Chapter 1: Introduction to Project Management
TRUE/FALSE
• Until the 1980s, project management primarily focused on providing schedule and resource data
to top management in the military, computer, and construction industries.
ANS: True PTS: 1 REF: 2
• A research report showed that the U.S. spends $2.3 trillion on projects every year, an amount
equal to 40 percent of the nation’s gross domestic product.
ANS: False PTS: 1 REF: 3
• One attribute that helps define a project is that a project has a unique purpose.
ANS: Ttrue PTS: 1 REF: 7
• A project should be developed using progressive elaboration, starting from specific
details and broadening in scope as it progresses.
ANS: False PTS: 1 REF: 7
• Projects are often defined narrowly when they begin.
ANS: False PTS: 1 REF: 7
• Projects rarely involve uncertainty.
ANS: False PTS: 1 REF: 8
• Every project is constrained in different ways by its scope and cost goals; these
limitations are sometimes referred to in project management as the double constraint.
ANS: False PTS: 1 REF: 8
• Questions about how long a project’s schedule should be are related to the issue of the project’s
scope.
ANS: False PTS: 1 REF: 8
• Because projects involve uncertainty and limited resources, projects rarely finish according to
discrete scope, time, and cost goals as originally planned.
ANS: True PTS: 1 REF: 8
• Managing the triple constraint involves making trade-offs between scope, time, and cost
goals for a project.
, ANS: True PTS: 1 REF: 8
• Some people refer to the “double constraint” of project management to include quality and
customer satisfaction.
ANS: False PTS: 1 REF: 9
• In the example of building a new house, the support staff would provide the wood, windows,
flooring materials, appliances, and so on.
ANS: False PTS: 1 REF: 11
• Stakeholders’ needs and expectations are only important in the beginning of a project.
ANS: False PTS: 1 REF: 11
• There are six core knowledge areas of project management.
ANS: False PTS: 1 REF: 12
• Follow-up studies done by the Standish Group showed that the number of failed projects
has more than doubled in the past decade.
ANS: False PTS: 1 REF: 14
• The 2006 Standish Group survey showed that IT project success rates had risen from 16
percent in 1994 to 35 percent in 2006.
ANS: True PTS: 1 REF: 14
• Project management is the silver bullet that guarantees success on all projects.
ANS: False PTS: 1 REF: 14
• A key finding of a 2004 study is that relationship management is viewed as a top success
factor for information systems in China, while it is not mentioned in U.S. studies.
ANS: True PTS: 1 REF: 15
• Winners in project delivery know that strong program managers—referred to as project
leaders—are crucial to project success.
ANS: True PTS: 1 REF: 16
• A program is “a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.”
ANS: True PTS: 1 REF: 17
• Program managers are not responsible for coordinating the efforts of project teams, functional
groups, suppliers, and operations staff.
TRUE/FALSE
• Until the 1980s, project management primarily focused on providing schedule and resource data
to top management in the military, computer, and construction industries.
ANS: True PTS: 1 REF: 2
• A research report showed that the U.S. spends $2.3 trillion on projects every year, an amount
equal to 40 percent of the nation’s gross domestic product.
ANS: False PTS: 1 REF: 3
• One attribute that helps define a project is that a project has a unique purpose.
ANS: Ttrue PTS: 1 REF: 7
• A project should be developed using progressive elaboration, starting from specific
details and broadening in scope as it progresses.
ANS: False PTS: 1 REF: 7
• Projects are often defined narrowly when they begin.
ANS: False PTS: 1 REF: 7
• Projects rarely involve uncertainty.
ANS: False PTS: 1 REF: 8
• Every project is constrained in different ways by its scope and cost goals; these
limitations are sometimes referred to in project management as the double constraint.
ANS: False PTS: 1 REF: 8
• Questions about how long a project’s schedule should be are related to the issue of the project’s
scope.
ANS: False PTS: 1 REF: 8
• Because projects involve uncertainty and limited resources, projects rarely finish according to
discrete scope, time, and cost goals as originally planned.
ANS: True PTS: 1 REF: 8
• Managing the triple constraint involves making trade-offs between scope, time, and cost
goals for a project.
, ANS: True PTS: 1 REF: 8
• Some people refer to the “double constraint” of project management to include quality and
customer satisfaction.
ANS: False PTS: 1 REF: 9
• In the example of building a new house, the support staff would provide the wood, windows,
flooring materials, appliances, and so on.
ANS: False PTS: 1 REF: 11
• Stakeholders’ needs and expectations are only important in the beginning of a project.
ANS: False PTS: 1 REF: 11
• There are six core knowledge areas of project management.
ANS: False PTS: 1 REF: 12
• Follow-up studies done by the Standish Group showed that the number of failed projects
has more than doubled in the past decade.
ANS: False PTS: 1 REF: 14
• The 2006 Standish Group survey showed that IT project success rates had risen from 16
percent in 1994 to 35 percent in 2006.
ANS: True PTS: 1 REF: 14
• Project management is the silver bullet that guarantees success on all projects.
ANS: False PTS: 1 REF: 14
• A key finding of a 2004 study is that relationship management is viewed as a top success
factor for information systems in China, while it is not mentioned in U.S. studies.
ANS: True PTS: 1 REF: 15
• Winners in project delivery know that strong program managers—referred to as project
leaders—are crucial to project success.
ANS: True PTS: 1 REF: 16
• A program is “a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.”
ANS: True PTS: 1 REF: 17
• Program managers are not responsible for coordinating the efforts of project teams, functional
groups, suppliers, and operations staff.
