Business of IT - Project Management (D324)
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Free Business of IT - Project Management (D324) Questions
What is the preferred order for performing testing on IT projects?
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unit testing, testing integration testing, system testing, user acceptance
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unit testing, system testing, integration testing, user acceptance testing
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unit testing, system testing, user acceptance testing, integration testing
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unit testing, integration testing, user acceptance testing, system testing
Explanation
Correct Answer
a. unit testing, integration testing, system testing, user acceptance
Explanation
The preferred order of testing on IT projects follows a logical progression:
Unit testing is conducted first, focusing on testing individual components or functions to ensure they work correctly in isolation.
Integration testing is next, verifying that the individual components work together as expected when combined.
System testing checks the entire system as a whole, making sure it meets the overall requirements and functions as intended.
User acceptance testing (UAT) is the final phase, where the users test the system to confirm it meets their needs and requirements.
Why other options are wrong
b. unit testing, system testing, integration testing, user acceptance testing - System testing should come after integration testing, as integration ensures that components work together before testing the whole system.
c. unit testing, system testing, user acceptance testing, integration testing - Integration testing should be performed before system and UAT testing to ensure that components are working together before the full system is tested or accepted by the user.
d. unit testing, integration testing, user acceptance testing, system testing - User acceptance testing comes after system testing to ensure the system works as intended before getting feedback from users.
______ ensures that the descriptions of the project's products are correct and complete.
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Configuration management
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Integrated change control
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Integration management
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A change control board
Explanation
Correct Answer
A. Configuration management
Explanation
Configuration management is a process that ensures that the descriptions of the project's products (deliverables) are correct and complete. It involves managing and controlling changes to project documents, deliverables, and other items that are part of the project's scope. This process ensures that any changes are made systematically and that the project’s products are clearly defined and properly controlled.
Why other options are wrong
B. Integrated change control
Integrated change control is a process that evaluates and manages changes to the project’s scope, schedule, and resources. While it plays a role in managing changes, it does not directly focus on ensuring that the descriptions of the project's products are correct and complete, which is the focus of configuration management.
C. Integration management
Integration management is the process of aligning and coordinating various project elements, but it does not specifically ensure the correctness and completeness of product descriptions. It involves processes like project planning, execution, and controlling, integrating all aspects of the project, rather than specifically managing product descriptions.
D. A change control board
A change control board (CCB) is a group responsible for reviewing and approving changes to the project. While the CCB helps manage changes, it does not directly ensure the correctness and completeness of product descriptions. That responsibility falls under configuration management.
If a project is halfway completed, its schedule performance index is 110 percent, and its cost performance index is 95 percent, how is it progressing?
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It is ahead of schedule and under budget.
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It is ahead of schedule and over budget.
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It is behind schedule and under budget.
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It is behind schedule and over budget.
Explanation
Correct Answer
b. It is ahead of schedule and over budget.
Explanation
Schedule Performance Index (SPI) = EV / PV. An SPI greater than 1 means the project is ahead of schedule, so 110 percent means the project is progressing ahead of schedule.
Cost Performance Index (CPI) = EV / AC. A CPI less than 1 means the project is over budget, so 95 percent means the project is over budget.
Why other options are wrong
a. It is ahead of schedule and under budget. - The CPI is less than 1, indicating the project is over budget, not under budget.
c. It is behind schedule and under budget. - The SPI is greater than 1, indicating the project is ahead of schedule, not behind.
d. It is behind schedule and over budget. - The SPI is greater than 1, indicating the project is ahead of schedule, not behind.
_____ involves measuring progress toward project objectives and taking corrective actions.
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Initiating
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Planning
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Executing
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Monitoring and controlling
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Closing
Explanation
Correct Answer
D. Monitoring and controlling
Explanation
Monitoring and controlling involves tracking the progress of the project to ensure it is on track to meet its objectives. This phase includes measuring performance, identifying any deviations from the plan, and implementing corrective actions to bring the project back on track. It is an ongoing process throughout the project lifecycle.
Why other options are wrong
A. Initiating
Initiating is the first phase of the project management lifecycle and involves defining the project and obtaining authorization to start. It does not involve measuring progress or taking corrective actions.
B. Planning
Planning involves developing the project management plan, setting goals, defining tasks, and creating schedules. While planning sets the foundation, it does not focus on measuring progress or taking corrective actions.
C. Executing
Executing involves performing the tasks outlined in the project plan to achieve project goals. While some progress is made during this phase, it is not primarily focused on measuring and controlling progress.
