Information Technology Project Management 3rd Edition Kathy Schwalbe - Solutions

Looking to master the complexities of Information Technology Project Management? Dive into the comprehensive resources and solutions for Kathy Schwalbe's acclaimed textbook. Discover the complete answers key and explore detailed solutions in the solution manual and solutions PDF, perfect for understanding solved problems and enhancing your learning with step-by-step answers. Our online platform provides questions and answers, a robust test bank, and chapter solutions to ensure you grasp every concept. Whether you need the instructor manual for deeper insights or free download options for convenient access, this textbook is your go-to guide for excelling in IT project management.

Understand the concepts of the Internet and the Web, their importance, and their capabilities.
Discuss the challenges associated with sustaining competitive advantage.
Describe representative SISs and the advantage they provide to organizations.
Describe global competition and global business drivers.
Describe how linking information systems across organizations helps companies achieve competitive advantage.
Describe Porter’s value chain model and its relationship to information technology.
Describe 12 strategies companies can use to achieve competitive advantage in their industry.
Describe Porter’s competitive forces model and how information technology helps companies improve their competitive positions.
Describe strategic information systems (SISs)and explain their advantages.
Describe how information resources are managed and what are the roles of the ISD and end users.
Describe new computing environments.
Describe the major types of Web-based information systems and understand their functionalities.
Compare client/server architecture, mainframebased legacy systems, and P2P architecture and comment on their differences.
Discuss information infrastructure and architecture.
Describe the support IT provides along the supply chain, including CRM.
Identify the major internal support systems and relate them to managerial functions.
Describe and contrast transaction processing and functional information systems.
Describe various information systems and their evolution, and categorize specific systems you observe.
Understand the importance of learning about information technology.
List the new technology developments in the areas of generic and networked computing and Web-based systems.
Describe the role of information technology in supporting the functional areas, public services, and specific industries.
Define computer-based information systems and information technology.
Identify the major pressures in the business environment and describe the major organizational responses to them.
Recognize the relationships between business pressures, organizational responses, and information systems.
Describe the characteristics of the digital economy and e-business.
6 . Read a recent issue of PMI 's PM Network magazine. You can access a free sample copy from PMI 's Web site. Summarize all of the ads you find in the magazine related to earning PMP or other project management related certification in a two-page paper. Also, include your opinion on which ad,
5. Do an Internet search on earning PMP or Project+ certification. Be sure to search for Yahoo!groups or similar sites related to these topics. What are some of the options you found to help people prepare for either exam? If you were to take one of the exams, what do you think you would do to help
4. Interview someone who has PMP or Project+ certification. Ask him or her why he or she earned the certification and how ~ has affected his or her career. Write your findings in a two-page paper.
3. Answerthe 20 salJl)le PMP questions in this text or take al"lOther sample test, and then score your resuHs. Summarize how you did and areas you would need to study before you could take the PMP exam.
2 . Go to CompTIA's Web site and review the information about taking the Project+ exam. Write a two-page paper summarizing what you found.
1. Go to PMl's Web s~e and review the information about taking the PMP exam. Wr~e a twopage paper summarizing what you found.
6 . Briefly describe project management certif ication programs other than the PMP or Project+c ertifications.
5. If you plan to take the Project+ or PMP exam soon, what should you do to prepare?
4. Which tips for taking the PMP exam do you think would be most helpful for you?
3. What is the difference between conceptual, application, and evaluative questions? Which project management process groups have the most questions on the PMP exam? What are the four domain areas tested on the Project+ exam?
2 . What 00 you need to do before you can take the PMP exam? What is the exam itself like?What 00 you need to do to maintain PMP certWication? What do you need to do to take the Project+ exam? How does the Project+ exam differ from the PMP exam? Do you need to renew Project+ certif ication?
1. What is PMP certWication, and why do you think the number of people earning it has grown B.19 so much in the past 10 years?
