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Chapter 3 Managing the Information Systems Project 47

Chapter 3

Managing the Information Systems Project

True-False Questions

1. The focus of project management is to assure that systems development projects meet customer

expectations and are delivered within budget and time constraints.

Answer: True ifficulty: Med !eference: p. 62

2. The project manager is responsible for initiating planning executing and closing down the project.

Answer: True ifficulty: !asy !eference: p. 62

". # deliverable is an end product in a phase of the $%&'.


(. # resource analysis plan determines if the proposed information system ma)es sense for the

organi*ation from an economic and operational standpoint.

Answer: +alse ifficulty: Med !eference: p. 62

,. # systems development project may be underta)en to ta)e advantage of business opportunities or tosolve business problems.

Answer: True ifficulty: Med !eference: p. 6"

6. -n order to determine the resources reuired for project completion an organi*ation should analy*e the

project/s scope and determine the project/s probability of successful completion.

Answer: True ifficulty: Med !eference: p. 6(

0. The most instrumental person to the successful completion of a project is the database analyst.

Answer: +alse ifficulty: Med !eference: p. 6(

. hen a project manager is getting projects completed through the effective utili*ation of resources

she is performing a ris) and change management activity.

Answer: +alse ifficulty: 3ard !eference: p. 6,

4. hen a project manager wor)s closely with customers to assure project deliverables meet

expectations she is performing a customer relations activity.

Answer: True ifficulty: Med !eference: p. 6,

15. roject planning is the first phase of the project management process in which activities are performed

to assess the si*e scope and complexity of the project and to establish procedures to support later

project activities.


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48 Managing the Information Systems Project

11. !stablishing a relationship with the customer is a project initiation activity.


12. !stablishing the project initiation plan involves organi*ing an initial core of project team members to

assist in accomplishing the project initiation activities.

Answer: +alse ifficulty: 3ard !eference: p. 66

1". The focus of the developing a communications plan activity is to collect and organi*e the tools that

will be used while managing the project.


1(. The project wor)boo) serves as a repository for all project correspondence inputs outputs

deliverables procedures and standards established by the project team.


1,. roject initiation is the second phase of the project management process which focuses on defining

clear discrete activities and the wor) needed to complete each activity within a single project.


16. roject planning involves defining clear discrete activities and the wor) needed to complete each

activity within a single project.


10. Tas) identification structure refers to the process of dividing a project into manageable tas)s and

logically ordering them to ensure a smooth evolution between tas)s.


1. Tas) seuence depends on which tas)s produce deliverables needed in other tas)s when critical

resources are available the constraints placed on the project by the client and the process outlined inthe $%&'.

Answer: True ifficulty: Med !eference: pp. 64705

14. # logic model is a graphical representation of a project that shows each tas) as a hori*ontal bar whose

length is proportional to its time for completion.


25. 8antt charts show how tas)s must be ordered and when an activity should begin and end.


21. 'reating a wor) brea)down structure reuires that you decompose phases into activities and activities

into specific tas)s.


22. 3aving a )nown method or techniue is characteristic of a tas).

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2". roject time estimates for tas) completion and overall system uality are significantly influenced by

the assignment of people to tas)s.


2(. %uring the development of a preliminary schedule activity you specify how various deliverables are produced and tested by you and your project team.


2,. # !9T diagram depicts project tas)s and their interrelationships.


26. # $tatement of or) is developed during the project execution phase.

Answer: +alse ifficulty: 3ard !eference: p. 0"

20. The $tatement of or) provides a detailed estimate of the project/s tas)s and resource reuirements.

Answer: +alse ifficulty: Med !eference: p. 0"

2. %uring project execution plans created in prior phases are put into action.

Answer: True ifficulty: !asy !eference: p. 0(

24. hen executing the aseline roject lan the project manager will initiate the execution of project

activities acuire and assign resources orient and train new team members )eep the project on

schedule and assure the uality of project deliverables.

Answer: True ifficulty: Med !eference: p. 0(

"5. # slipped completion date for an activity may initiate a change to the aseline roject lan.

