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Question 1.1. (TCO 4) According to research, a major reason why projects fail or are only partially successful is: (Points : 1)

incomplete or changing system requirements. extensive user involvement. thorough and detailed project plans. strong support from upper management.

Question 2.2. (TCO 4) The Standish Group's list of reasons why IT projects fail includes all of the following except: (Points : 1)

incomplete or changing system requirements. limited user involvement. overly complex technology. lack of executive support.

Question 3.3. (TCO 4) Organizing and directing other people to achieve a planned result within a predetermined schedule and budget is a definition of: (Points : 1)

project management. systems analysis. feasibility assessment. risk management.

Question 4.4. (TCO 4) The person or group that funds a project is known as the: (Points : 1)

client. oversight committee. user. project manager.

Question 5.5. (TCO 4) By definition, tasks that involve directing other people to achieve a planned result are: (Points : 1)

project development tasks. user tasks. project management tasks. client tasks.

Question 6.6. (TCO 4) A philosophy of software development that embraces flexibility is described as: (Points : 1)

agile. traditional. structured. heavyweight.

Question 7.7. (TCO 4) A method to prioritize projects based on criteria that are of different degrees of importance is called: (Points : 1)

agile development. RAD. PERT/CPM. weighted scoring.

Question 8.8. (TCO 4) A short, high-level list of functions that the system must contain to achieve the project objectives is a list of: (Points : 1)

business benefits. project stakeholders. project risks. system capabilities.

Question 9.9. (TCO 4) A preliminary prototype built to illustrate that a solution to a business need is feasible is called a: (Points : 1)

context prototype. design prototype. functional prototype. proof-of-concept prototype.

Question 10.10. (TCO 4) Brainstorming sessions to identify project risks should include: (Points : 1)

only key project team members. only key project stakeholders. only the project manager and senior executives. key project team members and project stakeholders.

1. (TCO 4) Risk management is primarily concerned with: (Points : 1)

identifying potential trouble spots that could jeopardize project success. developing a work breakdown structure, including intermediate deliverables. understanding how the project contributes to the organization's strategic direction. listing all stakeholders with an interest in the system.

Question 2.2. (TCO 4) Potential shifting of political power due to adoption of a new system may represent a (n) ________________ feasibility risk. (Points : 1)

economic resource organizational and cultural resource

Question 3.3. (TCO 4) Which of the following would be an example of a schedule feasibility issue? (Points : 1)

A system will create changes to long-standing work procedures for users. Management imposes an unrealistic deadline for deploying the system. A key development team member is hired away by a competitor. Users of the system possess a low level of computer competency.

Question 4.4. (TCO 4) A key developer being internally transferred to another division in the middle of a project is an example of a (n) _______________ feasibility issue. (Points : 1)

organizational and cultural resource economic schedule

Question 5.5. (TCO 4) A cost/benefit analysis includes: (Points : 1)

organizational and cultural costs, resource costs, and technological benefits. development costs, operational costs, and anticipated benefits. internal user costs, external user costs, and sponsor benefits. inception costs, construction costs, and deployment benefits.

Question 6.6. (TCO 4) Costs that are incurred after a system is up and running are termed: (Points : 1)

development costs. organizational costs. incremental costs. operating costs.