10. lIIatch the following items to their descriptions;Lessolls learneda. Leal'e a elear :md complete history of a project Project auditsb. Rcvicw project progress alld results Project archivesc. DocumelH what wem right or wrong 011 a project
9 . Wil ie ll o r tile followillg tcchniQues call he used 10 help mailable requirements?Seleet th rcc answers.a. pro{mypillgb. usc case modeling c .. /ADd. worst case modelillg
8. Whell should you invoke slakdlOlders ill the ehall blc control process 0 11 illformation techllology prOjects'?:t. hefore a e hall /lC is submiHed h, after a change is submitted l! wh,>n " "h" ll!,ie is .stlhmiff{, (1 J. throughout the life of a projecl
7. Wh ich of thc followillg wou!d bc legitimate rcasons (or a vendor 10 rcquesl a delay ill d elivering a produc(J & Icct two answers ,a. Thc I'c llJor may hm"e umlereslimaled the amount of {ime re{luired !O pro- B.17 duce and Jelil"cr the product,b. The projCct COlH:tC{ from the velldor's
6 . Whal is a variance?lI. II buffer in a duratioll estimate h. a small allloum of Illolley sel asidc for contillgellciesc. a form of risk IlHlIl ablemelHd. a deviatioll from the projeCl plall
5. What term is used to descrihe the process of reaching agrcemelH 0 11 a collcc[ive dccisi()Il'~a. collahoralion h. cooperaliollc. coord in ationd. consensus
4. You hal·e reccived an ineomplelC projeel S{.'Opc definilion. Put [he folloWing aNions ill order of how you should proceed to l.'olllple le them.a. Inl.'orporaIC :Kld iliona! c hanges 10 {he S(.'Ope defi ll i{io ll docume lU.h. Review the draft scvpe d efinition doeulllelll with your project
3. For a project {() he successful. {he project manager should su ive {() understand and moel certain goals. Whal arc [he thrl.'C main project bloal~ [() mee!'? Select three answers.a. scope or performancc bloal~h. time goalse. poli{ieal goalsd. COSI goalse. stock price goals
2. Match the following ite llls [() {hcir descriplioll s;Slakehoider a . Acts as a liaiso!l betweell the husi n e~s area and dendopers I'rojeCl manager h. Writes software code Business analyst e . Person involved in o r affeeICd hy project activities Programmerd. [{esponsihle for mamlgJng project
1. Two software developers 0 11 your projeCl d isagree 0 11 how to design an impor!al]{ pari of a syslem. There arc scl"erallechnologies and melhodologiCS they l.'O ldd usc. What should be Ihe primary driver in decid illg how {() proceed?a. following co rporate standards h. following industry
20. Your hoss belicvcs (hat all of your projecl team memben; an)id work as mUl.'h as possi ble, lie or shc oflell uses thrcals and various control schcmes to make sure people arc J oing !heir jobs. Which approach to mallaging peoplc docs your boss follow?a. Maskllv's hierarchy of need~h. Theory Xc,
19. Oh!aini ng (Iuo!es. bids, offcrs, or proposals is par! of which projecl procuremem mallagemem proccss-J:t . plall procuremems h. cOIlJue! procurememsc. adllli nis!er procurcmems J. dose procurcmcnt~
18. The ceiling price for a contract is S 1.25 million. {hc large! price is S I I million .the largel COS! is S I mil!ioll, and the g.:wer!lmcm sh arc is 75%. What is [hc point of {otal " ssulllp!ioll'~a. SI.2millioll h. S I milliollc. S 1. 1 mi!!iolld, thcre is IlO{ c nough informalioll
17. Which o fthc followillg is not all output of the illtegrated change control process?a. projee! mallagcmell! plan updates h
16. You arc a member of a large l,lovcr!lmem project, You kllow that thc COlHract insisls that all equiplllem he lllanufal:1:urcJ in the Uni!oo ~{ates, You sec a senior mem!:>er of your {Cam replacing a com pany ewhillg 011 a piece of C(luip- B.13 Illem that was made in a forcigll coumry. You