Answer: True ifficulty: Med !eference: p. 0,

"1. The meeting minutes project team communication method has a low formality rating.


"2. The hallway discussion project team communication method has a medium to high formality rating.


"". The status report project team communication method is used to inform project team members.


"(. # project can terminate naturally or unnaturally.


",. ithin the context of the $%&' project closedown occurs when the design phase is completed.

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"6. Team members are assessed as part of the conducting postproject reviews activity.


"0. The focus of closing the customer contract activity is to ensure that all contractual terms of the project

have been met.


". rojects are deemed a success or failure at project closedown.


"4. 8antt charts do not show how tas)s must be ordered.


(5. hen compared to !9T charts 8antt charts are more useful for depicting the activities associated

with large projects.


(1. 8antt charts visually show the time overlap of tas)s whereas !9T does not show time overlap but

does show which tas)s could be done in parallel.


(2. The ability to easily ma)e changes to a project is a very powerful feature of most project management

environments.


(". # wor) method is any person group of people piece of euipment or material used in accomplishing

an activity.


((. 'ritical path scheduling is a scheduling techniue whose order and duration of a seuence of tas)activities directly affect the completion date of a project.


(,. # major disadvantage of the !9T techniue is its inability to represent completion times and show

interrelationships between activities.


(6. -f an activity/s optimistic time is ( wee)s its realistic time is 6 wee)s and its pessimistic time is

wee)s then its estimated time would be 6 wee)s.


(0. -f an activity/s optimistic time is " months its realistic time is , months and its pessimistic time is 15months then its estimated time would be ,., months.

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(. -f an activity/s optimistic time is ( days its realistic time is 15 days and its pessimistic time is 2,

days then its estimated time would be 11., days.


(4. #n activity on the critical path will have a slac) time of 1.

Answer: +alse ifficulty: Med !eference: pp. "7(

,5. Microsoft ;utloo) is an example of project management software.

Answer: +alse ifficulty: !asy !eference: p. ,

Multiple Choice Questions

,1. # planned underta)ing of related activities to reach an objective that has a beginning and an end best

defines:

a. tas) development b. activity plan

c. project

d. tas) schedule

Answer: c ifficulty: Med !eference: p. 62

,2. #n individual with a diverse set of s)ills77management leadership technical conflict management

and customer relationship77who is responsible for initiating planning executing and closing down a project best defines:

a. systems analyst

b. consultantc. project scheduler

d. project manager

Answer: d ifficulty: Med !eference: p. 62

,". hich of the following are primary reasons for underta)ing systems development projects<

a. to ta)e advantage of business opportunities b. to solve business problems

c. to use state7of7the7art technology

d. both a and b

Answer: d ifficulty: Med !eference: p. 6"

,(. #rguably the most instrumental person to the successful completion of any project is the:

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a. project manager

b. chief information officer

c. department manager

d. staff consultant

Answer: a ifficulty: Med !eference: p. 6(

,,. hich of the following are activities involved in managing a project<

a. closing down the project

b. planning the project

c. executing the projectd. all of the above

Answer: d ifficulty: Med !eference: p. 6(

,6. # controlled process of initiating planning executing and closing down a project best defines:

a. systems development

b. project management

c. project developmentd. systems management

Answer: b ifficulty: Med !eference: p. 6(

,0. -nfluencing the activities of others toward the attainment of a common goal through the use of

intelligence personality and abilities refers to which of the following project manager activities<

a. conflict management

b. management

c. leadership

d. team management

Answer: c ifficulty: Med !eference: p. 6,

,. Managing conflict within a project team to assure that conflict is not too high or too low best defineswhich of the following project manager activities:


b. leadershipc. team management

d. problem solving

Answer: a ifficulty: Med !eference: p. 6,

,4. -dentifying assessing and managing the ris)s and day7to7day changes that occur during a project best

defines which of the following project manager activities:


b. ris) and change management

c. team management

d. problem solving

Answer: b ifficulty: Med !eference: p. 6,

65. $)ills that include interpreting system reuests and specifications site preparation and user training

