Information Technology > TEST BANK > COMPLETE - Elaborated Test bank for Information Technology Project Management 9Ed. by Kathy Schwalbe (All)

COMPLETE - Elaborated Test bank for Information Technology Project Management 9Ed. by Kathy Schwalbe. ALL Chapters(1-13) Included |365| Pages - Questions & Answers Pass Information Technology Project Management 9Ed. by Kathy Schwalbe in First Attempt Guaranteed!Get 100% Latest Exam Questions, Accurate & Verified Answers to Pass the Actual Exam! Instant Download!

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COMPLETE - Elaborated Test bank for Information Technology Project Management 9Ed. by Kathy Schwalbe. ALL Chapters(1-13) Included |365| Pages - Questions & Answers Pass Information Technology Project... Management 9Ed. by Kathy Schwalbe in First Attempt Guaranteed!Get 100% Latest Exam Questions, Accurate & Verified Answers to Pass the Actual Exam! Instant Download! COMPLETE - Elaborated Test bank for Information Technology Project Management 9Ed. by Kathy Schwalbe. ALL Chapters(1-13) Included |365| Pages - Questions & Answers Pass Information Technology Project Management 9Ed. by Kathy Schwalbe in First Attempt Guaranteed!Get 100% Latest Exam Questions, Accurate & Verified Answers to Pass the Actual Exam! Instant Download! Information Technology Project Management 9Ed. by Kathy Schwalbe ISBN-10 9781337101356 ISBN-13 978-1337101356 Ch 1: Introduction to Project Management 1.1 Introduction 1.2 What is a Project? 1.3 What is Project Management? 1.4 Program and Project Portfolio Management 1.5 The Role of the Project Manager 1.6 The Project Management Profession Chapter Summary Ch 2: The Project Management and Information Technology Context 2.1 A Systems View of Project Management 2.2 Understanding Organizations 2.3 Focusing on Stakeholder Needs 2.4 Project Phases and the Project Life Cycle 2.5 The Context of Information Technology Projects 2.6 Recent Trends Affecting Information Technology Project Management Chapter Summary Ch 3: The Project Management Process Groups: A Case Study 3.1 Project Management Process Groups 3.2 Mapping the Process Groups to the Knowledge Areas 3.3 Developing an IT Project Management Methodology 3.4 Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) 3.5 Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) 3.6 Templates by Process Group Chapter Summary Ch 4: Project Integration Management 4.1 What is Project Integration Management? 4.2 Strategic Planning and Project Selection 4.3 Methods for Selecting Projects 4.4 Developing a Project Charter 4.5 Developing a Project Management Plan 4.6 Directing and Managing Project Work 4.7 Monitoring and Controlling Project Work 4.8 Performing Integrated Change Control 4.9 Closing Projects or Phases 4.10 Using Software to Assist in Project Integration Management Chapter Summary Ch 5: Project Scope Management 5.1 What is Project Scope Management? 5.2 Planning Scope Management 5.3 Collecting Requirements 5.4 Defining Scope 5.5 Creating the Work Breakdown Structure 5.6 Validating Scope 5.7 Controlling Scope 5.8 Using Software to Assist in Project Scope Management Chapter Summary Ch 6: Project Time Management 6.1 The Importance of Project Schedules 6.2 Planning Schedule Management 6.3 Defining Activities 6.4 Sequencing Activities 6.5 Estimating Activity Resources 6.6 Estimating Activity Durations 6.7 Developing the Schedule 6.8 Controlling the Schedule 6.9 Using Software to Assist in Project Time Management Chapter Summary Ch 7: Project Cost Management 7.1 The Importance of Project Cost Management 7.2 Basic Principles of Cost Management 7.3 Planning Cost Management 7.4 Estimating Costs 7.5 Determining the Budget 7.6 Controlling Costs 7.7 Using Project Management Software to Assist in Project Cost Management Chapter Summary Ch 8: Project Quality Management 8.1 The Importance of Project Quality Management 8.2 What is Project Quality Management? 8.3 Planning Quality Management 8.4 Performing Quality Assurance 8.5 Controlling Quality 8.6 Tools and Techniques for Quality Control 8.7 Modern Quality Management 8.8 Improving IT Project Quality 8.9 Using Software to Assist in Project Quality Management Chapter Summary Ch 9: Project Human Resource Management 9.1 The Importance of Human Resource Management 9.2 What is Project Human Resource Management? 