15. One of your sellior !cehnical specialists informs you (hat a major dcsign llaw cxists in a systcms development projecl you are managing. You arc al rcady tcsting the sysICm and planncd to roll i{ OUI to morc th an 5,OO() uscrs ill a momh. You kllow that changing {he design IlOW will eausc
14. It is crucial thaI your projccI team finish your projCC{ on limc . Your tcam is using a !Cc!m iquc 10 account for limited rcsources. You havc also added a projeel buffer hefore the e nd date and feooing buffers hefore e ach critical {:l~ k .What teChnique arc rou uSing-Ja. critical path
13. CrCating a probahililylimpac{ matrix is part of which risk man agemem prol.'Css?a. plan risk management h. iJcmify risksc. perform {luatil;]tive risk allalysis d . perform quamitatil"e risk analysis
12. In which proJel.'l manab'cme ll l process group Is dle mosl lime and mOlley Iyplcally spcm?a. initiati ng h. planninge. executing d . 1ll0l1 ilOri llg alld com rolling
II. Suppose you hal'e a projeel with four tasks as follows:Task I can star! immed iately and h:l\ :In estimatoo duralion of I B.12 Task 2 can star! after Task I is complcled anJ has an cstimated Juratioll o f 4.Appendix B Task J can star! afICr Task 2 is completed and has an eSlim alCd duratioll of
lO. Wh ich type of comrae l prmidcs thc leas{ amollm of risk for thc buyc r ?a. firm fi.~ cd price h. fixed prk'C incemil'ec. COSI plus incemil"c fce d . l.'OS{ plus fi.~ cd fcc
9. Your project tcam has idemificd scI"cral risks rclated to your projccl. You decidc to takc actiolls 10 reduce the impaCl o f a particular risk Cl'elll by rooucillg the prohahi lily of it~ occurrCIK'e. Wh at risk responsc strale/b' arc you using?a. risk avoiJalll.'C h. risk acceptancec. risk
8. If a projCCt !Calll gocs from thrce 10 fil"e ()Cople. how mallY morc communicatiOlls clHlIlneis arc the re?a . 7 h. (, c . 5 u. 4
7. Project hum:11l resource m:1IHlblcmcm docs nOl include which of the following processes?a. acquiring thc projcct tcam h. dcveloping thc projcct tcamc. man aging t hc projcct !Camd. cstimati ng activity reSOUfl.'CS
6. Wh al is the target ~Ja! fo r defects per mi!!ion opportunitics using Six Sigm a -~a. 1 h. .1.4 c . .14d. 100
5. [f the ea rned value (EV) for:1 projcet is 5.10,(I(X), the aema! l.'Ost (AC) is1--z 8.1.1.000, :1lld the planned value ( I'V) is 825,()(1(1. how is the projccI rcrforming'Ja. The projCCt is ovcr budgel alld ahead of schedule.h. The project is over hudgct ami hchind schedulc.c. The project is
4. [f the e arned valuc (EV) for a projCct is &30.000, thc actual cost (AC) is 8.1.1.000. and the planncd valuc (I'V) is 825.000. what is thc l.'OS1 variance?a. 5.1,00J h. - 53,000c. S5,(0)d . - 85.000
3. The critical path 011 a projccl rc presents -:-__ _a. the shortcst path through a network diagram h. thc lo ngesl path through a Ilctwork diagramc. the nHl~{ impon am tasks on :1 project d . the highest-risk tasks on a projcct
2. Dccomposition is used ill dcycloping ___ _a. thc managcmctH plan h. the communications pianc. the earncd value J. the WBt:>
I. A document [hat fOnllaUy recogniws the e xistence of a projCct is a ___ _a. Galli! chart h. WBt:>c. project charter d . Sl.'Ope Sla!Cmelll
6. Draft the source selection criteria that might be used for evaluating proposals for providing laptops for all students, faculty, and staff at your college or university or all business professionals in your organization. Use Figure 12-5 as a guide. Include at least five criteria, and make the
5. Review the SUNY Library Automation Migration RFP (available on the companion Web site under Chapter 12) or another RFP lor an IT project Write a two-page paper summarizing the purpose of the RFP and how well you think it describes the work required.