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and contact point for customers best represent:

a. customer relations

b. conflict managementc. leadership

d. team management

Answer: a ifficulty: Med !eference: p. 6,

61. $)ills that include defining and seuencing activities communicating expectations assigning

resources to activities and monitoring outcomes best represent:

a. technical problem solving

b. management

c. leadership

d. team management

Answer: b ifficulty: Med !eference: p. 6,

62. The phase of the project management process in which activities are performed to assess the si*e

scope and complexity of the project and to establish procedures to support later project activities bestdefines:

a. project initiation b. scope development

c. project planning

d. project assessment

Answer: a ifficulty: Med !eference: p. 66

6". hich of the following project management activities is associated with project initiation<

a. establishing a relationship with the customer

b. describing project scope alternatives and feasibilityc. estimating resources and creating a detailed resource plan

d. identifying and assessing ris)s


6(. %efining the necessary activities reuired to organi*e the initiation team while they are wor)ing todefine the scope of the project is the focus of which of the following activities<

a. establishing the project initiation team

b. establishing management proceduresc. establishing the project initiation plan

d. establishing the project management environment and project wor)boo)


6,. #n on7line or hard copy repository for all project correspondence inputs outputs deliverables

procedures and standards that is used for performing project audits orientation of new team members

communication with management and customers scoping future projects and performing post7projectreviews is called:

a. a project wor)boo) b. a schedule boo)

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c. a project planner

d. project management software


66. hich of the following is not an element of project planning<

a. setting a aseline roject lan b. identifying and assessing ris)

c. determining project standards and procedures

d. establishing management procedures


60. %eveloping an understanding of the content and complexity of the project is the purpose of:

a. describing the project scope alternatives and feasibility

b. determining project standards and procedures

c. developing a $tatement ;f or)

d. setting a aseline roject lan


6. The process of dividing the project into manageable tas)s and logically ordering them to ensure asmooth evolution between tas)s defines:

a. tas) division

b. wor) brea)down structurec. wor) structuring

d. project division

Answer: b ifficulty: Med !eference: p. 64

64. hich of the following is not a guideline for defining a tas)<

a. # tas) should have well accepted predecessor and successor steps. b. # tas) should have a single and identifiable deliverable.

c. # tas) should have a )nown method or techniue.

d. # tas) should always be completed by one person.


05. # graphical representation of a project that shows each tas) activity as a hori*ontal bar whose length is

proportional to its time for completion defines:

a. !9T chart

b. data diagramc. project chartd. 8antt chart


01. hich of the following is a true statement regarding project time estimates<

a. roject time estimates for tas) completion and overall system uality are significantly influenced by the assignment of people to tas)s.

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b. 9esource estimates should not be revised based upon the s)ills of the actual person assigned to a

particular activity.

c. $taff learning can be enhanced by assigning individuals to tas)s which are =over their heads.>

d. roject time estimates are always on target.


02. %uring which of the following activities do you use the information regarding tas)s and resourceavailability to assign time estimates to each activity in the wor) brea)down structure<

a. dividing the project into manageable tas)s

b. develop a preliminary schedulec. describing project scope alternatives and feasibility

d. developing a $tatement ;f or)


0". -ndicating when and how written and oral reports will be provided by the team how team members

will coordinate wor) what messages will be sent to announce the project to interested parties and

what )inds of information will be shared with vendors and external contractors involved with the

project describes:

a. determining project standards and procedures

b. developing a $tatement ;f or) c. developing a communication plan

d. setting a aseline roject lan


0(. 9is)s can arise from:

a. the use of new technology b. resistance to change

c. availability of critical resourcesd. all of the above

Answer: d ifficulty: Med !eference: p. 0"

0,. The third phase of the project management process in which the plans created in the prior phases are

put into action is:

a. project planning

b. project execution

c. project planningd. project close down

Answer: b ifficulty: Med !eference: p. 0(

06. hich of the following occurs during project execution<

a. monitoring project progress against the baseline plan

b. conducting post7project reviewsc. establishing the project initiation plan

d. establishing the project wor)boo)