9.3 Keys to Managing and Leading People 9.4 Developing the Human Resource Plan 9.5 Acquiring the Project Team 9.6 Developing the Project Team 9.7 Managing the Project Team 9.8 Using Software to Assist in Human Resource Management Chapter Summary Ch 10: Project Communications Management 10.1 The Importance of Project Communications Management 10.2 Keys to Good Communications 10.3 Planning Communications Management 10.4 Managing Communications 10.5 Controlling Communications 10.6 Suggestions for Improving Project Communications 10.7 Using Software to Assist in Project Communications Chapter Summary Ch 11: Project Risk Management 11.1 The Importance of Project Risk Management 11.2 Planning Risk Management 11.3 Common Sources of Risk on IT Projects 11.4 Identifying Risks 11.5 Performing Qualitative Risk Analysis 11.6 Performing Quantitative Risk Analysis 11.7 Planning Risk Responses 11.8 Controlling Risks 11.9 Using Software to Assist in Project Risk Management Chapter Summary Ch 12: Project Procurement Management 12.1 The Importance of Project Procurement Management 12.2 Planning Procurement Management 12.3 Conducting Procurements 12.4 Controlling Procurements 12.5 Closing Procurements 12.6 Using Software to Assist in Project Procurement Management Chapter Summary Ch 13: Project Stakeholder Management 13.1 The Importance of Project Stakeholder Management 13.2 Identifying Stakeholders 13.3 Planning Stakeholder Management 13.4 Managing Stakeholder Engagement 13.5 Controlling Stakeholder Engagement 13.6 Using Software to Assist in Project Stakeholder Management Chapter 1: Introduction to Project Management Cengage Learning Testing, Powered by Cognero Page 1 True / False 1. Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries. a. True b. False ANSWER: True RATIONALE: Feedback: Until the 1980s, project management primarily focused on providing schedule and resource data to top management in the military, computer, and construction industries. Today’s project management involves much more, and people in every industry and every country manage projects. POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.2 LEARNING OBJECTIVES: INFO.SCHW.14.1 - LO: 1-1 NATIONAL STANDARDS: United States - BUSPROG: Technology TOPICS: Introduction KEYWORDS: Bloom's: Knowledge 2. A difference between operations and projects is that operations end when their objectives have been reached, whereas projects do not. a. True b. False ANSWER: False RATIONALE: Feedback: Projects are different from operations in that they end when their objectives have been reached or the project has been terminated. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.4 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project? KEYWORDS: Bloom's: Comprehension 3. Every project should have a well-defined objective. a. True b. False ANSWER: True RATIONALE: Feedback: A project has a unique purpose. Every project should have a well-defined objective. POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.6 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project? Chapter 1: Introduction to Project Management Cengage Learning Testing, Powered by Cognero Page 2 KEYWORDS: Bloom's: Knowledge 4. Projects should be developed in increments. a. True b. False ANSWER: True RATIONALE: Feedback: A project is developed using progressive elaboration. Projects are often defined broadly when they begin, and as time passes, the specific details of the project become clearer. Therefore, projects should be developed in increments. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p.6 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project? KEYWORDS: Bloom's: Comprehension 5. Resources in a project should be used effectively because they are limited. a. True b. False ANSWER: True RATIONALE: Feedback: A project requires resources, often from various areas. Resources, however, are limited and must be used effectively to meet project and other corporate goals. POINTS: 1 DIFFICULTY: Difficulty: Moderate REFERENCES: p. 7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project? KEYWORDS: Bloom's: Comprehension 6. A project manager’s primary role is to provide the funding for a project. a. True b. False ANSWER: False RATIONALE: Feedback: A project sponsor usually provides the direction and funding for a project. POINTS: 1 DIFFICULTY: Difficulty: Easy REFERENCES: p.7 LEARNING OBJECTIVES: INFO.SCHW.14.2 - LO: 1-2 NATIONAL STANDARDS: United States - BUSPROG: Analytic TOPICS: What is a Project? KEYWORDS: Bloom's: Knowledge 7. One of the main reasons why project management is challenging is because of the factor of uncertainty.. [Show More]

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