Worksheets5W04 - Project Management
Total questions: 58
Worksheet time: 29mins
What does a small amount of management do for a project?
Increases the probability of success
Decreases the probability of success
Has no effect
Which of these does NOT come from managing our small projects?
Keep an eye on expenditures and the budget
Agree on the deliverables
Guarantee success
Know when we?ve met our deliverables
The Triple Constraint involves which three factors?
Resources, Scope, and Time
Resources, Network Speed, and Time
Money, People, and Time
Scope, Money, and People
Which of these is common in enterprise projects and absent in SMB projects?
Scope of Work
Human Resources
Budget
Stages
Which of these is typified by High Planning and Low Preparation?
New User Setup
Network Migration
Disaster Recovery
For a project to be successful, you need real project management tools
True
False
According to the PMBOK, "A Project is any endeavor that has a definite beginning and a definite end."
True
False
Some mini projects can be completed with a checklist
True
False
Projects are really just operations
True
False
Palachuk and Goulston believe that mMost SMB Consultants need to do more project management than they currently do.
True
False
Quality control is really only present in enterprises projects
True
False
You can still have a successful project if you have a poorly defined scope
True
False
Historically, it's hard to get small businesses to pay for the design phase of a project
True
False
Which of these is not one of the four personalities in the room during project planning?
Client Dreamer
Client Realist
Sales Person
Technician
Accountant
The number one reason projects fail is Scope Creep
True
False
Typically, clients don't want to pay extra for (pick one)
Accurate Estimates
Change Orders
Speed
Uptime
Karl recommends you give the client very detailed quotes for projects
True
False
Internal quotes and client quotes generally have the same verbiage (except price)
True
False
Each line item in the quote becomes a Service Ticket or a Stage in the project
True
False
The scope of the project IS the project
True
False
Why use a "closed loop" process?
Nothing is lost or forgotten
Clients love it
It makes projects easy
It guarantees success
What do you do when users want to add work to a project?
Tell them to talk to the service manager
Just say no
Move it outside the project and into a ticket
What comes before the Discovery stage?
Time Constraints
Pre-Discovery
The Scope
Which of these is a common cookie cutter project?
Migration 100 users to the cloud
Update the LOB
Troubleshoot DKIM
New PC Setup
What is the single most important concept for completing projects on time and under budget while accomplishing all established goals?
Money
Time
Resources
The Scope
Management
Closed Loop simply means that we finish every piece of a stage and then close it.
True
False
Projects need a "lead" so someone has ultimate authority on a project
True
False
Email template are good for ?
Creating consistency
Making sure communications are thorough
Giving technicians a place to start communicating
All of these
How much of a project does the client normally see?
Most of it
All of it
Less than half of it
Which tools are used to execute projects?
PSA
Binders
Checklists
All of these
A "Project Binder" is ultimately just a really big checklist
True
False
When you manage a project inside a ticketing system, it doesn't matter what you name the tickets
True
False
When stages become tickets, you should just copy the descriptions from the project quote
True
False
Why is it critical to stay inside the scope?
You know whether the project was completed
You know whether the project is profitable
The scope is the project
All of these
Karl says that something will always go wrong, but you're still going to be successful
True
False
You should always put project-specific software licenses in your PSA
True
False
No one is a team of one
True
False
Managing people inside a project involves managing ?
Expectations
Training
Communications
All of these
Managing project stakeholders includes all but one of these
Your team
The client’s team
Your vendors
The client’s vendors
The Secretary of Agriculture
Managing a team is the same as managing human resources
True
False
It is likely that each project stage will require a different skillset
True
False
The project lead needs to coordinate "needs" across different project stages
True
False
Everything you need to know about staffing can be found inside your project
True
False
Sometimes, you need to engage staff before and after the project
True
False
Checklists can make projects repeatably successful
True
False
What do you do with unexpected problems
Document them
Fix them
Document the fix
Update the checklist
All of these
When is an unexpected problem billable? (Pick the best answer)
When it’s outside the scope
Always
Never
Which of these is not a goal of the project evaluation?
What we learned
What we did right
What we did wrong
Was the project worth doing?
Calendar time and project time are essentially the same
True
False
Zero Downtime should be considered for all projects
True
False
Which of these are not "Golden Hours?"
8AM – 6PM
7AM – 8 AM
Noon-1PM
6PM – 7PM
Which of these is an example of intercepting the process for ZDT?
Move email
Replace LOB
Install a new wireless access point
The "Run processes in parallel" ZDT process costs about twice as much
True
False
You (not the client) have to be in charge of the project
True
False
For which of these are you most likely to use the "Flip the big switch" ZDT process?
Move email
Replace LOB
Install a new wireless access point
You should perform an evaluation or retrospective . . .
If the project fails
If the project is not profitable
Every time
If you’ve communicated with the client, you should . . .
Communicate some more
Shut up and let the client work
Begin the project
Which of these is NOT an example of "Know what you know?"
Be extremely competent
Know when to ask for help
Don’t take the client’s advice