Answer: a ifficulty: Med !eference: p. 0(

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00. 'hanges to the aseline roject lan might be motivated by:

a. a slipped completion date of an activity b. a bungled activity that must be redone

c. the identification of a new activity that becomes evident later in the project

d. all of the above

Answer: d ifficulty: !asy !eference: p. 0,

0. The responsibility for )eeping all team members informed of the project status best describes the:

a. monitoring project progress against the aseline roject lan activity

b. communicating the project status activity

c. executing the baseline project plan activity

d. project update activity


04. hich of the following states correctly the formality and use of a project wor)boo)<

a. -n terms of formality the project wor)boo) would be rated low to medium. -n terms of use the

project wor)boo) would be used to inform and serve as a permanent record.

b. -n terms of formality the project wor)boo) would be rated high. -n terms of use the projectwor)boo) would be used to resolve issues.

c. -n terms of formality the project wor)boo) would be rated high. -n terms of use the project

wor)boo) would be used to inform and serve as a permanent record.

d. -n terms of formality the project wor)boo) would be rated low. -n terms of use the projectwor)boo) would be used to resolve issues.

Answer: c ifficulty: 3ard !eference: p. 06

5. hich of the following states correctly the formality and use of hallway discussions<

a. -n terms of formality hallway discussions would be rated medium. -n terms of use hallway

discussions would be used to inform. b. -n terms of formality hallway discussions would be rated high. -n terms of use hallway

discussions would be used to inform.

c. -n terms of formality hallway discussions would be rated low. -n terms of use hallway

discussions would be used to inform and resolve issues.d. -n terms of formality hallway discussions would be rated high. -n terms of use hallway

discussions would serve as a permanent record.

Answer: c ifficulty: 3ard !eference: p. 06

1. The final phase of the project management process that focuses on bringing a project to an end is

called:

a. project evaluation

b. project closedown

c. project initiation and planning

d. project review


2. hich of the following is not an element of project close down

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a. conducting post project reviews

b. closing the customer contract

c. closing down the projectd. communicating the project status


". !nsuring that all contractual terms of the project have been met is done during:

a. conducting postproject reviews

b. closing the customer contractc. closing down the project

d. communicating the project status


(. %etermining the strengths and wea)nesses of project deliverables the processes used to create them

and the project management process is done during:

a. conducting postproject reviews b. closing the customer contract

c. closing down the project

d. communicating the project status


,. hen comparing a 8antt chart to a !9T chart which of the following is a true statement<

a. 8antt shows the seuence dependencies between activities whereas !9T shows the duration of

activities.

b. !9T shows the time overlap of activities whereas 8antt does not show time overlap.c. $ome forms of 8antt charts can show slac) time available within an earliest start and latest finish

duration whereas !9T shows this by data within activity rectangles.d. both a and b


6. # diagram that depicts project activities and their interrelationships is called a:

a. !9T chart

b. data diagram

c. project chart

d. 8antt chart

Answer: a ifficulty: !asy !eference: p. 02

0. #ny person group of people piece of euipment or material used in accomplishing an activity isreferred to as a?n@:

a. entity

b. resourcec. identifier

d. agent

Answer: b ifficulty: !asy !eference: p. 5

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. # scheduling techniue where the order and duration of the seuence of activities directly affect the

completion date of a project refers to:

a. seuencing strategy

b. 8antt scheduling

c. critical path scheduling

d. activity scheduling


4. ;ptimistic time is:

a. the maximum period of time for an activity to be completed

b. the minimum period of time for an activity to be completed

c. the planner/s =best guess> of the amount of time the activity actually will reuire for completiond. the maximum period of time for an entire project to be completed


45. essimistic time is:

a. the maximum period of time for an activity to be completed

b. the minimum period of time for an activity to be completedc. the planner/s =best guess> of the amount of time the activity actually will reuire for completion

d. the maximum period of time for an entire project to be completed


41. 9ealistic time is:

a. the maximum period of time for an activity to be completed b. the minimum period of time for an activity to be completed

c. the planner/s =best guess> of the amount of time the activity actually will reuire for completiond. the maximum period of time for an entire project to be completed


