PROJECT - temporary unique group activity intended to meet specific objectives with constraints and requirements in scope, budget,

schedule
INTERIM DELIVERABLE - hardware or software and gradually advances as the project progresses
SOFTWARE DELIVERABLE - reports, studies, handouts and documentation
MANAGEMENT - always makes emphasis on projects that address the needs and objectives of the organization
COMPLIANCE PROJECT - a "must" project to meet the new requirements enforced by management itself and regulating bodies
OPERATIONAL PROJECT - considered necessary in order to give full support to the present operations of the firm.
EMERGENCY PROJECT - a "must-do" project that is required to meet emergency condition.
STRATEGIC PROJECT - vital to support the long term mission of increasing revenue and market share.
MISSION CRITICAL PROJECT - project critical to the mission of the firm
PROJECT LIFE CYCLE - compilation of a commonly sequential project phases from the time it is originally envisioned until the time
TRANSFER/DELIVERY/CLOSURE - leg occurs when the project is completed and transferred; resources reassigned
CONCEIVE/INITIATION - preliminary objective & technical specifications is developed; scope of work is decided; the necessary resources
EXECUTION - actual work is executed, system developed, created or constructed; bulk of project team labor is carried out.
PLANNING - all comprehensive specifications, schematics, schedule and other plans are developed; individual pieces are broken down
UNCERTAINTY - degree of risk related with the project; riskiest is in the beginning of the project
CLIENT INTEREST - intensity of eagerness or concern by the project's intended internal or external clients.
RESOURCES - commitment of financial, human and technical resources that might amplify over the course of the life cycle of the project.
PROJECT STAKE - amount of investment by the organization in the project which may increase as the life of the project becomes longer.
CREATIVITY - level of innovation needed by the project principally at some point in the development stages.
IMPORTANCE - project must be significant enough to the top management to rationalize putting up a unique organizational unit
LIFE SPAN W/ A FIXED DEADLINE - usually starts slow, then advances into a peak, passes to a decline before completed within a deadline.
SCOPE - project is a one-time activity that has a detailed set of desired outcomes; the project must be broken down into subtasks.
INTERDEPENDENCIES - project may interrelate with other projects being undertaken at the same time by the parent organization.

FALSE - Program (PROJECT) is a temporary endeavor undertaken to accomplish a unique purpose.

TRUE - Stakeholders are people involved in or affected by project activities
TRUE - Project will normally have a fixed, and well defined objectives
FALSE - A project is normally initiated by the project manager (SPONSOR).
TRUE - Knowledge areas describe the key skills that the stakeholder must possess in order to have a successful project.
TRUE - Much of the knowledge needed to manage projects is unique to the discipline of project management.
TRUE - Project managers use the chart as the primary tool to communicate project schedule information.
TRUE - Directing and managing project execution involves carrying out the project management plan by performing the activities included
FALSE - Project integration management does not include interface management.
TRUE - The number of interfaces can increase exponentially as the number of people involved in a project increases.
FALSE - An organization's information technology project selection process should guide the strategic plan. (VICE VERSA)
TRUE - Information systems can help an organization support a strategy of being a low-cost producer.
FALSE - Selecting projects is considered an exact science. (NOT AN EXACT SCIENCE)
TRUE - As projects progress, the organization must reevaluate the need, funding, and will for each project to determine if the project should
TRUE - Many problems and directives must be resolved quickly.
TRUE - A program is a collection of portfolios.
TRUE - Across the organizational participation is one of the project attributes.
FALSE - Conflicts between project managers and other managers on requirement.
TRUE - A project typically has a defined start and end date.
FALSE - Purchasing equipment is associated with the project not a process.
FALSE - Hardware (SOFTWARE) deliverables are those iters like reports, studies, handouts and documentation,
FALSE - An emergency project (STRATEGIC PROJECT) is vital to support the long term mission of increasing revenue and market share.
TRUE - The project starts as soon as a "go ahead" signal from management is given,
TRUE - A project normally struggles with functional departments in terms of human resources and other resources"
TRUE - Closure occurs when the project is completed and transferred to the customer, its resources reassigned and the project formally end.
TRUE - Project goals prioritize what is most essential.
TRUE - Project management is important in the development of more customized products and services.
FALSE - Project goals (ATTRIBUTES) illustrate project performance and activity conditions.
TRUE - The reliance on functional management is a chief limitation in project management.
TRUE - Speed is now a source of competitive advantage.

