ITPR

Questions for the Business Informatics ITPR exam

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This flashcard set covers university-level project management, focusing on processes, structures, and team dynamics. It delves into project planning, controlling, and coordination, emphasizing the roles of team members, work packages, and organizational relationships. The flashcards also explore project environments, risk management, and leadership styles. Ideal for students and professionals, this set provides a comprehensive overview of managing projects effectively, ensuring clarity on objectives, methodologies, and social aspects.

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Englisch

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Informatik

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Universität

Erstellt / Aktualisiert

23.04.2016 / 12.07.2018

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A milestone plan should contain the following number of milestones:

more than 17

15-17

5-9

1-3

more than 17

15-17

5-9

1-3

The resource planning …

takes only 'bottleneck resources' into account.

is a communication instrument.

correlates with the department-related resource planning.

includes a CPM schedule.

takes only 'bottleneck resources' into account.

is a communication instrument.

correlates with the department-related resource planning.

includes a CPM schedule.

The work packages of a project, the durations as well as the start and end dates are known. Which scheduling methods can be developed?

A list of dates

A networked bar chart

A bar chart

A networked list of dates

A list of dates

A networked bar chart

A bar chart

A networked list of dates

Project scheduling methods …

provide information about schedule of work packages.

are used depending upon the complexity of the project.

are for instance list of dates, bar chart and CPM schedule.

make the overhead costs visible.

provide information about schedule of work packages.

are used depending upon the complexity of the project.

are for instance list of dates, bar chart and CPM schedule.

make the overhead costs visible.

Which milestones have to be part of a milestone plan?

Project prepared

Project approved

Project idea

Project assigned

Project prepared

Project approved

Project idea

Project assigned

For the development of a project responsibility matrix ...

each work package has to correspond to a supply object of consideration.

the work breakdown structure, the defined project roles and the relevant project environments form the basis.

work packages for which the organisational responsibilities are clear have to be considered.

all work packages have to be considered.

each work package has to correspond to a supply object of consideration.

the work breakdown structure, the defined project roles and the relevant project environments form the basis.

work packages for which the organisational responsibilities are clear have to be considered.

all work packages have to be considered.

The project responsibility matrix regulates among others ...

the allocation of costs to the cost centres.

the allocation of costs to objects of considerations.

the distribution of the work packages to project roles.

the form of the collaboration of the members of the project organisation in fulfilling individual work packages.

the allocation of costs to the cost centres.

the allocation of costs to objects of considerations.

the distribution of the work packages to project roles.

the form of the collaboration of the members of the project organisation in fulfilling individual work packages.

Methods for designing the project organisation are among others:

project environment analysis

work breakdown structure

project responsibility matrix

project assignment

project environment analysis

work breakdown structure

project responsibility matrix

project assignment

Project risk management includes ...

the risk controlling.

the risk analysis.

the management of discontinuities.

all project management tasks.

the risk controlling.

the risk analysis.

the management of discontinuities.

all project management tasks.

A project risk …

can be defined as a substantial deviation from a project objective.

can be avoided or promoted by the use of project management methods.

has to be documented in a project risk analysis.

can be defined as the possibility of a negative or positive deviation from a project objective.

can be defined as a substantial deviation from a project objective.

can be avoided or promoted by the use of project management methods.

has to be documented in a project risk analysis.

can be defined as the possibility of a negative or positive deviation from a project objective.

The project organisation is ...

to be designed in the project start process.

part of 'social' project controlling.

part of 'social' project coordination

designed in the project environment analysis.

to be designed in the project start process.

part of 'social' project controlling.

part of 'social' project coordination

designed in the project environment analysis.

Methods for project coordination are among others:

project score card

project progress report

to-do list

project management documents of the project start

project score card

project progress report

to-do list

project management documents of the project start

The controlling of the project progress ...

is done by means of a resource tree

is based on the assumption of a proportional relationship between project costs and project resources.

is part of the project controlling.

is to be based on the work breakdown structure.

is done by means of a resource tree

is based on the assumption of a proportional relationship between project costs and project resources.

is part of the project controlling.

is to be based on the work breakdown structure.