42. hat would be the estimated time for completion if the time estimates for report design are as follows:

optimistic A " wee)sB pessimistic A 4 wee)sB realistic A 6 wee)s<

a. " wee)s

b. 6 wee)s

c. 1 wee)sd. , wee)s


4". hat would be the estimated time for completion if time estimates for programming are as follows:

optimistic A ( wee)sB pessimistic A 6 wee)sB realistic A , wee)s<

a. , wee)s b. 6 wee)s

c. 1, wee)s

d. " wee)s

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4(. hat would be the estimated time for completion if time estimates for installation are as follows:

optimistic A 1 wee)B pessimistic A 1 wee)B realistic A 1 wee)<

a. , wee)s

b. 6 wee)s

c. " wee)sd. 1 wee)


4,. # critical path is:

a. a seuence of activities whose order and durations indirectly affect the completion date of a

project b. a seuence of activities whose order and durations directly affect the completion date of a project

c. a seuence of activities whose order must be performed in parallel

d. a seuence of activities whose duration cannot last more than (5 percent of the time allotted to the

project

Answer: b ifficulty: Med !eference: p. "

46. hich of the following is true regarding 8antt chart construction<

a. To construct the 8antt chart a hori*ontal bar is drawn for each activity that reflects its seuence

and duration.

b. To show precedence relationships arrows are used to connect actions.c. #rrows are used to reflect the seuence of activities.

d. $uares are used to represent activities.

Answer: a ifficulty: Med !eference: p. "

40. hich of the following is a true statement regarding !9T charts<

a. The critical path of a !9T networ) is represented by the seuence of connected activities that produce the longest overall time period.

b. #ll activities with a slac) time eual to *ero are on the critical path.

c. Codes not on the critical path can be delayed ?for some amount of time@ without delaying the final

completion of the project.d. all of the above

Answer: d ifficulty: Med !eference: p. "

4. The amount of time that an activity can be delayed without delaying the project refers to:

a. noncritical time b. slac) timec. down time

d. delay time

Answer: b ifficulty: Med !eference: p. "

44. $lac) time is eual to:

a. the difference between an activity/s latest and earliest expected completion time

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b. the latest expected completion time

c. the difference between the start time and realistic time for each activity

d. the sum of an activity/s latest and earliest expected completion time

Answer: a ifficulty: Med !eference: p. (

155. #utomated tools available to help you manage a development project are referred to as:

a. diagram generators

b. project management software

c. systems development software

d. none of the above

Answer: b ifficulty: Med !eference: p. (

Fill In the "lan#s

151. # project manager is a systems analyst with a diverse set of s)illsDmanagement leadershiptechnical conflict management and customer relationshipDwho is responsible for initiating

planning executing and closing down a project.

ifficulty: !asy !eference: p. 62

152. # project is a planned underta)ing of related activities to reach an objective that has a beginning and

an end.


15". # deliverable is an end product in a phase of the $%&'.

ifficulty: Med !eference: p. 62

15(. # feasibility study determines if the proposed information system ma)es sense for the organi*ationfrom an economic and operational standpoint.


15,. Project management is a controlled process of initiating planning executing and closing down a

project.

ifficulty: !asy !eference: p. 6(

156. Project initiation project planning project execution and project closedown are the four phases of

project management.

ifficulty: Med !eference: p. 6(

150. -nfluencing the activities of others toward the attainment of a common goal through the use of

intelligence personality and abilities describes the leadership project manager activity.

ifficulty: Med !eference: p. 6,

15. 8etting projects completed through the effective utili*ation of resources describes the management

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project manager activity.


154. or)ing closely with customers to assure project deliverables meet expectations describes thecustomer relations project manager activity.


115. %esigning and seuencing activities to attain project goals describes the technical problem solving

project manager activity.


111. Managing conflict within a project team to assure that conflict is not too high or too low describes theconflict management project manager activity.


112. Managing the project team for effective team performance describes the team management project

manager activity.