1.​ The following are project 3.​ The process each manager follows D. become negligible
management goals except: during the life of a project is known 6.​ The basic nature of a project is
A Keeping overall costs within as a/an___one.
budget A Project Management A. permanent
B Delivering the software to the B Manager life cycle B. temporary
customer at the agreed time C Project Management Life Cycle C. (A) or (B)
C Maintaining a happy and D All of the mentioned D. Both (A) and (B)
well-functioning development 4.​ Quality planning is the process of 7.​ A program is usually a group of
team developing a quality plan for A. plans
D Avoiding customer complaints A team B. people and work
2.​ Which of the following is not B project C. related projects
considered as a risk in project C customers D. unrelated projects
management? D project manager 8.​ A ___ is a task with a known end
A Specification delays 5.​ Risk"is usually___as the project point.
B Product competition progresses. A. management
C Testing A increased B. project
D Staff tumover B. reduced C. development
C. remained same D. all of the above
9.​ Which of the following is (are) 17.​ Which of the following is true for hinder edits re-operations, what
project(s)? Project Management? particular type of project to
A. building a new house A It is a formal discipline for renovate the plant destroyed by this
B. creating a new computer managing projects strong typhoon?
software B. There is no single life cycle A. Operational .
C. launching a new product for a that applies to all projects B. Emergency
business C. Every project has some C. Mission-critical
D. all of the above elements that are unique D. Compliance
10.​ The successful project management D. All of the above 25.​ It is a compilation of commonly
is all about 18.​ Which of these is not one of the sequential project phases from the
A. structure constraints of a project? time it is originally envisioned until
B. control A. Scope the time it is either used as a
C. continuously driving action B. Resource success or discarded as a failure.
D. all of the above C. Team A. Product life cycle
11.​ A deliverable is a _ as a result of a D. Budget B. Industry life cycle
project that is intended to be 19.​ If any one factor of a project C. Project life cycle
delivered to a customer. changes,_other factor(s) is/are likely D. None of the Qve
A. tangible good to be affected. 26. This is the commitment of financial,
B. intangible good A all human and technical resources that
C. service produced B one might amplify over the course of the life
D. any of the above C at least one cycle of the project.
12.​ Each project phase is marked by D at most one A. creativity
completion of one or more 20.​ Which from the following represents B. project stake
A. deliverables the correct project cycle? C. resources
B. input C. Initiating, Planning, Executing, D. uncertainty
C. both (A) and (B) Closing 27. Science and art in the application of
D. none of the above 21.​ Which of the following is the reason knowledge, skills and techniques to
13.​ ___ projects often interact with why a project is different from other execute projects effectively and
other projects in terms of the organizational efforts being efficiently toward the
functional departments. Undertaken by most orgañizations? accomplishment of its goals and
A. biG A. it has an established objective objectives.
B. Simultaneous. B, it has a defined life span with A. Project coordination
C. small beginning and an end B. Project management
D. none of the c. it is doing something that has C. Project integration
14.​ Which of the following is a never been done before D. Project maintenance
non-project? D. all of these reasons 28.It is the act of furnishing the customer
A. production of weekly 22.​ It is the measurable and tangible more than what he initially requested for
employment reports outcome or the result of the A. Gold-buying
B. The use of a manufacturing completion of the project or the end B. Gold-mining
line to produce a flow of of the project's life cycle. C. Gold-creating
standard products A.​ Deliverable D. Gold-plating
C. the delivery of mail B.​ Software 29. a constraint enforced by the
D. all of the above C.​ Hardware application of traditional project
15.​ Projects compete with functional D.​ None of these management.
departments for_ 23.​ It is a "must" project to meet the A. Advantage
A. resources new requirements enforced by B. Constraint
B. personnel management itself and regulating C. Disadvantage
C. resources and personnel bodies like the governmenting D. Limitation
D. none of the above gegalties that await non-compliance. 30. A temporary unique group activity
16.​ The extended Project life cycle adds A. Compliance intended to meet specific òbjectives with
two more phases to the sequence, B Emergency constraints and requirements in scope,
which are c. Operational budget,schedule,resources, performance
A. concept and operations D. Strategic factors and value designed to meet
B. operations and termination 24.​ Typhoon "Ondoy" destroyed the customer needs.
C. handover and operations plant of ABC Company, a firm A. Product
D. implementation and engaged in snack food B. Prospectus
operations manufacturing. In order not to C. Project

Temporary unique group activity: 3.​ Execution

1.​ scope 4.​ Closure
2.​ Budget Components of Project:
3.​ schedule 1.​ Client interest
4.​ Resources 2.​ Project stake
5.​ performance factors 3.​ Resources
6.​ value 4.​ Creativity
Classification Projects: 5.​ Uncertainty
1.​ Compliance ​ Attributes:
2.​ Emergency ​ 1.​ Importance
3.​ Mission Critical 2.​ Scope
4.​ Operational 3.​ Life span with a fixed deadline
5.​ Strategic ​ 4.​ Interdependencies
Sequential 4 stages in Life Cycle: 5.​ Uniqueness
1.​ Initiation 6.​ Resources
2.​ Planning 7.​ Conflict
Organizational Effort: Environmental Forces:
1.​ established objective 1.​ Shorten product life cycle
2.​ defined life span w/ beginning and end 2.​ Worldwide competition
3.​ requires the involvement of several department and 3.​ New knowledge bang
professionals 4.​ Organizational rightsizing
4.​ doing something that has never been done before 5.​ Enhanced focus on customer
5.​ specific time, budget, resources, performance and value 6.​ Small projects mean big troubles
added requirements Limitations:
Primary Goals: 1.​ Failure to "stick" with the project scope
1.​ Conclude the project within the planned timetable. 2.​ Failure to completely make parallel the project objectives
2.​ Complete the project within the programmed budget. with the business/organizational strategy
3.​ End the project with the identical level of quality. 3.​ Failure to administer projects with unstipulated budget
4.​ Terminate the project within the detailed guidelines. and/or schedule
5.​ Make the best of the task that has been given. 4.​ Reliance on functional management
5.​ Pursuing an exclusive methodology

COMPLIANCE PROJECT - a "must" project to meet the new requirements enforced by management itself and regulating bodies.
DELIVERABLE - measurable and tangible outcome or the result of the completion of the project or the end of the project's life cycle.
OPERATIONAL PROJECT - considered necessary in order to give full support to the present operations of the firm.
PROJECT MANAGEMENT - art & science in the application of knowledge, skills and techniques to execute projects effectively and efficiently.