1. A difference between operations and projects is that operations end when their objectives have been reached, whereas projects do not.

2. Every project should have a well-defined objective. 3. Progressive elaboration is one of the project characteristics

4. A Project is a "temporary endeavor undertaken to create a product or service, but the produced outcome does not necessarily need to be unique

5. A program is a group of projects but they do not need to be managed in a coordinated way to obtain benefits not available from managing them individually.

6. Resources in a project should be used effectively because they are limited.

7. A project managers primary role is to provide the funding for a project.

8. One of the main reasons why project management is challenging is because of the factor of uncertainty.

9. In order to be realistic, a project manager should always set discrete goals instead of a range ofobjectives.

10. Managing the triple constraint primarily involves making trade-offs between resources and quality.

11. The only responsibility of a project manager is to meet the specific scope, time, and cost goals of a project.

12. A projects stakeholders consist only of its customers, users, and suppliers.

13. Opponents of a project do not belong to the category ofstakeholders.

14. Project procurement management primarily involves identifying stakeholder needs while managing their engagement throughout the life of the project.

15. In a typical project lifecycle, a project phase can only start after the previous phase is completed.

16. Project human resource management is concerned with making effective use of the people involved with a project.

17. The five project phases are initiation, planning , execution, monitoring & controlling, and closure.

18. In project based organizations, project resources are not fully dedicated to the project since they belong to different functions / business units

19. One of the advantages of a matrix organization, is the maximum utilization of project resources.

20. Individual projects always address strategic goals whereas portfolio management addresses tactical goals.

21. To be a successful manager, the only skills an IT project manager needs to possess are excellent technical skills.

22. The introduction of new software makes basic tools, such as Gantt charts and network diagrams, inexpensive and easy to create.

23. According to PMIs classification, there are nine knowledge areas, each include a set of processes, each with inputs, tools and techniques, and outputs.

24. The project management plan is a project schedule which is created to show the different activities in a timeline view, rather than a document which describes how the project will be executed, monitored and controlled, and closed.

25. Critical path is the longest path through a network diagram that determines the earliest completion of a project

26. Gantt chart is standard format for displaying project schedule information by listing project processes and their corresponding start and finish dates in a calendar format

27. Risk Management Plan is a plan that describes how risk management activities will be structured and performed

28. Work Breakdown Structure (WBS) is the tool that utilizes a productivity technique of breaking work into smaller tasks to make the work more manageable and approachable.

29. Risk management is the process of identifying, assessing, and eliminating threats. 30. One of the many misconceptions about risks is that It is better not to take risks if they can be avoided

31. Unforeseeable risks are risks that are not specifically identified but could be detected if the level of analysis was sufficiently detailed whereas Unforeseen risks are those risks that cannot be identified and analyzed no matter what level of detail is used.

32. The risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed.

33. A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs 34. Decision Tree is one of the most common qualitative risk analysis tools and techniques.

35. Risk Transfer is based on shifting ownership of a threat to a 3P to manage the risk and to bear the impact if the threat occurs.

36. In addition to monitoring the implementation of agreed-upon risk response plans, tracking identified risks, Risk Monitoring is used in identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project.

37. Risk Register is a document which is being created and updated only once at the beginning of the planning phase of the project.

38. A work package can be used to group the activities where work is scheduled and estimated, monitored, and controlled

39. Slicing is the technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts

40. Scope baseline is always static and cannot be changed even through formal change control procedures.