most IT projects.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: The project organizational structure is often inefficient for the
company as a whole. Assigning full-time staff to a project often creates
under-utilization and misallocation of staff resources.
POINTS: 1
REFERENCES: p. 51
11. Most people believe that the underlying causes of many companies’ problems can be traced to its
organizational structure.
a. True
b. False

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41
ANSWER: False
RATIONALE: Feedback: Organizational culture is very powerful, and many people believe the
underlying causes of many companies’ problems are not in the organizational
structure or staff; they are in the culture.
POINTS: 1
REFERENCES: p.51
12. The same organization can have different subcultures.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: It is also important to note that the same organization can have different
subcultures. The IT department may have a different organizational culture than the
finance department, for example.
POINTS: 1
REFERENCES: p.51
13. An organizational culture with strong unit integration makes the project manager's job more difficult
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Most project managers strive for strong unit integration to deliver a
successful product, service, or result. An organizational culture with strong unit
integration makes the project manager's job easier.
POINTS: 1
DIFFICULTY: Easy
REFERENCES: p.51
NATIONAL STANDARDS: United States - BUSPROG - Technology

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42
14. Project work is most successful in an organizational culture where activities are organized around
individuals.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: Project work is most successful in organizations in which work
activities are organized around groups or teams, rather than individuals. An
organizational culture that emphasizes group work is best for managing
projects.
POINTS: 1
REFERENCES: p.52
15. Internal stakeholders include groups affected by the project such as government officials or concerned
citizens.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: External project stakeholders include the project’s customers (if
they are external to the organization), competitors, suppliers, and other
external groups potentially involved in the project or affected by it, such as
government officials or concerned citizens.
POINTS: 1
REFERENCES: p.52
TOPICS: Focusing on Stakeholder Needs
16. Project managers must take adequate time to identify, understand, and manage relationships with all
project stakeholders.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Because the purpose of project management is to meet project
requirements and satisfy stakeholders, it is critical that project managers take

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43
adequate time to identify, understand, and manage relationships with all
project stakeholders.
POINTS: 1
REFERENCES: p.52
17. The best way to sustain a project is to withhold the required money, human resources, and visibility for
the project.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: The best way to kill a project is to withhold the required money,
human resources, and visibility.
POINTS: 1
REFERENCES: p.54
18. Project managers must have cooperation from people in other parts of the organization.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Project managers must have cooperation from people in other parts
of the organization. If certain functional managers are not responding to
project managers’ requests for necessary information, top management must
step in to encourage the functional managers to cooperate.
POINTS: 1
REFERENCES: p.54

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44
19. Standards and guidelines to follow when performing project management must be devised by top
management.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: The content of a project management plan and instructions for
providing status information might seem like common sense to senior
managers, but many new IT project managers have never created plans or
created a nontechnical status report. Top management must support the
development of these standards and guidelines, and encourage or even
enforce their use.
POINTS: 1
REFERENCES: p.56
20. It is much more expensive to make major changes to a project during the earlier phases.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: In early phases of a project life cycle, resource needs are usually lowest and
the level of uncertainty is highest. It is much more expensive to make major changes
to a project during latter phases.
POINTS: 1
REFERENCES: p. 57
TOPICS: Project Phases and the Project Life Cycle
21. The last phase of the traditional project life cycle is the implementation phase.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: The last phase of the traditional project life cycle is the close-out phase.In it,
all of the work is completed, and customers should accept the entire project.
POINTS: 1

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45
REFERENCES: p.59
22. The Adaptive Software Development (ASD) life cycle model assumes that software development
follows an adaptive approach because the requirements cannot be clearly expressed early in the life cycle.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: The adaptive software development (ASD) life cycle model assumes that
software development follows an adaptive approach because the requirements cannot
be clearly expressed early in the life cycle.
POINTS: 1
REFERENCES: p.61
23. An organization usually commits more money as a project continues, therefore a management review
should occur after each phase to evaluate progress, potential success, and continued compatibility with
organizational goals.
a. True
b. False
ANSWER: True
RATIONALE: Feedback: Because the organization usually commits more money as a project
continues, a management review should occur after each phase to evaluate progress,
potential success, and continued compatibility with organizational goals.
POINTS: 1
REFERENCES: p.62
24. The nature of hardware development projects is more diverse than software-oriented projects.
a. True
b. False

