(V18) Manage Project Scope

1. The concept stage is important to a projects success because:

1. It sets out the budget and time frames to complete the project
2. It sets out to capture, document and clarify project details so that the project can be approved
3. It sets out to develop the project schedule so that you know what is going to happen when
4. It sets out to design the WBS and resource requirements of the project

2. A framework used to divide the deliverables of a project into smaller pieces is the:

1. Organisational chart
2. Project schedule
3. Project work statement
4. Work Breakdown Structure (WBS)

3. The Project Charter:

1. Is usually developed by the project sponsor
2. Sets the boundaries of the project
3. Is an informal document that is disregarded once the project plan is in place
4. Is used to calculate the definitive project budget

4. Defining activity is related to product scope, in that:

1. Its the process of identifying the actions that will produce product deliverables
2. It coordinates who is doing what
3. It produces a milestone schedule
4. It is the process of deciding how much each activity will cost
5. All of the above

5. Which of the following is NOT a common WBS organisational format?

1. Cross-functional work
2. Design component/deliverable
3. Project phase
4. Work function/subproject

6. Which of the following is TRUE for a work package?

1. It requires the work of the entire project team
2. It is the responsibility of the project manager
3. It is the most detailed level of the WBS
4. It is the responsibility of the sponsor

7. In addition to the project team, who needs to be included in the construction of the WBS?

1. Subject Matter Expert (SME)
2. The project sponsor
3. Internal stakeholders
4. External stakeholders

8. The concept stage of the projects life-cycle seeks to capture and document relevant information on the expected project ____.

1. Time
2. Cost
3. Specifications
4. Resources
5. All of the above

9. The concept stage of a project is complete when:

1. The project manager and sponsor are ready to move into the planning phase
2. The time allowed for the initial planning concept is up
3. The project charter is complete and presented for approval and endorsement
4. The project funds are released to commence project execution

10. Resource planning is:

1. Not required in the initial project concept stage
2. The people, materials and equipment required to get the project work done
3. The materials and equipment required to get the project work done
4. Optional in most projects

11. Creeping scope is caused by:

1. Poorly defining the project scope
2. Misinterpreting the project scope
3. Allowing some stakeholders too much say
4. Incompletely recording the scope
5. All of the above

12. The project charter:

1. Summarises all the relevant facts about the project
2. Is a source of initial information for all project stakeholders
3. Is a statement of intent
4. Contains the project rationale, benefits, time, cost, specification, capability, constraints and processes
5. All of the above

13. It is inconvenient and time consuming for employees to walk across campus every day to eat lunch, which is why we need an employee lunch room in our building, is an example of:

1. Project scope
2. A business case
3. A milestone schedule
4. A constraint

14. The what and why of a project that always come at the beginning of a Project Charter are the:

1. Background and scope overview
2. Milestone schedule and background
3. Business case and milestone schedule
4. Scope overview and business case

15. Generally speaking a project can be most often cancelled:

1. When the project charter is received and before the project moves into the planning phase
2. After a feasibility study or analysis is performed and before the project charter is developed
3. Once the business case is presented and before the project is initiated
4. At any time in the project life-cycle

16. The charter document contains detailed and accurate budgets.

1. True
2. False

17. When preparing the project scope you need to consider whether the project will deliver value to the business.

1. True
2. False

18. Up to 75% of projects fail due to a poor or unclear definition arrived at during the concept stage.

1. True
2. False

19. Projects are all about managing changing expectations overtime.

1. True
2. False

20. The project cannot proceed until the project charter is approved and endorsed by the project manager.

1. True
2. False

21. The concept stage of the Project life-cycle is where agreements must be made as to what is actually required and what isn't.

1. True
2. False

22. Only the project manager and the project team work on the project concept as the other stakeholders have nothing to add.

1. True
2. False

23. A feasibility study is sometimes completed after the concept has been provisionally accepted.

1. True
2. False

24. The charter information is used throughout the project and acts as the project blueprints.

1. True
2. False

25. No matter how good, thorough or controlled the charter is, changes to scope (creep) will probably occur through the projects life.

1. True
2. False

26. If its not in the charter its not in the project.

1. True
2. False

27. All scope changes must be agreed on, documented and signed.

1. True
2. False

28. Taking time to involve the relevant stakeholders in developing and confirming the project charter is beneficial to the project.

1. True
2. False

29. Changes in one or more of the four scope constraints or variables will effectively cascade through the project.

1. True
2. False

30. Once the project charter is written and the concept stage is complete, the project automatically moves into the next stage of project planning.

1. True
2. False