4. Search online for samples of IT contracts. Use search phrases like "IT contract" or ' sample contract." Analyze the key features of the contract. What type of contract was used and why?Review the language and clauses in the contract. What are some of the key clauses? List questions you have
3. Suppose your oompany is trying to decide whether it should buy special equipment to prepare some 01 ~s high-qual~y publications ~seH or lease the equipment from another company. Suppose leasing the equipment costs $240 per day. If you decide to purcl1ase the equipment, the initial investment is
2. Interview someone who was involved in an inlormation tecl1nology procurement process, such as a manager in your organization's IT department, and have him or her explain the process that was lollowed. Alternatively, find an article describing an IT procurement in an organization. Wr~e a two-page
1. Searcl1 the Internet lor the term "IT outsourcing." Find at least two articles that discuss outsourcing, whether beneficial or controversial. Summarize the articles and answerthe lollowing questions in a two-page paper.• What are the main types of goods and services being outsourced?Why are
8. How can soltware assist in procuring goods and services? What is e-procurement software?Do you see any eth ical issues w~h e-procurement? For example, should stores be able to block people w~h smartphones from taking pictures 01 barcodes in their stores to do comparison shopping?
7. What is the main purpose 01 a procurement aud~?
6. List two suggestions lor ensuring adequate cI1ange control on projects that involve outside contracts.
5. How can organizations use a weighted decision matrix to evaluate proposals as part of seller selection?
4. How do organizations decide whom to send RFPs or RFQs?
3. Do you think many information technology professionals have experience writing RFPs and evaluating proposals for information technology projects? What skills would be useful lor these tasks?
2. Explain the make-or-buy decision process and describe how to perform the financial calculations involved in the simple lease-or-buy example provided in this chapter. What are the main types of contracts W you decide to outsource? What are the advantages and disadvantages of each?
1. Ust five reasons why organizations outsource. Why is there a growing trend in outsourcing, especially offshore?
10. is a term used to describe various procurement functions that are now done electronically.a. E-procurementb. eBayc. E-commerced. EMV
9. A proposal evaluation sheet is an example of a(n) _____ _a. RFPb. NPVanalysisc. earned value analysisd. weighted scoring model
8. Buyers otten prepare a ______ list when selecting a seller to make this process more manageable.a. preferredb. 'hort , qualified suppliersd. BAFO
7. If your college or university wanted to get information from potential sellers for providing a new sports stadium, what type of Document would they require of the potential sellers?a. RFPb. RFO,. proposald. quote
6. The is the point at which the contractor assumes total responsibility for each additional dollar of contract cost.a. breakeven pointb. Share Ratio Pointc. Point of Reconciliationd. Point of Total Assumption
5. Which type of contract has the least amount of risk for the buyer?0. . fixed-priceb. cost plus incentive fee (CPIF)c. time and materiald. cost plus fixed fee (CPFF)
4. An item you need for a project has a daily lease cost of $200. To purchase the item, there is an investment cost of $6,000 and a daily cost of $100. Calculate the number of days when the lease cost would be the same as the purchase cost.a . 30b. 40 o. 50d. 60
3. In which project procurement management process is an RFPoften written?a. planning procurementsb. conducting procurementsc. administering procurementsd. selecting sellers
2. Your organization hired a specialist in a certain field to provide training for a short period of time. Which reason for outsourcing would this fall under?a. reducing costsb. allowing the client organization to focus on its core businessc. accessing skills and technoiogiood. providing flexibility
1. What IT function has the largest percentage 01 work outsourced?a. application developmentb. disaster recoveryc. application maintenanced. help desk support
9. How can you use Excel to assist in project risk management? What other software can help project teams make better risk management decisions?
8 . List the tools and techniques for performing risk mon~oring and control.
7. Provide realistic exalfllies of each of the risk response strategies for both negative and positive risks.
6. Explain how to use decision trees and Monte Carlo analysis for quantWying risk. Give an example of how you could use each tecl1nique on an information tecl1nology project .
5. Describe how to use a probabilitylimpact matrix and the Top Ten Risk Item Tracking approaches for performing qual~ative risk analysis. How could you use each technique on a project?
4. What is the difference between using brainstorming and tI1e 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 the risk register is used in several risk management processes.
3. Discuss the common sources of risk on infommtion technology projects and suggestions for managing them. Which suggestions do you find most useful? Which do you feel would not work in your organization? Why?
2. What are some questions that should be addressed in a risk management plan?
1. Discuss the risk utility function and risk preference chart in Figure 11-2. Would you rate yourself as being risk-averse, risk-neutral, or risk-seeking? Give examples of each approacl1 from dWferent aspects. of your life, such as your current job, your personal finances, romances, and eating

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Information Technology Project Management 3rd Edition Kathy Schwalbe - Solutions

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