Project Management In Pratice 5

The Gantt chart is indeed the most commonly used scheduling chart in MS Project. This chart visually represents project tasks and their durations, allowing users to track progress and manage timelines effectively. It displays tasks as horizontal bars along a timeline, showing their start and end dates. The Gantt chart is a popular tool in project management as it provides a clear overview of project schedules and dependencies.

A critical path is the longest sequence of activities in a project schedule that determines the shortest possible duration to complete the project. It includes all the tasks that must be completed in order to finish the project on time. Any delay in the critical path activities will result in a delay in the project completion. Therefore, it is true that a critical path is considered to be the longest possible duration in a schedule.

A work package is a deliverable at the lowest level of the WBS because it represents a specific piece of work that can be completed independently and is necessary for the overall project. It is a distinct unit of work that can be assigned to a team or individual, and once completed, it contributes to the completion of the project as a whole. The WBS (Work Breakdown Structure) is a hierarchical representation of the project's deliverables, and the work package is the smallest unit within this structure.

The explanation for the given correct answer is that Gantt charts that show slack can be a problem because it enables resources to delay their work until the last minute before the task's due date. This can lead to inefficiency and potential delays in project completion. By allowing resources to wait until the end, it increases the risk of not having enough time to address any unexpected issues or delays that may arise during the project. Therefore, Gantt charts that show slack can be problematic in terms of project management.

The Gantt chart is a visual representation of a project's schedule, showing the start and end dates of each task or activity. However, it does not provide information about the technical relationships between these activities. It only shows the chronological order in which the activities need to be completed. Therefore, it is true that the Gantt chart does not easily expose the projects' technical relationships.

The technique of management by objectives is most effective in an environment where there is a strong focus on goals and objectives. In a project, the main objective is to successfully complete the project within the defined scope, budget, and timeline. Therefore, it is important for all projects to be strongly oriented towards goals and objectives. This ensures that the project team is aligned and working towards a common purpose, which increases the chances of project success. Additionally, project management involves setting organizational objectives, and project managers' responsibilities are defined in terms of corporate objectives, further emphasizing the importance of goals and objectives in a project environment.

Change requests may result from an error or omission in scope definition. This means that if there is a mistake or something important is left out during the process of defining the project's scope, it may lead to change requests. These change requests are necessary to correct the error or fill in the missing information, ensuring that the project stays on track and meets its objectives.

A milestone is not a series of connected intermediate events between any two events in a network. Instead, a milestone is a significant event or achievement that marks a key point in a project or process. Therefore, the correct answer is False.

The project manager should be selected and assigned during the initiation process. This is because the initiation process is the first phase of the project life cycle where the project is defined, its objectives are determined, and the feasibility of the project is assessed. During this phase, the project manager is chosen based on their skills, experience, and ability to lead the project successfully. Assigning the project manager at this stage ensures that they are involved from the beginning and can contribute to the planning and development of the project.

A project charter is a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It outlines the project's objectives, scope, deliverables, stakeholders, and other important information. Therefore, a project is not formally initiated until a project charter is completed. The project budget, feasibility study, and make or buy analysis are important components of the project planning process but are not necessarily required before the formal initiation of a project.

A scope change refers to a modification in the project's agreed upon scope as defined by the Work Breakdown Structure (WBS). This means that the boundaries and deliverables of the project are being altered. As a result, all project baselines, including cost, time, quality, and other objectives, need to be adjusted to accommodate the changes. The scope change may also provide an opportunity for lessons learned, allowing the project team to gain insights and improve future projects based on the adjustments made.

The correct answer is "Includes a description of project assumptions and constraints." The scope statement is a document that outlines the boundaries and deliverables of a project. It provides a clear understanding of what is included and excluded from the project. In addition to describing how the work breakdown structure (WBS) will be structured, the scope statement also includes information about the assumptions and constraints that need to be considered during the project. Assumptions are factors that are believed to be true but are not yet proven, while constraints are limitations or restrictions that may impact the project.

Expert judgment is not a project selection method because it is not a systematic or formal approach. It relies on the experience and knowledge of experts in the field to make decisions. In contrast, decision trees, analytical hierarchy, and logical framework analysis are all structured methods that involve evaluating and comparing different projects based on specific criteria or models. Expert judgment may be used as a supplement to these methods, but it is not considered a standalone project selection method.

The statement is false because the term GERT does not stand for Generic Evaluation and Review Technique.

The deliverable for the concept phase is the Project Charter. A Project Charter is a document that formally authorizes the project, defines its objectives and scope, and outlines the roles and responsibilities of the project team. It provides a high-level overview of the project and serves as a reference point for all stakeholders involved.

The statement "It is not unusual for a critical path to have as many as 25 periods of slack" is false. A critical path is the longest path in a project network diagram and represents the minimum time required to complete a project. Slack refers to the amount of time that an activity can be delayed without delaying the project. In a critical path, there is no slack as any delay in any activity will directly impact the project's completion time. Therefore, a critical path cannot have any periods of slack, let alone 25.

The statement "Changes should be made immediately, and all customer wants should be satisfied without bureaucratic hassle" is not true. While it is important to address customer needs and wants effectively, it may not always be possible to make changes immediately or satisfy all customer wants without bureaucratic hassle. There may be limitations in terms of resources, time, and feasibility that need to be considered. It is important to strike a balance between meeting customer expectations and practicality.

The statement is false. The PERT (Program Evaluation and Review Technique) diagram was not developed by the United States Marine Corps. It was actually developed by the United States Navy in the late 1950s to assist with the planning and scheduling of complex projects.

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The statement is false because the activity on arrow network is actually most closely related to the Program Evaluation and Review Technique (PERT), not the critical path method. PERT is a project management technique that uses arrow diagrams to represent activities and their dependencies, while the critical path method focuses on identifying the longest path of dependent activities to determine the project's duration.

The WBS (Work Breakdown Structure) is an input to scope change control because it defines the project's scope baseline. The scope baseline includes the project's deliverables, objectives, and requirements, which are essential for managing any changes to the project's scope. By having a clear understanding of the scope baseline, project managers can assess proposed scope changes and determine their impact on the project's objectives and deliverables. This allows for effective scope change control and ensures that any changes are properly evaluated and approved before implementation.

Decision models are a tool or technique used for project initiation. These models help in making informed decisions by analyzing various factors such as risks, costs, benefits, and constraints associated with different alternatives. They provide a structured approach to evaluate and compare different options, allowing project managers to select the best course of action for initiating a project. By using decision models, project teams can ensure that the chosen project aligns with organizational goals and objectives, increasing the chances of project success.

In a CPM (Critical Path Method), the predecessor refers to the task that must be completed before another task can begin. It cannot be the task immediately following the current task. Therefore, the statement that the predecessor can be the task either immediately prior to or immediately following the current task is false.

The project charter should include a description of the responsibilities and authority of the project manager and functional managers. This is important because it clarifies the roles and responsibilities of key individuals involved in the project. It helps to establish clear lines of communication and decision-making within the project team. It also ensures that everyone understands their role and the level of authority they have in making decisions and executing the project. This information is crucial for effective project management and successful project implementation.

The project charter should be issued by a manager external to the project because this ensures impartiality and independence in the creation of the charter. By having someone outside of the project issue the charter, it helps to prevent any bias or conflicts of interest that may arise if the project manager or project sponsor were to issue it. This external manager can provide a more objective perspective and ensure that the charter accurately reflects the goals, objectives, and scope of the project.