E. Closing
Closing involves finalizing all activities and closing the project once objectives have been achieved. It is not focused on measuring progress or taking corrective actions during the project lifecycle.
Which of the following is not an output of the project cost management process called estimating costs, according to the PMBOK® Guide?
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activity cost estimates
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a cost baseline
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basis of estimates
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project documents updates
Explanation
Correct Answer
B. a cost baseline
Explanation
The cost baseline is not an output of the estimating costs process but is part of the subsequent process of determining the budget. The estimating costs process results in the activity cost estimates, basis of estimates, and updates to project documents. The cost baseline is developed later during the budgeting phase, where costs are aggregated to create an authorized version of the project budget.
Why other options are wrong
A. activity cost estimates
Activity cost estimates are a direct output of the estimating costs process. These estimates represent the expected costs for individual project activities and are a critical part of developing the overall project budget.
C. basis of estimates
The basis of estimates provides the rationale behind the cost estimates, including assumptions, constraints, and the methods used to estimate the costs. It is a key output of the estimating costs process and helps clarify how the estimates were derived.
D. project documents updates
Updates to project documents, such as the risk register, scope document, and other related documents, are also outputs of the estimating costs process, as the cost estimates can influence various aspects of the project plan.
If the actual cost for a WBS item is $1,500 and its earned value is $2,000, what is its cost variance, and is it under or over budget?
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The cost variance is $500, which is over budget.
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The cost variance is $500, which is under budget.
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The cost variance is $500, which is over budget.
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The cost variance is $500, which is under budget.
Explanation
Correct Answer
b. The cost variance is $500, which is under budget.
Explanation
Cost variance (CV) is calculated by subtracting the actual cost (AC) from the earned value (EV).
CV = EV - AC
CV = $2,000 - $1,500
CV = $500
A positive cost variance indicates the project is under budget.
Why other options are wrong
a. The cost variance is $500, which is over budget. - This is incorrect because the positive cost variance indicates the project is under budget, not over budget.
c. The cost variance is $500, which is over budget. - This is incorrect because a positive cost variance indicates the project is under budget.
d. The cost variance is $500, which is under budget. - This answer is wrong as it repeats the right explanation for the cost variance but incorrectly associates the budget status.
Which risk identification tool involves deriving a consensus among a panel of experts by using anonymous input regarding future events?
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risk breakdown structure
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brainstorming
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interviewing
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Delphi technique
Explanation
Correct Answer
D. Delphi technique
Explanation
The Delphi technique is a method for gathering opinions and reaching consensus among a group of experts, typically through multiple rounds of anonymous surveys or questionnaires.
Why other options are wrong
A. risk breakdown structure
A risk breakdown structure is a hierarchical representation of risks, not a tool for gathering expert opinions or consensus.
B. brainstorming
Brainstorming is a group activity used to generate ideas, but it does not involve anonymous input or a panel of experts.
C. interviewing
Interviewing involves direct interaction with individuals to gather their perspectives, but it is not an anonymous process and does not involve multiple rounds of feedback like the Delphi technique.
Which of the following is not a typical reason that project teams would use a predictive approach versus an agile approach to managing a project?
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The project has unclear up-front requirements.
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The project team is inexperienced and dispersed.
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Large risks are involved.
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The completion date is fairly rigid.
Explanation
Correct Answer
A. The project has unclear up-front requirements.
Explanation
A predictive approach is typically used when project requirements are well-defined and stable, allowing for a clear and detailed project plan. If requirements are unclear up-front, an agile approach, which allows for flexibility and iterative changes, would be more appropriate.
Why other options are wrong
B. The project team is inexperienced and dispersed.
While the experience of the team may affect the choice of approach, a predictive approach can still be used, especially if the project scope is clear. However, agile may be a better fit for distributed teams due to its emphasis on collaboration and adaptability.
C. Large risks are involved.
Predictive approaches may be more suited to managing large risks by creating detailed risk management plans in advance. However, agile approaches also focus on continuous feedback, which helps in mitigating risks through iterations.
D. The completion date is fairly rigid.
A predictive approach is typically preferred when the project has a strict timeline, as it provides a clear path for scheduling and deadlines. Agile approaches, being flexible, may not offer the same level of certainty regarding completion dates.
Which of the following is not a tool or technique for managing project teams?
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Observation and conversation
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Project performance appraisals
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Conflict management
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Social Styles Profile
Explanation
Correct Answer
D. Social Styles Profile
Explanation
The Social Styles Profile is a tool used for understanding interpersonal behavior and communication preferences. While it can be useful for improving team dynamics and communication, it is not specifically categorized as a tool or technique for managing project teams in project management frameworks. The other options, such as observation and conversation, project performance appraisals, and conflict management, are directly related to managing and leading project teams.