11". Project initiation is the first phase of the project management process in which activities are

performed to assess the si*e scope and complexity of the project and to establish procedures to

support later project activities.


11(. # project workbook is an on7line or hard7copy repository for all project correspondence inputs

outputs deliverables procedures and standards that is used for performing project audits orientatingnew team members communicating with management and customers identifying future projects and

performing post project reviews.


11,. Project planning is the second phase of the project management process which focuses on defining

clear discrete activities and the wor) needed to complete each activity within a single project.


116. Work breakdown structure is the process of dividing the project into manageable tas)s and logically

ordering them to ensure a smooth evolution between tas)s.


110. # Gantt chart is a graphical representation of a project that shows each tas) as a hori*ontal bar whoselength is proportional to its time for completion.


11. # PERT chart is a diagram that depicts project tas)s and their interrelationships.


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114. Project execution is the third phase of the project management process in which the plans created in

the prior phases are put into action.

ifficulty: Med !eference: p. 0(

125. Project closedown is the final phase of the project management process that focuses on ending the

project.


121. Resources are any person group of people piece of euipment or material used in accomplishing an

activity.


122. ritical path scheduling is a scheduling techniue whose order and duration of a seuence of tas)activities directly affect the completion date of a project.


12". # critical path is the shortest time in which a project can be completed.

ifficulty: Med !eference: p. "

12(. !lack time is the amount of time that an activity can be delayed without delaying the project.

ifficulty: Med !eference: p. "

12,. Project management software is a tool that is available to help you manage a development project.

ifficulty: !asy !eference: p. (

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Matching Questions

Match each of the following project planning activities with its corresponding definition.

a. developing a communication plan

b. developing a preliminary schedule

c. estimating resources and creating a resource pland. dividing the project into manageable tas)s

e. describing project scope alternatives and feasibility

126. $eparate the entire project into manageable tas)s and then logically order them to ensure a smooth

evolution between tas)s.

Answer: d !eference: p. 64

120. %uring this activity a plan is created and used to help assemble and deploy resources in the most

effective manner.

Answer: c !eference: p. 01

12. %uring this activity you use the information regarding tas)s and resource availability to assign time

estimates to each activity in the wor) brea)down structure.

Answer: b !eference: p. 01

124. The focus of this activity is to outline the communication procedures between management projectteam members and the customer.

Answer: a !eference: p. 02

1"5. The purpose of this activity is to develop an understanding of the content and complexity of the

project.

Answer: e !eference: p. 64

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Based on the optimistic, realistic, and pessimistic time estimates provided, determine the expected time.

(Estimates are based on weeks.)

a. 1 wee)

b. 6 wee)s

c. , wee)s

d. ,., wee)se. " wee)s

1"1. ;ptimistic A 1B realistic A ,B pessimistic A 4

Answer: c !eference: p. 1

1"2. ;ptimistic A ,B realistic A 6B pessimistic A 0


1"". ;ptimistic A 2B realistic A 6B pessimistic A 0


1"(. ;ptimistic A 1B realistic A 1B pessimistic A 1


1",. ;ptimistic A 1B realistic A "B pessimistic A ,

Answer: e !eference: p. 1

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Match each of the following project management phases with the activities associated with it. (Answers

may occur more than once.)

a. project initiation b. project planning

c. project execution

d. project close down

1"6. -dentify and assess ris)


1"0. 'onduct post7project reviews


1". Monitor project progress against the baseline plan

Answer: c !eference: p. 0(

1"4. !stablish a relationship with the customer


1(5. 'lose the customer contract


1(1. !stablish the project management environment and project wor)boo)


1(2. 'ommunicate the project status

Answer: c !eference: p. 0(

1(". %evelop a $tatement ;f or)


1((. 'reate a preliminary budget


1(,. !stablish the project initiation plan


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Managing the Information Systems Project

For each of the following statements, answer “a” if the statement is representative of a Gantt chart, and

answer “b” if the statement is representative of a PERT chart.

1(6. $hows slac) time available for each activity within activity rectangles.


1(0. $hows the time overlap of activities.


