A program is defined as which of the following
Group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually
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| Term | Definition |
|---|---|
| A program is defined as which of the following | Group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually |
| Project portfolio management focuses on which of the following | Selecting and managing projects strategically to support organizational goals |
| Which of the following helps projects succeed the most according to project management research | User involvement |
| Progressive elaboration means which of the following | Project details become clearer and more defined over time |
| Organizational culture mainly affects which of the following | Project success |
| In project management, a champion is best described as which of the following | A senior manager who actively supports and promotes the project |
| Phase exits, also called kill points or management reviews, are used for which purpose | To evaluate progress and decide whether a project should continue to the next phase |
| Which of the following is a common disadvantage of virtual teams | Communication problems among team members |
| Which of the following is an output of the closing process group | Project files and lessons learned documentation |
| What is the main purpose of a project kick-off meeting | To introduce stakeholders, review project goals, and discuss future plans |
| Monitoring and controlling processes include which of the following activities | Measuring and tracking project performance |
| Agile project management primarily delivers work using which approach | Iterations or incremental deliveries |
| Project integration management refers to which of the following | Coordinating all project management knowledge areas throughout the project life cycle |
| Return on investment compares which two factors | Project benefits and project costs |
| The payback period measures which of the following | The amount of time required to recover the initial investment in a project |
| A weighted scoring model is primarily used for which purpose | Selecting and prioritizing projects |
| In project management, a baseline is defined as which of the following | The approved project management plan plus approved changes |
| A requirements traceability matrix is used to ensure which of the following | That all project requirements are addressed and tracked |
| A work breakdown structure is best described as which of the following | A deliverable-oriented grouping of the work involved in a project |
| Decomposition in project management refers to which activity | Breaking project deliverables into smaller, more manageable components |
| The scope baseline typically includes which of the following | The project scope statement, the work breakdown structure, and the WBS dictionary |
| Scope validation is the process of which of the following | Formal acceptance of completed project deliverables by stakeholders or customers |
| The primary goal of scope control is which of the following | Managing changes to project scope according to established procedures |
| Scope creep most commonly occurs because of which factor | Poorly defined or changing project requirements |
| In Scrum, the product backlog is best described as which of the following | A prioritized list of features or requirements for the product |
| A typical Scrum sprint usually lasts how long | Two to four weeks |
| The ScrumMaster’s main responsibility is which of the following | Facilitating the team and removing obstacles that prevent progress |
| A burndown chart is used to display which information | The amount of work remaining over time in a sprint |
| Integrated change control refers to which process | Evaluating, approving, and managing changes across the project |
| In the project life cycle, the highest level of risk and uncertainty occurs during which phase | The early phase of the project |
| A project’s stakeholders consist of customers, users, suppliers, sponsors, the project team, and others involved in or affected by project activities. True | |
| Project scope management involves defining and managing all the work required to complete the project successfully. Scope management | |
| The critical path is the longest path through a network diagram that determines what | The earliest completion date of a project |
| Good project managers assume that their definition of success is the same as the sponsors’ definition of success. False | |
| An important tool for project scope management is which of the following | Work breakdown structure |
| Projects differ from operations because projects end when their objectives have been reached or the project has been terminated. True | |
| Strategic goals are generally long-term in nature whereas tactical goals are what | Short-term and more specific |
| It is mandatory for project managers working on large information technology projects to be experts in the field of information technology. False | |
| A project manager’s primary role is to provide funding for a project. False | |
| A Gantt chart is a standard format for displaying project schedule information by listing project activities and their start and finish dates in what format | Calendar format |
| A preliminary or rough cost estimate is developed in which phase of the project life cycle | Concept phase |
| A deliverable refers to what | A product or service produced as part of a project |
| According to the symbolic frame, the most important aspect of any event in an organization is not what actually happened, but what it means. True | |
| An organization that uses a project organizational structure earns its revenue primarily from performing projects for other groups under contract. True | |
| The meaning conveyed through company dress code belongs to which organizational frame | Symbolic frame |
