CPM650 ICT Project Management Assignment 3 Q

CPM650 ICT PROJECT MANAGEMENT
Assignment 3 Dec 2009


1. The process of authorizing a new or continuing an existing project.


2. An ongoing process that defines the mission, objectives, and strategies of an organization.


3. A statement that makes it clear what business a company is in.


4. A series of statements that express an organization's qualitative and quantitative goals for reaching a desired future position.


5. The method by which an organization attempts to achieve its mission and objectives.


6. An orderly means of assessing the information needs of an organization and defining the systems, databases, and technologies that will best satisfy those needs.


7. A form used in most organizations to request new development, to report problems, or to request new features within an existing system.


8. A generic information systems planning methodology that attempts to gain a broad understanding of the information system needs of the entire organization.


9. A generic information systems planning methodology that identifies and defines information systems development projects based upon solving operational business problems or taking advantage of some business opportunities.


10. The justification that presents the economic, technical, operational, schedule, legal and contractual, and political factors influencing a proposed information systems project.


11. A comparison of the financial benefits and costs associated with a development project.


12. A benefit that can be measured in dollars and with certainty.


13. A benefit that cannot be easily measured in dollars or with certainty.


14. A cost that can be measured in dollars and with certainty.


15. A cost that cannot be easily measured in terms of dollars or with certainty.


16. A cost associated with project start-up and development or system start-up.


17. A cost resulting from the ongoing evolution and use of a system.


18. The use of a variety of analysis techniques for determining the financial feasibility of a project.


19. The rate of return used to compute the present value of future cash flows.


20. The current value of a future cash flow.


21. A type of cost-benefit analysis to identify when (if ever) benefits equal costs.


22. An assessment of the development organization's ability to construct a proposed system.


23. The degree to which a proposed system solves business problems or takes advantage of business opportunities.


24. The degree to which the potential time frame and completion dates for all major activities within a project meet organizational deadlines and constraints for affecting change.


25. An evaluation of how key stakeholders within the organization view the proposed system.


26. The process of analyzing an organization's activities to determine where value is added to products and/or services and the costs incurred for doing so.


27. A project selection method that uses a weighted scoring method for a variety of criteria to contrast alternative projects or system features.


28. A short document prepared for the customer during project initiation that describes what the project will deliver and outlines generally at a high level all work required to complete the project.


29. The process of progressively elaborating and documenting the project work plan in order to effectively manage a project.


30. An online or hard-copy repository for all project correspondence, inputs, outputs, deliverables, procedures, and standards established by the project team.


31. A document prepared for the customer that describes what the project will deliver and outlines generally at a high level all work required to complete the project.


32. A major outcome and deliverable from the project scope definition process that contains the best estimate of a project's scope, benefits, costs, risks, and resource requirements.


33. The process of subdividing the major project deliverables – as identified in the project scope statement – into smaller, more manageable activities in order to make more accurate cost, task duration, and resource estimates.


34. The process of obtaining formal acceptance from the project stakeholders of a project’s scope.


35. A formal process for assuring that only agreed-upon changes are made to the project’s scope


36. A progressive, uncontrolled increase in project scope.


37. The process of defining project activities, determining their sequence, and estimating their duration.

38. The reiteration of the processes of activity definition, sequencing, and duration estimation as part of schedule development.


39. The process of subdividing tasks to make them more easily manageable.


40. The output from the process of dividing a product into its individual components.


41. The output that results from the process of dividing the entire project into manageable tasks (usually presented as a hierarchical chart or in tabular form).


42. A document that accompanies the WBS and provides additional information about the individual components of the WBS.


43. A document containing the WBS and the WBS dictionary; which specifies the deliverables and components of a project and serves to measure any deviations from that baseline during project execution.


44. The time required by one task before another task can begin.


45. The process of identifying and defining activities that must be performed to produce project deliverables.


46. Small components used to plan, schedule, execute, monitor, and control the project.


47. The process of developing a network diagram and updating the activity list from the activity definition phase.


48. A schematic display that illustrates the various tasks in a project as well as the sequential relationship among those tasks.


49. The time delay between the completion of one task and the start of the successor.


50. A network diagramming technique that uses boxes and rectangles connected by arrows to represent activities and their precedence relationships.


51. A network diagram consisting of arrows to represent activities and their precedence relationships, and nodes to represent project milestones.


52. A template developed from previous projects used to shorten the development time of network diagrams.


53. The relationship of activities that cannot be performed in parallel.


54. The relationship of activities based on the preferences of project managers; often based on best-practices procedures.


55. The relationship of project activities and external events such as the delivery of project components.


56. Important dates with a project schedule that are meaningful in terms of the completion of specific sets of project events.


57. A bar chart that employs timelines and other types of symbols to illustrate the project schedule, where activity names are listed on the vertical, and durations on the horizontal axis.


58. An activity of zero duration that is used to show a logical relationship or dependency in a network diagram.


59. __________ is a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date.


60. Which of the following is not a best practice that can help in avoiding scope problems on IT projects?