The project plan must be designed in such a way that the project outcome meets __________.

the objectives of the parent organization

The __________ is a specialized view of the action plan that focuses on who has what
responsibility for each project task. linear responsibility chart

The success of the project launch meeting is dependent on the existence of __________.
a well-defined set of objectives for the project

This project plan element describes both the managerial and the technical approaches to the
work. The technical discussion describes the relationship of the project to available
technologies. overview

This project plan element should include profit and competitive goals as well as technical goals.
objectives

This project plan element lists all milestone events. It identifies the estimated time for each task
and is used to construct the master project schedule. schedule

This element of the project plan contains a brief description of the procedure to be followed in
monitoring, collecting, storing, and evaluating the history of the project. evaluation methods

One of the challenges project managers face is to ensure that managers do not mix
__________. outcomes with the specific tasks needed to produce them

The process of coordinating the work and timing of the different groups working on
multidisciplinary teams is called __________. integration manangement

The __________ of a project includes the objectives of the project as well as the time and cost
required to complete the project to the customer's satisfaction. Scope

__________ is the tendency for the project objectives to be changed with little or no discussion
with other parties actively engaged in the project. scope creep

The __________is a list of the project activities with major activities broken down into
subactivities. WBS

According to the authors, any project plan must contain all of the following EXCEPT
__________. a "ballpark" estimates

Agile IT project teams are typically __________ and located at __________. small // a
single site
In an agile project, teams are given several requirements but only deal with one at a time, with
each iteration being referred to as a __________. sprint

Which of the following is not one of the risk management subprocesses? work breakdown
schedule

Which of the following is not a type of quantitative risk analysis? expert opinion

In risk response planning, where the goal of the project manager is to increase the probability
the opportunity will occur, the project manager must __________ exploit

A type of risk response planning where the idea is to soften the danger of the threat, by
reducing the likelihood it will occur, or through reducing its impact if it does occur, implies that
the project manager must __________. mitigate

RACI stands for responsible, accountable, consult, inform

The set of physical elements required to build a project is called the __________. bill of
materials

The __________ is a graph showing how a statistic is changing over time compared to its
average and selected control limits. control chart

The physical items to be delivered from a project are called __________. deliverables

__________ is a measure of project progress frequently related to the planned cost of tasks
accomplished. earned value

__________is an approach that breaks the planning task down into the activities that must be
done in each managerial level of the organization. Typically, the upper level sets the objectives
for the next lower level. Hierarchical planning

The __________ provides a description of a task that defines all the work required to
accomplish it, including inputs and desired outputs. work statement

A __________ must be submitted for any changes requested after the project plan has been
approved. change order

The major tool that a project manager uses during the planning phase is called the __________.
Work breakdown structure WBS

A(n) __________ displays the organizational units responsible for each of the various work
elements in the WBS. Organization breakdown structure (OBS)
During initial project planning, activities are identified and sorted. In completing this process,
each level in the hierarchy should limit the number of activities to a range between __________.
2-20

The __________ chart is a tree diagram used to represent a hierarchical plan. gozinto

Identify four important outcomes associated with the project launch meeting. The technical
scope should be established. Participants should accept the basic areas for performance
responsibility. Tentative schedules and budgets are spelled out for the overall project. A group
to manage risk has been created.

Identify two objections commonly raised by marketing organizations against the early
participation by engineering and manufacturing in the selling process to external customers.
Explain how you would counter these objections. The sales arm of the organization is trained
to sell. It is expected to be fully conversant with all technical aspects of the firm's products and
services. In addition, salespeople are expected to be knowledgeable about design and
manufacturing lead times and schedules. On the other hand, it is widely assumed by marketing
that manufacturing and design engineers do not understand sales techniques. Moreover, there
may be legitimate concerns about the appropriateness and effectiveness of interpersonal
communications due to the lack of formal training in selling processes. And finally, it is
expensive to invest high-priced technical talent for proposals with a relatively low probability of
success.

Describe the general steps recommended by the authors for designing and using the WBS.
Step 1: Using information from the action plan, list the task breakdown in excessively
finer levels of detail. Continue until all meaningful tasks for work packages have been identified.
Each task should be at a level of detail such that it can be individually planned, budgeted,
scheduled, monitored, and controlled. Step 2: For each work package, identify the data relevant
to the WBS. It is helpful to construct a linear responsibility chart to show who is responsible for
what. The LRC will help the PM keep track of who must approve what and who must report to
whom. Step 3: All work package information should be reviewed with the individuals or
organizations responsible for doing or supporting the work. This review should verify the WBS's
accuracy. Step 4: The project budget should consist of four elements. They are: direct budgets
from each task, an indirect costs budget for the project, a project contingency for unexpected
emergencies, and any residual, which includes a profit derived from the project. Step 5:
Schedule information and milestones should be integrated into a project master schedule. Step
6: During project execution, the project manager will compare actual resource usage by work
element, work package, task and so on against the planned amounts for those items. This will
enable the project manager to refine estimates and initiate appropriate corrective actions as
necessary. Step 7: The schedule will be analyzed in the same manner as the budget.

List the seven subprocesses of project risk management. Risk management planning
Risk identification
Qualitative risk analysis
Quantitative risk analysis
Risk response planning
Risk monitoring and control
Risk management register.

Compare the risk response planning techniques for threats and opportunities. Threat
responses:
1.) avoid
2.) transfer
3.) mitigate
4.) accept

Opportunity responses:
1.) exploit
2.) share
3.) enhance
4.) accept

Briefly describe the six processes for risk management identified in the PMBOK Guidelines.
Risk management planning is focused on how to approach and plan the risk
management activities for a project. In risk identification, the risks that can affect the project for
better or for worse are identified. In qualitative risk analysis, non-numerical priorities are
established for the risk events identified previously. In quantitative risk analysis, probability and
impact are converted into expected monetary value. In risk response planning, contingency
plans are established to capture opportunities and respond to threats. In risk monitoring and
control, warning signs and triggers are used to determine when corrective actions are required
to bring the project back on track.

According to the authors, the task of risk identification will be horrendous if the risk management
system has no memory. Discuss the important elements of a risk management system that
would compensate for alack of memory by the organization. A good risk management
system should be a source of answers to the results and circumstances of previous projects.
Such a system would record all the assumptions made at the outset of the project since these
can be sources of risks. The system should also identify all the environments, external and
internal, that can impact the project. If the organization has a risk management group, then all
risks identified by that group should be recorded and easily accessible by all members of the
project team. The data should be structured so that keyword searches can easily identify all
categories of risks. Another key part of the system is a detailed listing of all qualitative and
quantitative risk estimates along with an explanation of how the estimates were derived.

Why is it important for a project manager to consider risks associated with the project's external
environment? No project exists in its own world. Almost every aspect of a project is subject to
external influences. The external environment of a project includes the parent organization's
corporate culture. Corporate culture shows itself in overt and subtle ways. The project manager
must know the environment in which he or she is operating in and also the environment of the
stakeholders if there is any hope of understanding or meeting stakeholder expectations.