Methods for project controlling are among others:

project assignment

project scenario analysis

project progress reports

adaptation of the project plans

project assignment

project scenario analysis

project progress reports

adaptation of the project plans

A target/actual comparison in project controlling ...

is only necessary for external projects.

requires an identical structure of the target and actual values.

is done for the scheduled costs.

is basis for the planning of directive measures.

is only necessary for external projects.

requires an identical structure of the target and actual values.

is done for the scheduled costs.

is basis for the planning of directive measures.

The progress is to be measured among others for ...

all objects of consideration.

individual work packages.

the whole project.

individual project phases.

all objects of consideration.

individual work packages.

the whole project.

individual project phases.

An acceptance certificate for a work package ...

always contains the achieved project-related income.

is issued by the project manager and the responsible project team member.

formally relieves a responsible project team member of his work package.

is developed for each project contributor.

always contains the achieved project-related income.

is issued by the project manager and the responsible project team member.

formally relieves a responsible project team member of his work package.

is developed for each project contributor.

The documentation of the relationships between the project and the company strategies is important because ...

most of the projects are connected with the company strategies.

it helps to show the importance of a project for the company.

there can not be a project that is incoherent to the company strategies.

not all project contributors know the relationships to the company strategies.

most of the projects are connected with the company strategies.

it helps to show the importance of a project for the company.

there can not be a project that is incoherent to the company strategies.

not all project contributors know the relationships to the company strategies.

The documentation of the results and events of the pre-project phase …

helps to inform the team members about the events which took place before the project start.

is only required in marketing projects.

describes among others the relevant agreements made before the start of the project.

readjusts the project portfolio direction.

helps to inform the team members about the events which took place before the project start.

is only required in marketing projects.

describes among others the relevant agreements made before the start of the project.

readjusts the project portfolio direction.

What is meant by social context?

The relationship of a project to its relevant social environments

The relationship between the project manager and the project team

The relationship of the project to the Red Cross

The relationship of the project team members to each other

The relationship of a project to its relevant social environments

The relationship between the project manager and the project team

The relationship of the project to the Red Cross

The relationship of the project team members to each other

A project …

does not last longer than a year.

requires a project assignment.

is goal-oriented.

costs money.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

does not last longer than a year.

requires a project assignment.

is goal-oriented.

costs money.

Projects can be perceived as:

tasks with special features

temporary organisations

processes

social systems

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

tasks with special features

temporary organisations

processes

social systems

Tasks of the project owner team in the project start are among others …

the development of the project plans.

the agreement on objectives with the project team.

the selection of the project manager.

the assurance of the use of the company's project management standards.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

the development of the project plans.

the agreement on objectives with the project team.

the selection of the project manager.

the assurance of the use of the company's project management standards.

Project roles …

are to be described project-specific.

should not differ too much from each other.

are to be described in a relational manner.

are to be described gender-specific.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

are to be described project-specific.

should not differ too much from each other.

are to be described in a relational manner.

are to be described gender-specific.

Advantages of the influence project organisation are among others:

full formal authority of the project manager

full concentration on the project

the project team members work in their departments

know-how is ensured in the departments of the permanent organisation

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

full formal authority of the project manager

full concentration on the project

the project team members work in their departments

know-how is ensured in the departments of the permanent organisation

The selection of the team members is based on ...

the competencies of the team members.

the relationships to other team members.

the relationships to relevant project environments.

the relationship to women.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

the competencies of the team members.

the relationships to other team members.

the relationships to relevant project environments.

the relationship to women.

Methods for 'emotionalising' in projects are among others:

development of competitive situations in the project team

reflection of the cooperation process in the project team

use of the earned value analysis

telling of a secret during the project start workshop

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

development of competitive situations in the project team

reflection of the cooperation process in the project team

use of the earned value analysis

telling of a secret during the project start workshop

The culture of a project can be observed by …

in the software used in the project.

the behaviour of the members of the project organisation.

the methods used in the project.

the communication forms used in the project.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

in the software used in the project.

the behaviour of the members of the project organisation.

the methods used in the project.

the communication forms used in the project.