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46
ANSWER: False
RATIONALE: Feedback: The nature of software development projects is even more diverse than
hardware-oriented projects. A software development project might include creating a
simple, stand-alone Microsoft Excel or Access application, or a sophisticated, global e-
commerce system that uses state-of-the-art programming languages and runs on
multiple platforms.
POINTS: 1
REFERENCES: p.64
TOPICS: The Context of Information Technology Projects
25. The team members of a virtual team are all of the same nationality.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: A virtual team is a group of people who work together despite time and
space boundaries using communication technologies. Team members might all work
for the same company in the same country, or they might include employees as well as
independent consultants, suppliers, or even volunteers providing their expertise from
around the globe.
POINTS: 1
REFERENCES: p.67
TOPICS: Recent Trends Affecting Information Technology Project Management
26. Leadership style has no impact on the success of virtual teams.
a. True
b. False
ANSWER: False
RATIONALE: Feedback: The project manager’s leadership style affects all teams, especially virtual
ones.
POINTS: 1
REFERENCES: p.68

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TOPICS: Recent Trends Affecting Information Technology Project Management
Multiple Choice
27. Projects must operate in a broad organizational environment, and project managers need to consider
projects within the greater organizational context. describes this holistic view of carrying out
projects within the context of the organization.
a. Linear analysis b. Systems thinking
c. Reductionism d. The silo approach
ANSWER: b
RATIONALE: Feedback: To handle complex situations effectively, project managers need to take a
holistic view of a project and understand how it relates to the larger organization.
Systems thinking describes this holistic view of carrying out projects within the context
of the organization.
POINTS: 1
REFERENCES: p.45
28. refers to a problem-solving approach that requires defining the scope of a system, dividing it
into its components, and then identifying and evaluating its problems, opportunities, constraints, and
needs.
a. Linear programming b. Independent component analysis
c. Principal component analysis d. Systems analysis
ANSWER: d
RATIONALE: Feedback: Systems analysis is a problem-solving approach that requires defining the
scope of the system, dividing it into components, and then identifying and evaluating its
problems, opportunities, constraints, and needs.
POINTS: 1
REFERENCES: p.45
29. The perspective of an organization focuses on different groups’ roles and responsibilities in
order to meet the goals and policies set by top management.

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48
a. structural frame b. human resources frame
c. political frame d. symbolic frame
ANSWER: a
RATIONALE: Feedback: The structural frame deals with how the organization is structured
(usually depicted in an organizational chart) and focuses on different groups’ roles
and responsibilities to meet the goals and policies set by top management. This
frame is very rational and focuses on coordination and control.
POINTS: 1
REFERENCES: p.47
30. The frame of an organization focuses on providing harmony between the needs of the
organization and the needs of people.
a. structural b. human resources
c. political d. symbolic
ANSWER: b
RATIONALE: Feedback: The human resources (HR) frame focuses on producing harmony between
the needs of the organization and the needs of people. It recognizes that mismatches
can occur between the needs of the organization and those of individuals and groups,
and works to resolve any potential problems.
POINTS: 1
REFERENCES: p.47
31. The symbolic perspective of an organization:
a. focuses on different groups’ roles and
responsibilities to meet the goals and policies set by top management.
b. views the organization as coalitions composed of varied individuals and interest groups.
c. focuses on providing harmony between the needs of the organization and the needs of people.
d. focuses on the meanings of the culture, language, traditions, and image of the organization.
ANSWER: d
RATIONALE: Feedback: The symbolic frame focuses on symbols and meanings. In this
frame, the most important aspect of any event in an organization is not what
actually happened, but what it means.

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POINTS: 1
REFERENCES: p.48
32. The perspective on organizations assumes that organizations are coalitions composed of varied
individuals and interest groups.
a. political frame b. symbolic frame
c. structural frame d. human resources frame
ANSWER: a
RATIONALE: Feedback: The political frame addresses organizational and personal politics. Politics in
organizations take the form of competition among groups or individuals for power and
leadership. The political frame assumes that organizations are coalitions composed of
varied individuals and interest groups.
POINTS: 1
REFERENCES: p.48
33. Grey’s Infotech sells customized hardware and software solutions for businesses. The salespeople for
Grey’s have a strict dress code when meeting clients. They are required to wear dark business suits, in order
to convey the company’s dedication to quality. The meaning conveyed to the clients’ through the
salespeople’s clothing is part of the frame of the organization.
a. political b. symbolic
c. structural d. human resources
ANSWER: b
RATIONALE: Feedback: The symbolic frame focuses on symbols and meanings. In this frame, the
most important aspect of any event in an organization is not what actually happened,
but what it means. The symbolic frame also relates to the company’s culture. How do
people dress? How many hours do they work? How do they run meetings?
POINTS: 1
REFERENCES: p.48

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