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(TCO 4) According to research, projects fail or are only

partially successful because of: (Points : 1)
strong support from upper management.
thorough and detailed project plans.
limited user involvement.
realistic work schedules.



Question 2.2. (TCO 4) The Standish Group’s list of reasons why IT projects fail includes all of the following except: (Points : 1)
incomplete or changing system requirements.
limited user involvement.
overly complex technology.
lack of executive support.



Question 3.3. (TCO 4) Which of the following is considered an internal responsibility of a project manager? (Points : 1)
Develop the project schedule.
Report project status and progress.
Establish working relationships with system users.
Identify resource needs and obtain resources.



Question 4.4. (TCO 4) By definition, the oversight committee for a project consists of: (Points : 1)
the clients and key managers who review and direct the project.
the group that funds the project.
the group of people that will use the new system.
all project managers in the organization.



Question 5.5. (TCO 4) Comparing predictive and adaptive approaches, in an adaptive project, planning tasks are: (Points : 1)
more concentrated at the start of the project.
more distributed over the lifetime of the project.
purely project management tasks.
purely SDLC tasks.



Question 6.6. (TCO 4) Comparing predictive and adaptive approaches, in a predictive project, planning tasks are: (Points : 1)
purely project management tasks.
purely SDLC tasks.
more concentrated at the start of the project.
more distributed over the lifetime of the project.



Question 7.7. (TCO 4) A method to prioritize projects based on criteria that are of different degrees of importance is called: (Points : 1)
agile development.
RAD.
PERT/CPM.
weighted scoring.



Question 8.8. (TCO 4) A short, high-level list of functions that the system must contain to achieve the project objectives is a list of: (Points : 1)
business benefits.
project stakeholders.
project risks.
system capabilities.



Question 9.9. (TCO 4) What is the key question to be answered when completing the problem definition activity? (Points : 1)
Can the project be completed on time given available resources?
Do we understand what we are supposed to be working on?
Is it still feasible to begin working on this project?
Are we ready to start the project?



Question 10.10. (TCO 4) Which column in a risk analysis matrix provides an assessment of how badly the project will be affected if the risk materializes? (Points : 1)
Risk description
Potential impact on project
Likelihood of occurrence
Overall threat

(TCO 4) The project management area concerned with identifying potential trouble spots in the project is: (Points : 1)
business modeling.
configuration management.
risk management.
stakeholder analysis.



Question 2.2. (TCO 4) “Fear of change of job responsibilities” is an example of what type of feasibility issue? (Points : 1)
Technological feasibility
Schedule feasibility
Resource feasibility
Organizational and cultural feasibility



Question 3.3. (TCO 4) A best practice for avoiding schedule feasibility issues is for the project team to build the schedule: (Points : 1)
to meet an arbitrary deadline imposed by management.
without defining intermediate milestones.
using optimistic assumptions.
without referring to any predefined completion date.



Question 4.4. (TCO 4) A key developer being internally transferred to another division in the middle of a project is an example of a (n) _______________ feasibility issue. (Points : 1)
organizational and cultural
resource
economic
schedule



Question 5.5. (TCO 4) The economic feasibility of a project is determined by means of: (Points : 1)
a risk/reward analysis.
a stakeholder analysis.
a cost/benefit analysis.
a price/performance analysis.



Question 6.6. (TCO 4) Costs that are incurred after a system is up and running are termed: (Points : 1)
development costs.
organizational costs.
incremental costs.
operating costs.



Question 7.7. (TCO 4) Decreased costs and increased revenues resulting from a new system are: (Points : 1)
included in a cost/benefit analysis as benefits.
included in a cost/benefit analysis as operating costs.
included in a cost/benefit analysis as development costs.
not included in a cost/benefit analysis.



Question 8.8. (TCO 4) To calculate net present value, (Points : 1)
future streams of benefits and costs are netted together and discounted back to current values.
the point at which the benefits pay off the costs of development and operation is calculated.
the year when a running accumulated net value goes positive is determined.
the break-even point must be identified.



Question 9.9. (TCO 4) Payback for a system occurs when: (Points : 1)
the discount factor becomes zero.
the accumulated net value turns positive.
the discount factor equals the interest rate.
the net present value becomes negative.



Question 10.10. (TCO 4) A measure of the percentage gain from an investment, such as a new system, is the: (Points : 1)
net present value (NPV).
return on investment (ROI).
break-even point.
discount factor.

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