Project evaluation appraises the performance of a project relative to the project’s initial
or revised plan.
Measuring the project’s performance against a planned budget and schedule is generally
straightforward.
The start-to-finish linkage is used in situations where is it desirable for two or more
activities to finish at the same time.
All projects are carried out under conditions of uncertainty.
The construction of a house would likely follow a J-shaped lifecycle.
In order to manage for overall project success, control should be exercised at a very
high and aggregated level and not get bogged down with unnecessary details.
Learning curve theory states that performance of labor per unit will improve by a
percentage each time production increases by the same percentage.
Top-down budgeting typically results in better acceptance of the budget.
The term evaluate means to set the value or appraise.
Lack of planning is a major contributor to project’s failure.
A limitation associated with traditional approaches to project management is that the
dependency between resources and tasks is often ignored.
Project evaluation should only appraise the progress and performance of a project
relative to the project’s initial plan and not relative to a revised plan.
It is critical to a project’s success to have top management support.
The difference between LFT and EFT is called slack.
It is best for the project manager and project team to make the termination decision.
In project management, superior-subordinate relationships are known and lines of
authority are clear.
Nonnumeric project selection methods are only suitable if numeric methods are not
available.
Trade-offs must be made in order to optimize the use of limited resources.
According to the text, there is no satisfactory way to measure accurately the percent of
completion of most tasks.
Integration management and parallel tasking are fundamentally concerned with
coordinating the flow of information.
AON and AOA networks can both be used to depict any project network.
Naming the wrong project manager is a fundamental reason for project failure.
A task’s duration is a function of both the amount of labor required to complete the task
as well as the calendar time required to complete it.
Mechanical tasks typically have higher learning rates than more mental tasks.
If resources were not scarce, the resource allocation problem would be concerned solely
with profit maximization.
One of the few similarities between project management and general management is
that both exist in the well-defined organizational structure of superior/subordinates in
the overall organization.
Organizational tradition has little or no impact on the firm’s project budgeting.
A limitation of traditional project management planning tools is that they do not address
the flow of information.
The project plan should begin with a complete description of all agreements made with
the client or any third party.
Project evaluation is an appraisal for use by top management.
The key to setting up a monitoring system is to identify the special characteristics of
scope, cost and time that need to be controlled in order to achieve the project goals.
Frequent blame is considered a good motivational tool to keep project team members
on track.
When crashing a task, the usual assumption is that a task is crashed the full amount or
none at all.
The formal audit is a special type of project evaluation.
With top-down budgeting, overlooking a small but important task can often cause a
serious budgetary problem.
Project “war rooms” discourage team cooperation, morale and communications.