Administracin de Proyectos de Informtica - SI00-875 1er quiz de clase (100 puntos)

Nombres: ________________________________________________________________________
no. de estudiantes: _________________________________________________________________
Este es un ejercicio de equipo, toda evidencia de plagio se penalizar con 0 de calificacin. El ejercicio tiene un valor 100 puntos. Es
un ejercicio a libro cerrado, es decir, NO es vlido recurrir a notas o textos propios. En cada hoja anotar su nmero de estudiante. Si
se tiene alguna duda de "redaccin", puede consultar con el profesor, no se atendern otro tipo de preguntas. En caso de duda, anotar
claramente sus suposiciones. Al entregar su ejercicio, ordenar sus respuestas, colocar esta hoja al frente y doblar por la mitad. Este
ejercicio es parte de la gua para la certificacin PMP, por ello se dejan las preguntas en su idioma original .

Ejercicio correspondiente a los captulos 1, 2 y 3

True/False
Indicate whether the sentence or statement is true or false.
____

1. Until the 1980s, project management primarily focused on providing schedule and resource data to top
management in the military and construction industries.

____

2. Projects should go on indefinitely: they do not have a definite beginning, middle, or end.

____

3. Much of the knowledge needed to manage projects is not unique to the discipline of project management.

____

4. The role of a project manager is different from the role of a corporate manager or executive.

____

5. It would be very easy for someone with little or no background in information technology to become the
project manager for a large information technology project.

____

6. The project managers challenge is to understand the concepts of project management and determine what
tools and techniques should be applied on specific projects and in specific organizations.

____

7. No matter what industry you work in, you need to understand the problems at hand if you are to manage
projects successfully.

____

8. Organizations should run projects in isolation.

____

9. If someone in a functional organization is asked to lead a project that requires strong support from several
different functional areas, he or she should ask for senior management sponsorship.

____ 10. Project managers operate independently, having no need for cooperation from people in other parts of the
organization.
____ 11. A project idea must pass the concept phase before evolving into the development phase.
____ 12. Large information technology products are rarely developed as a series of projects.
____ 13. People within the same information technology job function always understand each other because they use
the same technology.
____ 14. Project managers and teams should reexamine the business need for the project during every phase of the
project life cycle to determine if the project is worth continuing.
____ 15. Project teams should never revise project plans during the project life cycle.

Modified True/False

Indicate whether the sentence or statement is true or false. If false, change the identified word or phrase to make the
sentence or statement true.
____ 16. The 2001 Standish Group report showed that time overruns significantly increased compared to the 1995
study. _________________________
____ 17. The systems management model divides projects into four spheres. _________________________
____ 18. Normally, the planning processes require the most resources and time. _________________________
____ 19. During the executing process group, the project team works to gain acceptance of the end product and bring
the phase or project to an orderly end. _________________________
____ 20. According to JWDs business case, the company will improve profitability by reducing internal costs by
providing standard tools, techniques, templates, and project management knowledge to all internal
consultants. _________________________
Multiple Choice
Identify the letter of the choice that best completes the statement or answers the question.
____ 21. The project ____ usually provides direction and funding for the project.
a. leader
c. manager
b. sponsor
d. director
____ 22. Project ____ management, the ninth knowledge area, is an overarching function that affects and is affected by
all of the other knowledge areas.
a. cost
c. integration
b. quality
d. time
____ 23. A Gantt chart displays a projects start and finish dates in a ____ format.
a. pie chart
c. bar graph
b. line graph
d. calendar
____ 24. ____ project management software integrates information from multiple projects to show the status of active,
approved, and future projects across an entire organization and provides links to more detailed information.
a. Investment
c. Enterprise
b. Active
d. Budget
____ 25. Systems ____ is a problem-solving approach that requires defining the scope of the system, dividing it into its
components, and then identifying and evaluating its problems, opportunities, constraints, and needs.
a. analysis
c. management
b. philosophy
d. system
____ 26. The systems approach requires that project managers ____ view their projects in the context of the larger
organization.
a. never
c. sometimes
b. rarely
d. always
____ 27. According to the ____ frame, what is most important about any event in an organization is not what actually
happened, but what it means.
a. structural
c. human resources
b. symbolic
d. political
____ 28. A ____ organizational structure is the hierarchy most people think of when picturing an organizational chart.
a. management
c. functional
b. project
d. matrix

____ 29. Project managers have the ____ authority in a pure project organization and the ____ amount of authority in a
pure functional organization.
a. most/most
c. least/most
b. most/least
d. least/least

____ 30. The figure above shows the phases of the ____ life cycle.
a. product
c. systems development
b. project
d. adaptive
____ 31. Project management consists of ____ knowledge areas.
a. two
c. nine
b. five
d. twenty
____ 32. One of project managements knowledge areas is ____.
a. procurement management
c. information
b. technology
d. quantity
____ 33. One of the project management process groups is ____.
a. initiating
c. transferring
b. sending
d. combining
____ 34. Examples of ____ processes include developing the project team, providing leadership, assuring project
quality, disseminating information, procuring necessary resources, and delivering the actual work.
a. initiating
c. closing
b. planning
d. executing
____ 35. One of the outputs related to a projects scope is a(n) ____.
a. activity list
c. project schedule
b. cost estimate
d. WBS

