I. True/False: (50 pts. / 2 pts. Ea.) Underline the phrase that makes the statement false! Communications planning does not determine the information needs and information expectations for project stakeholders. Stakeholders include those affected by the result of the project and those affected by the process of performing the project. 3. Power and urgency are among the aspects that project managers should consider in prioritizing stakeholders. Establishing a positive relationship early with all key stakeholders is not vital for the communication foundation of the project. The project communications matrix is a tool that identifies the project stakeholders, what they need to know and when they need to know it 6. The project scope refers to the features and functions that characterize a product, service or result The Work Breakdown Structure is normally developed by listing major deliverables and then progressively smaller ones. 8. Support from subject matter experts is not necessary to construct a project Work Breakdown Structure. 9. There is often terrific pressure to complete a project as quickly as possible. To confront this pressure, a project manager should quickly promise to meet the deadlines requested by the sponsor and then assemble a team to create the corresponding schedule. 10. The first process in developing a project schedule is to identify all the resources available to work on the project. _11. A successor activity follows a predecessor activity based on their logical relationship. 12. The length of time to perform an activity is not often dependent upon who will do that work. 13. The critical path is the sequence of activities that form the shortest path through the project network and determine the duration of the project. 14. Delaying the start of an activity will always delay the expected completion date of the project will. 15. When developing a project schedule, slack refers to the time between the start and the finish of a planned activity. 16. GANTT refers to the Generalized Activity Network Tracking Technique which was not developed to better understand how variability in the duration of individual activities impacts the expected project duration 17. The primary advantage of PERT is that it removes uncertainty from the estimates of activity durations, thereby increasing confidence in the reliability of a project schedule. 18. A Gantt chart is a tool that can be used to communicate a project schedule. 19. One approach to identify which activities contribute to work overload for a particular resource is to compare the resource histogram to the Gantt chart. 20. When resource overloads are extreme, project managers may need to consider the acquisition of additional resources, reductions in scope or extensions to the project schedule. _21. In order to avoid project delays, project managers confronted with resource overloads will naturally seek to exploit the slack associated with non-critical activities. 22. Crashing almost always accelerates the schedule while increasing project risk, whereas fast tracking almost always accelerates the schedule while increasing project cost. 23. Activity resource estimating focuses exclusively upon the identification of the number of human resources required to perform each scheduled activity. 24. When determining resource availability, projects managers need only consider full-time, internal resources. 25. When project managers include diverse perspectives, risks related to decision making increases as there will be multiple approaches to a particular problem or issue