1(. $hows the seuence dependencies between activities.


1(4. Eisually shows the duration of activities.


1,5. %oes not show time overlap but shows what activities could be done in parallel.


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Match each of the following activities with its corresponding skills.

a. technical problem solving b. management

c. customer relations

d. team management

e. ris) and change management

f. leadershipg. conflict management

1,1. !nvironmental scanning ris) and opportunity identification and assessment forecasting resourceredeployment

Answer: e !eference: p. 6,

1,2. 'ommunication liaison between management users and developers assigning activities monitoring

progress

Answer: f !eference: p. 6,

1,". 'ommunication within and between teams peer evaluations conflict resolution team building self7management

Answer: d !eference: p. 6,

1,(. -nterpreting system reuests and specifications defining activities and their seuence ma)ing

tradeoffs between alternative solutions designing solutions to problems

Answer: a !eference: p. 6,

1,,. -nterpreting system reuests and specifications site preparation and user training contact point forcustomers

Answer: c !eference: p. 6,

1,6. %efining and seuencing activities communicating expectations assigning resources to activities

monitoring outcomes

Answer: b !eference: p. 6,

1,0. roblem solving smoothing out personality differences compromising goal setting

Answer: g !eference: p. 6,

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$ssay Questions

1,. !rief"y #efine an# compare $antt charts an# P%&' charts(

# !9T chart is a graphical depiction of project tas) activities and their interrelationships. The

distinguishing feature of !9T is that the ordering of activities is shown by connecting an activitywith its predecessor and successor activities. # 8antt chart is a graphical representation of a project

that shows each tas) activity as a hori*ontal bar whose length is proportional to its time for

completion. The two charts have features which enable them to more easily demonstrate certain

aspects of a project more so than the other chart. 8antt shows the duration of activitiesB !9T shows

the seuence dependencies between activities. 8antt shows the time overlap of activitiesB !9T does

not show time overlap but does show what activities could be done in parallel. $ome forms of 8antt

charts can show slac) time available within an earliest start and latest finish durationB !9T shows this

by data within activity rectangles.

1,4. I#entify an# )rief"y #isc*ss the fo*r phases in+o"+e# in managing a project(

The project management process occurs in four phases. !ach phase reuires that several activities be

performed. The four phases include: initiating the project planning the project executing the project

and closing down the project. !ach of the four phases is briefly highlighted below. The first phase

project initiation includes activities which are performed to assess the si*e scope and complexity of

the project and to establish procedures to support later project activities. The associated elements of

project initiation are establishing the project initiation team establishing a relationship with the

customer establishing the project initiation plan establishing management procedures and

establishing the project management environment and project wor)boo). roject planning the second

phase focuses on defining clear discrete activities and the wor) needed to complete each activity

within a single project. Earied and numerous types of tas)s are performed during this phase. The

elements of project planning include describing project scope alternatives and feasibilityB dividing the

project into manageable tas)sB estimating resources and creating a resource planB developing a

preliminary scheduleB developing a communication planB determining project standards and

proceduresB identifying and assessing ris)B creating a preliminary budgetB developing a $tatement ;for)B and setting a aseline roject lan. roject execution the third phase of the project

management process is the phase in which the plans created in the prior phases are put into action.

The elements of project execution include executing the aseline roject lan monitoring project

progress against the baseline plan managing changes to the aseline roject lan maintaining the

project wor)boo) and communicating the project status. The final phase of the project management

process project close down focuses on bringing a project to an end. roject close down includes

closing down the project conducting postproject reviews and closing the customer contract.

