Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above.

FALSE

It is important for project managers to focus on indirect costs because they can be easily controlled.

Managing the triple constraint primarily involves making trade-offs between resources and quality.

The scope management plan can be informal and broad or formal and detailed, based on the needs of the project.

Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position.

The only responsibility of a project manager is to meet the specific scope, time, and cost goals of a project.

In project time management, the primary output of defining activities is a schedule management plan.

A project’s stakeholders includes its customers, users, and suppliers.

An activity is an element of work that has an expected duration, cost, and resource requirements.

Project scope management includes the processes involved in defining and controlling what is or is not included in a project.

The project’s size, complexity, importance, and other factors do not affect how much effort is spent on collecting requirements for scope planning.

Every project should have a well-defined objective.

To define activities, the project team should start with reviewing the schedule management plan, scope baseline, enterprise environmental factors, and organizational processes.

Contingency plans are predefined actions that the project team will take if an identified risk event occurs.

Milestones are easy to achieve and are always achieved through one main activity.

Deliverables are only product-related, such as a piece of hardware or software

The primary output of the planning cost management process is a change request.

Opponents of a project do not belong to the category of stakeholder

A project manager’s primary role is to provide the funding for a project.

IT project managers must be able to present and discuss project information both in financial and technical terms.

Risks can have both negative and positive effects on meeting project objectives.

Overrun is the additional percentage amount by which estimates exceed actual costs.

In project time management, the next step after sequencing activities is to define these activities.

FALSE

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After defining project activities, the next step in project time management is developing the schedule.

FALSE

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In order to be realistic, a project manager should always set discrete goals instead of a range of objectives.

If an important supplier goes out of business, management reserves can be set aside to cover the resulting costs.

Extrinsic motivation causes people to participate in an activity for their own enjoyment.

Project schedules grow out of basic documents such as the project charter.

Project managers must conduct cash flow analysis to determine net present value.

Questions about how a team will track schedule performance is related to a project’s scope.

A difference between operations and projects is that operations end when their objectives have been reached, whereas projects do not.

A schedule management plan includes information which describes the format and frequency of schedule reports required for the project.

Resources in a project should be used effectively because they are limited.

One of the main reasons why project management is challenging is because of the factor of uncertainty.

Scope refers to all the work involved in creating the products of the project and the processes used to create them.

When deciding what projects to invest in or continue, one should include sunk costs.

It is important for the activity list and activity attributes to be in agreement with the work breakdown structure.

Unknown risks can be managed proactively.