From the textbook called \"Information Technology Project Management: Providing
ID: 3916779 • Letter: F
Question
From the textbook called "Information Technology Project Management: Providing Measurable Organizational Value".
Chapter 6
1. Define predecessor, successor, and parallel activities. Give a real-world example of each.
2. What is the difference between lead and lag? Give real-world examples (other than the ones used in this chapter) of how a project manager may use lead and lag in a project schedule.
Chapter 7
1. Describe some of the common mistakes in project risk management
2. What is project risk management?
3. What are the six project risk management processes?
4. Describe some of the tools and techniques that can be used to identify project risks.
5. Describe the three risk monitoring tools that were discussed in this chapter.
Explanation / Answer
1. Define predecessor, successor, and parallel activities. Give a real-world example of each.
Answer:
Predecessor activities are those activities that must be completed before another activity can be started—for example, a computer’s operating system must be installed before loading an application package.
successor activities are activities that must follow a particular activity in some type of sequence. For example, a program must be tested and then documented after it is compiled.
A parallel activity is an activity or task that can be worked on at the same time as another activity. Parallel activities may be thought of as an opportunity to shorten the project schedule; however, they also can be a trade-off since doing more than one thing at the same time can have a critical impact on project resources.
Ex: Design web page layouts and set-up server
2. What is project risk management?
Answer:
Project Risk Management is all about developing strategies to prevent or minimize the impact of troubling threats to a project. There is always uncertainty about the positive outcome of a project. Things can go wrong quickly, and when project managers embrace the meaning of risk management, they are strategically preparing to handle these risks. When a manager takes on a long-term task, there are a lot of issues to be concerned with from establishing a budget to keeping staff on task. Therefore, it is likely that risk management strategies might never enter into project planning. However, exploring these approaches are a necessity because the benefits of developing plans for handling unforeseen issues are numerous.
Related Questions
Navigate
Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.