____ 36. The figure above represents a portion of a ____ report.

a. calendar
c. planning
b. Gantt
d. milestone

Completion
Complete each sentence or statement.
37. The question: what unique product or service does the customer or sponsor expect from the project? is
related to the ____________________ of the project.
38. As computer hardware became smaller and more ____________________ and software became graphical
and easy to use, project management software became less expensive and more widely used.
39. Systems ____________________ addresses the business, technological, and organizational issues associated
with making a change to a system.
40. A systems ____________________ life cycle is a framework for describing the phases involved in
developing information systems.
41. Business cases and project ____________________ identify the main stakeholders for a project, justify the
project, and specify the high-level scope, time, and cost goals of the project.
42. Preparing a WBS occurs during the ____________________ process of the project.
Essay
43. Discuss the difference between corporate or operations managers and project managers. Give examples for
each.
44. Discuss the differences and similarities between managing information technology projects and managing
other kinds of projects.
45. Describe the structural frame of an organization.
46. Discuss some of the human resource issues that can occur during project execution. Give examples from the
JWD project and describe how they were resolved.
47. Discuss the importance of planning a smooth transition of the project into the normal operations of the
company. Give examples from the JWD case study.
48. Can recent college graduates expect to be project managers right away? What is a typical career path for a
project manager.

49.

Many people have a hard time taking a systems view when it comes to managing projects. Why do you
think
this is the case? What can be done to help people take a systems view?

50.

Why should you create a stakeholder analysis if it is not a part of the formal project plan?

Ejercicio 1,2,3
Answer Section
TRUE/FALSE
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:

T
F
F
T
F
T
T
F
T
F
T
F
F
T
F

REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:

2
4
13
14
14
18
18
32
37
41
44
48
52
65
65

MODIFIED TRUE/FALSE
16. ANS: F
decreased
lessened
declined
improved
diminished
REF: 13
17. ANS: F
three
3
REF: 33
18. ANS: F, executing
REF: 65
19. ANS: F, closing
REF: 67
20. ANS: T

REF: 74

MULTIPLE CHOICE
21. ANS: B

REF: 5

22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.

ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:

C
D
C
A
D
B
C
B
B
C
A
A
D
D
D

COMPLETION
37. ANS: scope
REF: 5
38. ANS: affordable
REF: 17
39. ANS: management
REF: 32
40. ANS: development
REF: 46
41. ANS: charters
REF: 66
42. ANS: planning
REF: 87
ESSAY
43. ANS:

REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:

10
15
17
32
34
35
36
37
44
64
64
64
65
79
92

Although being a project manager requires some knowledge of and practice in general management areas, the
role of a project manager is different from the role of a corporate manager or executive. The nature of projects
distinguishes project management from general or operations management. Since projects are unique,
temporary, and involve various resources, project managers must focus on integrating all the various activities
required to complete the project successfully. In contrast, most of the tasks performed by a general manager
or operations manager are repetitive, ongoing, and done as day-to-day activities. General or operations
managers also focus on a particular discipline or functional area. For example, a manager of an accounting
department focuses on the discipline of accounting. If a project manager is hired to manage an information
technology project for the accounting department, then he or she would need to know some things about
accounting as well as information technology. However, the project managers responsibility would be to
manage the project, not to perform accounting or information technology functions.
REF: 13
44. ANS:
Lively debates continue on the differences between managing information technology projects and managing
other types of projects. There are several differences, but there are even more similarities. Several articles and
speakers joke about the differences between construction projects and software development projects. No, you
cannot blow up an old information system like you can an old building and start from scratch. No, there are
often no specific engineering principles and building codes that everyone knows and follows. Nevertheless,
information technology project managers, like all project managers, still have the responsibility for working
with their sponsors, project teams, and other stake-holders to achieve specific project and organizational
goals. All project managers should continue to develop their knowledge and experience in project
management, general management, and the industries they support.
REF: 14
45. ANS:
The structural frame deals with how the organization is structured (usually depicted in an organizational
chart) and focuses on different groups roles and responsibilities in order to meet the goals and policies set by
top management. This frame is very rational and focuses on coordination and control. For example, within the
structural frame, a key information technology issue is whether a company should centralize the information
technology personnel in one department or decentralize across several departments.
REF: 34
46. ANS:
Human resource issues often occur during project execution, especially conflicts. At several of the team
meetings, Erica could see that Michael seemed to be bored and often left the room to make phone calls to
clients. She talked to Michael about the situation, and she discovered that Michael was supportive of the
project, but he knew he could only spend a minimal amount of time on it. He was much more productive
outside of meetings, so Erica agreed to have Michael attend a minimal amount of project team meetings.
Cindy also discovered that their estimate of $10,000 was only about half the amount they needed. She
discussed the problem with Erica, explaining the need for some custom development no matter which supplier
they chose. Erica agreed that they should go with an outside source, and she asked their sponsor to approve
the additional funds.
REF: 93
47. ANS:

It is important to plan for and execute a smooth transition of the project into the normal operations of the
company. Most projects produce results that are integrated into the existing organizational structure. For
example, JWD Consultings Project Management Intranet Site project will require staff to support the intranet
site after it is operational. Erica did include support costs of $40,000 per year for the projected three-year life
of the new system. She also created a transition plan as part of the final report to provide for a smooth
transition of the system into the firms operations. The plan included a list of issues that had to be resolved
before the firm could put the new intranet site into production. For example, Michael Chen would not be
available to work on the intranet site after the six-month project was complete, so they had to know who
would support the Ask the Expert feature and plan some time for Michael to work with him or her.
REF: 97