Question 1

An overload of reporting is just as dangerous as underreporting.

Accepted Answer

A) True 
 B)False

Question 2

Remarks should be directly attributed to individuals in the meeting minutes.

Accepted Answer

A) True 
 B)False

Question 3

Statistical quality control techniques can be helpful for determining what size variances are significant.

Accepted Answer

A) True 
 B)False

Question 4

Project review meetings are always important.

Accepted Answer

A) True 
 B)False

Question 5

The most common source of changes to a project based on the natural tendency of the client and project team members to improve the project's output is called

Accepted Answer

A)  scope creep 
B)  projectitis 
C)  multitasking 
D)  dynamic scoping 
E)  unfreezing 
A)  scope creep 
B)  projectitis 
C)  multitasking 
D)  dynamic scoping 
E)  unfreezing

An overload of reporting is just as dangerous as underreporting.

Remarks should be directly attributed to individuals in the meeting minutes.

Statistical quality control techniques can be helpful for determining what size variances are significant.

Project review meetings are always important.

The most common source of changes to a project based on the natural tendency of the client and project team members to improve the project's output is called

The World of Project Management

The Manager, the Organization, and the Team

Planning the Project

Budgeting the Project

Scheduling the Project

Allocating Resources to the Project

Evaluating and Terminating the Project

Filters

Exam 7: Monitoring and Controlling the Project

An overload of reporting is just as dangerous as underreporting.

Remarks should be directly attributed to individuals in the meeting minutes.

Statistical quality control techniques can be helpful for determining what size variances are significant.

Project review meetings are always important.

The most common source of changes to a project based on the natural tendency of the client and project team members to improve the project's output is called

The World of Project Management

The Manager, the Organization, and the Team

Planning the Project

Budgeting the Project

Scheduling the Project

Allocating Resources to the Project

Evaluating and Terminating the Project

Filters