'Tannenbaum and Schmidt' distinguish between the following leadership styles:

advisory

authoritarian

hierarchical

supportive

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

advisory

authoritarian

hierarchical

supportive

Measures for managing positive and negative emotions in the project start process are among others ...

the joint development of project plans in the project team.

the use of adequate methods for controlling projects.

the clarification of the project roles.

the complete communication of the project environment relationships.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

the joint development of project plans in the project team.

the use of adequate methods for controlling projects.

the clarification of the project roles.

the complete communication of the project environment relationships.

Leadership tasks in projects are among others …

providing information.

giving feedback.

making decisions.

agreeing on objectives.

providing information.

giving feedback.

making decisions.

agreeing on objectives.

During the project controlling process …

the project plans are updated.

the work package progress is checked.

a project discontinuity is resolved.

directive measures are agreed upon.

the project plans are updated.

the work package progress is checked.

a project discontinuity is resolved.

directive measures are agreed upon.

Objectives of the project management process are among others …

the design of the project environment relationships.

the realisation of the content work of the project.

the coordination of the project network.

the assurance of the project success.

the design of the project environment relationships.

the realisation of the content work of the project.

the coordination of the project network.

the assurance of the project success.

During the project coordination process …

the project manager accepts work package results.

the project manager communicates with representatives of relevant environments.

a project progress report is developed.

meetings are organised.

the project manager accepts work package results.

the project manager communicates with representatives of relevant environments.

a project progress report is developed.

meetings are organised.

During the project start process ...

the project objectives are defined.

the project as a social system is established.

also projects are stopped.

the structures for the project controlling process are defined.

the project objectives are defined.

the project as a social system is established.

also projects are stopped.

the structures for the project controlling process are defined.

During the project close-down process …

knowledge transfer to the permanent organisation is organised.

the social system 'project' is dissolved.

the remaining work packages are performed

the project team members are not involved.

knowledge transfer to the permanent organisation is organised.

the social system 'project' is dissolved.

the remaining work packages are performed

the project team members are not involved.

Time boundaries of the project management process are:

project approved

project close-down process

project start process

project assigned

project approved

project close-down process

project start process

project assigned

What consequences has the definition of non-objectives in a project?

Projects are defined too narrowly.

A non-objective cannot be redefined into an objective later.

The project boundaries become clearer.

The project objectives become clearer.

Projects are defined too narrowly.

A non-objective cannot be redefined into an objective later.

The project boundaries become clearer.

The project objectives become clearer.

Which methods for designing the project organisation are to be used in the project start process?

Project role descriptions

Project organisation chart

Objects of consideration plan

Work breakdown structure

Project role descriptions

Project organisation chart

Objects of consideration plan

Work breakdown structure

Objects of consideration …

can be depicted in the form of a tree structure.

can be structured bottom-up or top-down.

are designed in the post-project phase.

can only be differentiated by functions.

can be depicted in the form of a tree structure.

can be structured bottom-up or top-down.

are designed in the post-project phase.

can only be differentiated by functions.

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The progress is to be measured among others for ...

all objects of consideration.

individual work packages.

the whole project.

individual project phases.

An acceptance certificate for a work package ...

always contains the achieved project-related income.

is issued by the project manager and the responsible project team member.

formally relieves a responsible project team member of his work package.

is developed for each project contributor.

The documentation of the relationships between the project and the company strategies is important because ...

most of the projects are connected with the company strategies.

it helps to show the importance of a project for the company.

there can not be a project that is incoherent to the company strategies.

not all project contributors know the relationships to the company strategies.

The documentation of the results and events of the pre-project phase …

helps to inform the team members about the events which took place before the project start.

is only required in marketing projects.

describes among others the relevant agreements made before the start of the project.

readjusts the project portfolio direction.

What is meant by social context?

The relationship of a project to its relevant social environments

The relationship between the project manager and the project team

The relationship of the project to the Red Cross

The relationship of the project team members to each other

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