165. I#entify the common acti+ities an# s,i""s of a project manager(

The project manager must be euipped with a diverse set of s)ills. These s)ills include leadership

management customer relations technical problem solving conflict management team management

and ris) change management. &eadership s)ills involve influencing the activities of others toward theattainment of a common goal through the use of intelligence personality and abilities. $ample

leadership s)ills include monitoring progress serving as a liaison between management users and

developers and assigning activities. Management s)ills involve getting projects completed through

the effective utili*ation of resources. $ample management s)ills include communicating expectations

assigning resources to activities and monitoring outcomes. 'ustomer relations s)ills involve wor)ing

closely with customers to ensure project deliverables meet expectations. !xamples of s)ills reuired

are interpreting system reuests and specifications defining activities and their seuence and ma)ing

tradeoffs between alternative solutions. Technical problem solving involves designing and seuencing

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activities to attain project goals. !xamples include interpreting system reuests and specifications

defining activities and their seuence and ma)ing tradeoffs between alternative solutions. 'onflict

management manages conflict within a project team to assure that conflict is not too high or too low.

$ample s)ills reuired are problem solving smoothing out personality differences and compromising.

Team management reuires managing the project team for effective team performance. $ample s)ills

reuired are peer evaluations self management and team building. 9is) and change management

reuires identifying assessing and managing the ris)s and day7to7day changes that occur during a project. $ample s)ills reuired are environmental scanning ris) and opportunity identification and

assessment and forecasting.

161. !rief"y e-p"ain the process of managing an information systems project(

# project is a planned underta)ing of a series of related activities to reach an objective that has a

beginning and an end. roject management is a controlled process of initiating planning executing

and closing down a project. The individual responsible for the project and project management is the

project manager. The project manager is an individual with a diverse set of s)ills. Management

leadership technical conflict management and customer relationship are necessary s)ills that the

project manager should have. #lso the project manager is responsible for initiating planning

executing and closing down a project.

162. !rief"y #isc*ss project management soft.are(

hen developing a project automated project management tools are available for use by the project

manager. hile a wide variety of project management tools are available most include features such

as the ability to define and order tas)s assign resources to tas)s and easily modify tas)s and

resources. The tools run on a range of platformsB the tools vary in the number of tas) activities

supported the complexity of relationships system processing and storage reuirements and cost.

16". /efine project initiation( I#entify fi+e project initiation acti+ities(

%uring project initiation activities are performed to assess the si*e scope and complexity of the

project and to establish procedures to support later project activities. The five project initiationactivities are to establish a project team a relationship with a customer the project initiation plan

management procedures and the project management environment and project wor)boo).

16(. /efine project p"anning( I#entify ten project p"anning acti+ities(

%uring project planning the project manager focuses on defining clear discrete activities and the

wor) needed to complete each activity within a single project. roject planning activities includedescribing the project scope alternatives and feasibilityB dividing the project into manageable tas)sB

estimating resources and creating a resource planB developing a preliminary scheduleB developing a

communication planB determining project standards and proceduresB identifying and assessing ris)B

creating a preliminary budgetB developing a $tatement of or)B and setting a aseline roject lan.

16,. Constr*ct a P%&' chart *sing the fo""o.ing #ata( or each acti+ity i#entify its ear"y start time "ate

start time ear"y finish time "ate finish time an# s"ac,( I#entify the critica" path(

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cti+ity ptimistic'ime

Pessimistic'ime

&ea"istic'ime

%-pecte# 'ime

Prece#ing 'as,

4 8

! 7 11 9

C 3 7 5

/ 9 13 11 % 10 8 !

3 9 C/%

166. Constr*ct a $antt chart *sing the fo""o.ing #ata(

cti+ity ptimistic'ime

Pessimistic'ime

&ea"istic'ime

%-pecte# 'ime

Prece#ing 'as,

4 8

! 7 11 9

C 3 7 5

/ 9 13 11 % 10 8 !

3 9 C/%

160. Constr*ct a P%&' chart *sing the fo""o.ing #ata( or each acti+ity i#entify its ear"y start time "ate start time ear"y finish time "ate finish time an# s"ac,( I#entify the critica" path( 6o* may ro*n#

yo*r ans.ers for the e-pecte# times(

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cti+ity ptimistic

'ime

Pessimistic

'ime

&ea"istic

'ime

%-pecte#

'ime

Prece#ing

'as,

15 20 17 ! 17 22 19

C 10 15 12

/ 9 14 11 !

% 14 19 1 C/ 4 9 %

$ 2 7 5 /

11 1 13 $

I 4 9 7

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