Why other options are wrong
A. Observation and conversation
Observation and conversation are essential techniques in project team management, as they help project managers assess team members’ performance, understand issues, and provide support.
B. Project performance appraisals
Project performance appraisals are a critical tool for evaluating individual team members' contributions and identifying areas for improvement. This technique helps manage and develop the team throughout the project.
C. Conflict management
Conflict management is a vital technique for project managers to address and resolve disagreements or tensions within a team. Properly handling conflicts is crucial for maintaining team cohesion and project success.
_______ involves allocating the project cost estimate to individual material resources or work items over time.
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Reserve analysis
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Life cycle costing
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Project cost budgeting
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Earned value analysis
Explanation
Correct Answer
c. Project cost budgeting
Explanation
Project cost budgeting involves assigning cost estimates to specific work items or resources, typically over time, to track project expenses. It is essential for understanding and managing project costs throughout its life cycle.
Why other options are wrong
a. Reserve analysis - Reserve analysis is used to determine the amount of contingency or management reserves required to address potential risks, not to allocate costs to work items.
b. Life cycle costing - Life cycle costing evaluates the total cost of ownership or operation of a project or asset over its entire life cycle, not just the allocation of project costs over time.
d. Earned value analysis - Earned value analysis is a technique used to track project performance against the plan, measuring cost and schedule performance, but it does not directly allocate cost estimates to work items over time.
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ITEC 2109 D324: Business of IT - Project Management
What is Project Management?
Project management refers to the process of planning, executing, and overseeing a project to achieve specific objectives within a defined scope, timeframe, and budget. In IT, project management is essential for delivering technology solutions, such as software development, network infrastructure, and hardware installations, efficiently and successfully.
Key Project Management Terminology:
- Project: A temporary endeavor undertaken to create a unique product, service, or result.
- Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
- Stakeholders: Individuals or organizations that are actively involved in the project or whose interests may be affected by the project.
- Deliverables: The tangible or intangible outcomes of a project that are delivered to stakeholders.
Project Constraints
- Scope: Defines the boundaries of the project—what is and is not included in the project.
- Time: Refers to the schedule for completing the project, including start and end dates.
- Cost: The budget allocated for the project.
- Quality: The standard of the project’s deliverables.
- Resources: The personnel, equipment, and materials required to execute the project.
- Risk: The potential for unforeseen problems or opportunities that could affect the project’s outcome.
Project Management Frameworks and Methodologies
Waterfall Model
The Waterfall Model is a traditional project management methodology that is linear and sequential. It involves completing each phase of the project before moving on to the next. The model is structured into phases, such as:
- Requirements Gathering
- System Design
- Implementation
- Testing
- Deployment
- Maintenance
While the Waterfall model is simple to understand, it can be rigid, making it less adaptable to changes once the project has begun.
Agile Methodology
Agile project management focuses on flexibility and iterative progress. It involves breaking down the project into smaller, manageable units called sprints, which typically last 1-4 weeks. The Agile approach emphasizes collaboration, customer feedback, and rapid delivery of working products. Key frameworks under Agile include:
- Scrum: A popular framework where work is divided into sprints, and teams meet regularly for stand-up meetings to discuss progress.
- Kanban: A visual system for managing workflow that uses boards to track tasks.
- Lean: Focuses on eliminating waste and maximizing value.
Comparison: Waterfall vs. Agile
- Waterfall: Best for projects with clearly defined requirements and a fixed timeline, like construction or manufacturing.
- Agile: Best for projects that require flexibility and iterative development, such as software development or product design.
Project Lifecycle
The project lifecycle outlines the stages a project goes through, from initiation to completion. The stages in project management generally include:
- Initiation: The project is defined, and stakeholders are identified. A project charter or initiation document is created, outlining the project’s objectives, scope, and risks.
- Planning: Detailed planning occurs to define project objectives, deliverables, milestones, resources, and schedules. Tools like Gantt charts, WBS (Work Breakdown Structure), and risk management plans are commonly used.
- Execution: The work of the project is carried out. Teams are formed, resources are allocated, and deliverables are created.
- Monitoring and Controlling: This stage ensures that the project stays on track in terms of scope, time, and budget. Project managers track progress and make necessary adjustments.
- Closure: The project is completed, and deliverables are handed over to stakeholders. Documentation is finalized, and the project is formally closed.