| In a functional organizational structure, who reports directly to the chief executive officer | Functional managers or vice presidents of departments |
| In a matrix organizational structure, personnel often report to whom | Both a functional manager and one or more project managers |
| In a project organizational structure, program managers report to whom | The chief executive officer |
| In organizational culture, control refers to what | The degree to which rules, policies, and supervision are used to oversee employee behavior |
| Means-end orientation refers to what | The degree to which management focuses on outcomes rather than processes |
| In Scrum, a team contract is usually not necessary because why | Teams are self-directed and manage their own work |
| Developing a project management plan occurs within which knowledge area | Project integration management |
| During which process group does an organization recognize that a new project exists and complete a project charter | Initiating |
| Decisions and actions taken in one project management knowledge area often affect other knowledge areas. True | |
| A burndown chart is an important Scrum artifact used to display what | Progress and remaining work during a sprint |
| Agile methods consist of a single linear workflow with fixed requirements. False | |
| Acquiring and developing the project team, performing quality assurance, and managing stakeholder expectations are examples of which process group | Executing |
| An organization’s strategic plan expresses the vision, mission, goals, objectives, and strategies of the organization. True | |
| Enterprise environmental factors are considered an output of which knowledge area when related to team development and environment | Project human resource management |
| Reporting performance so stakeholders can identify needed changes belongs to which process group | Monitoring and controlling |
| A SWOT analysis cannot be performed using mind mapping techniques. False | |
| Organizations should consider only projects with a negative net present value when financial value is a key criterion. False | |
| A project management plan is used to do what | Coordinate all project planning documents and guide execution and control |
| A project charter authorizes the project manager to use organizational resources to complete the project. True | |
| Revising processes in response to problems or complaints is an example of what | Corrective action |
| Internal rate of return is the discount rate that results in what net present value | Zero |
| Which document formally recognizes the existence of a project and provides direction on objectives and management | Project charter |
| An annual discount factor is defined as what | A multiplier for each year based on the discount rate and year |
| A Gantt chart is the same as a project management plan. False | |
| A formal documented process describing how project documents may be modified is called what | Change control system |
| The triple constraint of project management includes which three factors | Scope time and cost |
| A project is defined as what | A temporary endeavor undertaken to create a unique product service or result |
| The project sponsor is primarily responsible for what | Providing direction and funding for the project |
| Systems thinking requires project managers to do what | View projects within the broader organizational context |
| A matrix organizational structure is best described as what | A structure where personnel report to multiple managers |
| How many project management process groups are defined in standard project management practice | Five |
| Which process group typically consumes the most time and resources | Executing |
| Which document is created to formally start a project and communicate high-level objectives | Project charter |
| When financial value is a key criterion, projects should generally have what net present value | Positive net present value |
| Scope creep refers to what | Uncontrolled changes or additions to project scope |
| The lowest level of the work breakdown structure is called what | Work package |
| Scope validation involves what activity | Formal acceptance of deliverables |
| Strategic planning involves determining what | Long-term objectives and future project needs |
| Net present value analysis calculates what | Expected monetary gain or loss discounted to the present |
| Return on investment is calculated by comparing what | Total benefits and total costs |
| Payback analysis determines what | How long it takes to recover the initial investment |
| A balanced scorecard is used to do what | Evaluate projects across multiple strategic dimensions |
| The project management plan contains what type of information | Work schedule budget processes and organization details |
| Directing and managing project work involves doing what | Carrying out the project management plan |
| Monitoring project work involves doing what | Collecting measuring and reporting performance information |
| Integrated change control ensures what | Changes are identified evaluated approved and managed |
| Closing a project or phase involves what | Finalizing all activities and documenting lessons learned |
| Requirements elicitation refers to what | Gathering stakeholder needs and expectations |
| Benchmarking in requirements collection means what | Comparing practices with other projects or organizations |
| A WBS dictionary provides what | Detailed descriptions of each WBS element |
| Scope baseline is used for what | Measuring and controlling scope performance |
| Variance in project management refers to what | The difference between planned and actual performance |
| Customer inspection and sign-off are common methods of what | Scope validation |
| Off-the-shelf hardware and software are recommended because why | They reduce cost risk and complexity |
| A project should pass through management reviews after each phase for what purpose | To evaluate progress and ensure alignment with organizational goals |