Itpm question bank
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This document outlines the topics and questions covered in three units of a project management course. Unit I covers key project management concepts like the project life cycle, stakeholders, management functions, SWOT analysis, management theories, project proposals and contracts, crisis management, and strategic planning. Unit II focuses on project scheduling, estimation, work breakdown structures, and scope management. Unit III discusses skills for project managers, conflict management, roles and responsibilities, decision making, and negotiation processes.
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2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
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5. Discuss the advantages and disadvantages of different ways of distributing project information.
6. What are some of the ways to create and distribute project performance information?
7. Discuss advantages and disadvantages of telecommuting.
8. Explain why you agree or disagree with some of the suggestions in this chapter for improving project communications, such as creating a communications management plan, stakeholder analysis, or performance reports. What other suggestions do you have?
CH 11
2. What are some questions that should be addressed in a risk management plan?
3. Discuss the common sources of risk on IT projects and suggestions for managing them. Which suggestions do you find most useful? Which do you feel would not work in your organization? Why?
4. What is the difference between using brainstorming and the Delphi technique for risk identification? What are some of the advantages and disadvantages of each approach? Describe the contents of a risk register and how it is used in several risk management processes.
5. Describe how to use a probability/impact matrix and the Top Ten Risk Item Tracking approaches for performing qualitative risk analysis. How could you use each technique on a project?
6. Explain how to use decision trees and Monte Carlo analysis for quantifying risk. Give an example of how you could use each technique on an IT project.
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Q1 Figure 1.76 shows how bad an implementation can become. Action needs to be taken to prevent this kind of situation. What would you recommend should be done?
Q2 You are the project manager for a new management accounting system that will provide monthly profit and loss accounts to a chain of 30 computer dealerships, each of which is franchised to its local owner/manager. They have all done their own accounting before. What change issues would you expect to encounter? Does the fact that they are PC dealerships make any difference? Why might they have joined together in the chain?
Q3 Consider the organisation that employs you or where you study. What is its culture? Why does it have that particular culture? What organisational culture would give you most satisfaction as an employee? Where might you find such an employer? Given your preferred organisational culture, what would it mean for you as an employee in terms of your responsibilities and obligations?
Q4 You have to design a hearts and minds programme connected with the implementation of a new system for the recording and management of stock in a book-publishing company and for the supply of books to booksellers. What would be the main stages of such a programme?
Chapter 2 Business strategy and information systems
Q1 Why is it important for project managers to understand the strategy of the organisation that uses their services?
Q2 If you knew about an organisations strategy, could you suggest IS applications that would support it? For example, how could a large supermarket chain use information systems for cost reduction, or for a strategy based on differentiation?
Q3 If you had to develop a strategy for a small software house employing 50 or so professional computer people, how would you go about it? What criteria would you use to test whether or not the strategy was sound?
Chapter 3 The business case
Q1 At what point in the project lifecycle should the business case be prepared?
Q2 What should be the role of the project manager in relation to the business case?
Q3 Explain the term cost/benefit analysis
Q4 What do you understand by the terms tangible and intangible when applied to costs and benefits?
Q5 What is meant by the term benefits realisation and why is it important?
Chapter 4 The organisational framework
Q1 1 How many different types of customer may there be for a systems development project? Who are they? What kind of relationship and reporting arrangements should the project manager have with the sponsor?
Q2 Describe the roles of (a) the sponsor and (b) the project manager
Q3 What are the principal problems of managing projects within a completely functional organisation structure?
Q4 What are the pros and cons of a pure project organisation compared with a project operating within a matrix structure
Q5 In a PRINCE2速 project structure there are formal committees, a project board and specific roles. What is your opi ...Project management chap 3_final
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This document discusses defining projects and improving project definition processes. It proposes that projects should be carefully planned to achieve business goals and benefits, not just delivery. It presents a framework for understanding the project definition lifecycle and identifies questions around typical reactive approaches. The document concludes that formulating projects based on clear rationale and realistic assumptions is important, and evolving processes and culture can help drive improvements like maintaining a strategic roadmap and fully understanding project context.Indivi04.prn
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2. Key factors that should be addressed in a feasibility report are outlined, including technical, economic, legal, operational, and scheduling feasibility. The document also lists 10 major points that should be included in a feasibility report.
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