Project Planning and Scheduling
Project Scope Management
Scope management defines and controls what is included in the project and what is not. The goal is to ensure that the project delivers all the required outcomes without unnecessary work. Key activities include:
- Defining Scope: Clear description of what is expected from the project.
- Creating a Work Breakdown Structure (WBS): A hierarchical decomposition of the project into smaller, more manageable components.
- Scope Verification and Control: Ensuring the scope is being adhered to throughout the project and controlling scope creep (uncontrolled changes to the scope).
Project Scheduling Tools
Effective project scheduling ensures that tasks are completed on time. Common tools include:
- Gantt Charts: Visual representation of tasks and their timelines.
- Critical Path Method (CPM): A technique for determining the longest sequence of dependent tasks and ensuring that the project timeline is met.
- Program Evaluation and Review Technique (PERT): A method for analyzing the time required to complete each task and determining the project’s overall duration.
Resource Allocation
Ensuring that the right resources are available when needed is critical for project success. This includes managing personnel, equipment, and materials, as well as balancing workload among team members.
Project Risk Management
Identifying Risks
Risk identification involves determining what potential risks could affect the project’s success. Common sources of risks in IT projects include technological failures, scope changes, stakeholder interference, and resource shortages.
Risk Analysis
Once risks are identified, the next step is to analyze their likelihood and potential impact on the project. Risks can be categorized as:
- High Probability, High Impact
- Low Probability, High Impact
- High Probability, Low Impact
- Low Probability, Low Impact
Risk Response Planning
Developing strategies to handle risks involves deciding how to mitigate, avoid, transfer, or accept risks. Key responses include:
- Mitigation: Reducing the likelihood or impact of the risk.
- Avoidance: Changing the project plan to eliminate the risk.
- Acceptance: Acknowledging the risk and preparing to deal with it if it occurs.
- Transference: Shifting the risk to a third party (e.g., insurance or outsourcing).
Monitoring and Controlling Risks
Once a project is in progress, risks must be continuously monitored to ensure the project remains on track. This involves adjusting the risk management plan and responding to risks as they arise.
Project Cost Management
Budgeting and Estimation
Cost management ensures that the project is completed within the approved budget. Accurate cost estimation is vital to ensure that all project costs, including labor, resources, and overheads, are considered. Methods include:
- Analogous Estimating: Using historical data from similar projects to estimate costs.
- Parametric Estimating: Using statistical models to predict costs based on variables.
- Bottom-Up Estimating: Estimating the costs of individual tasks and then aggregating them for the total project cost.
Cost Control
Once the project is underway, ongoing tracking and control are necessary to ensure costs remain within the approved budget. Earned Value Management (EVM) is a technique used to assess project performance by comparing the planned progress to actual progress.
Communication and Stakeholder Management
Effective Communication
Clear and effective communication is vital for successful project management. Regular updates, meetings, and reports keep stakeholders informed and help prevent misunderstandings. Tools like project management software (e.g., Trello, Asana, Jira) and collaboration platforms (e.g., Slack, Microsoft Teams) facilitate communication.
Stakeholder Management
Identifying, analyzing, and managing stakeholders’ expectations is critical to project success. A stakeholder management plan is created to engage and communicate with stakeholders throughout the project lifecycle. The goal is to maintain stakeholder support and ensure their needs and concerns are addressed.
Conflict Resolution
Projects often involve diverse teams and stakeholders, leading to potential conflicts. Managing these conflicts diplomatically and resolving them in a way that does not affect the project’s objectives is a critical project management skill.
Quality Management in IT Projects
Quality Planning
Quality management ensures that the project deliverables meet the required standards. Quality planning involves setting quality objectives, standards, and the criteria for deliverables, as well as planning how quality will be measured and controlled.
Quality Assurance
Quality assurance involves the systematic processes and audits to ensure that quality standards are being met throughout the project lifecycle. This can include regular reviews, inspections, and process improvements.
Quality Control
Quality control is the process of inspecting and verifying the deliverables against the defined quality standards. Techniques like statistical sampling, testing, and inspection are often used.
Project Closure and Evaluation
Project Closure
Once all project deliverables are completed, the project must be formally closed. This involves:
- Finalizing Contracts: Ensuring that all contracts with vendors and stakeholders are closed.
- Handover of Deliverables: Ensuring that the project’s deliverables are handed over to stakeholders.
- Documenting Lessons Learned: Recording insights and experiences from the project to improve future project management processes.
Post-Project Evaluation
After project closure, a post-mortem or project evaluation is conducted. This involves assessing project success, reviewing whether objectives were met, and identifying areas for improvement in future projects.
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