Systems Analysis and Design, 5th Edition Alan Dennis solutions manual and test bank

Systems Analysis and Design, 5th Edition  Alan Dennis solutions manual and test bank

January 2012, ©2012

Description

The 5th Edition of Systems Analysis and Design continues to offer a hands-on approach to SA&D while focusing on the core set of skills that all analysts must possess.  Building on their experience as professional systems analysts and award-winning teachers, authors Dennis, Wixom, and Roth capture the experience of developing and analyzing systems in a way that students can understand and apply.

With Systems Analysis and Design, 5th Edition, students will leave the course with experience that is a rich foundation for further work as a systems analyst.

Table of Contents

Preface v

PART ONE PLANNING PHASE 3

CHAPTER 1 THE SYSTEMS ANALYST AND INFORMATION SYSTEMS DEVELOPMENT 5

CHAPTER 2 PROJECT SELECTION AND MANAGEMENT 45

PART TWO ANALYSIS PHASE 99

CHAPTER 3 REQUIREMENTS DETERMINATION 101

CHAPTER 4 USE CASE ANALYSIS 147

CHAPTER 5 PROCESS MODELING 183

CHAPTER 6 DATA MODELING 223

PART THREE DESIGN PHASE 257

CHAPTER 7 MOVING INTO DESIGN 259

CHAPTER 8 ARCHITECTURE DESIGN 281

CHAPTER 9 USER INTERFACE DESIGN 313

CHAPTER 10 PROGRAM DESIGN 365

CHAPTER 11 DATA STORAGE DESIGN 405

PART FOUR IMPLEMENTATION PHASE 443

CHAPTER 12 MOVING INTO IMPLEMENTATION 445

CHAPTER 13 TRANSITION TO THE NEW SYSTEM 471

CHAPTER 14 THE MOVEMENT TO OBJECTS 503

Chapter 2: Project Selection and Management

Answer to Your Turn 2-1: To Select or Not to Select

Student answers will vary based on knowledge and experience. The response will more than likely describe a project that, though it would seem to be a perfect choice, did not fit into the organizational portfolio of projects. This is an appropriate time to discuss the topic of budgets which organizations must live within.

Answer to Your Turn 2-2: Project Selection

In order to respond to these questions, students will have to find information on the case or to make assumptions about the scenario. Possible responses include:

Option 1:

Costs: expenses for writing ad hoc reporting programs, expenses for maintaining ad hoc reporting programs, expenses associated with maintaining staff with CICS expertise

Benefits: employees already understand the new system, shorter short-term costs, no employees would be replaced by automated system

Risks: Continued low performance of premiums to claim payment ratios, possible loss of data integrity, no processes available for auditing performance, possible law suits associated with low premium to claim payment ratio

Intangibles: employee perception of current system, employee perception of proposed system, industry perception of the performance of Capital Blue Cross

Option 2:

Costs: expenses for writing a dynamic retrieval program, expenses for maintaining a dynamic retrieval program, expenses associated with training staff with new functionality

Benefits: data would be more accurate, users would be able to view required data, less costly than developing a new system

Risks: difficult to develop processes for auditing performance, difficult for the program to provide a relationship among the data, more costly than Option 1

Intangibles: employee perception of current system, employee perception of proposed system, industry perception of the performance of Capital Blue Cross

Option 3:

Costs: expenses for software, expenses for outside consultants, expenses associated with employees taking time away from work to learn new program

Benefits: auditable processes, reliability of data, relational capability among data stores

Risks: Possible compromise of proprietary information through consultants, costlier than other two options, time taken for development and implementation

Intangibles: employee perception of current system, employee perception of proposed system, industry perception of the performance of Capital Blue Cross

The material is available at http://www.itworld.com/CIO021500_value_content

Answer to Your Turn 2-3: Selecting a Methodology

Throwaway prototyping would be a good choice for this scenario for a number of reasons. First, this is a brand new idea, so there may be some ambiguity or confusion as to the functionality of the system. Second, there are technical issues associated with integrating existing hardware and software due to the diversity at different locations around the world. Third, the time frame to delivery is one year.

The time frame would allow for an in-depth analysis to gather information and develop ideas for the system before the design phase. Once the initial requirements were documented, a series of design prototypes can be created, distributed and tested to determine whether issues dealing with functionality or technical problems have been addressed. Once the issues have been resolved, the project can move into design and implementation. Direct students to FIGURE 2-9 as it allows students to compare and contrast the methodologies with the selection criteria discussed in the chapter.

Answer to Your Turn 2-4: Communication Complexity

1. For a six member team, there are 15 communication channels.

For an eight member team, there are 28 channels. A good formula for figuring out how many channels there are is: [N * (N-1)] / 2, where N is the number of team members.

2. Answers will vary, but the larger the team the larger number of communication channels and the more complex communications will be.

Answer to Your Turn 2-5: CASE Tool Analysis

Student responses will vary based on the CASE tool selected. As a rule, CASE tools used during the analysis phase for creating integrated diagrams of the system and to store information regarding system components are referred to as upper CASE, whereas CASE tools used during the design phase to create diagrams and associated code for system functionality and databases are referred to as lower CASE.

Answer to Concepts in Action 2-E: Agile Development at Travelers

1. The projects certainly could be done with JAD sessions or with having the users review the project on a weekly basis. However, the success of an agile development depends upon the cohesiveness of the team, typically accomplished by having users meet and devote all their time to the project so that they are able to communicate ideas, comments, suggestions, and providing feedback immediately.

2. In order to work on an agile development project, an analyst needs to be highly motivated, dedicated to the project, able to communicate effectively, and work well in a high-paced team environment.

Answer to Concepts in Action 2-G: Trade-Offs

1. In considering the trade-offs among the factors of functionality, time and money, it’s important to realize that a change in one of these factors affects the other two. Increasing functionality will most certainly increase the time and money needed to complete the project. Decreasing time or money will most certainly affect either the level or quality of the functionality in the finished project.

2. The project was considered successful from a ‘product’ standpoint, in that it met the business needs for which it was meant. However, once the time frame had been established, the project manager might have gone back to the clients and reworked the requirements, or the scope of the project. This would have provided the development team with realistic goals and perhaps would have produced a product that could have been used more than once.

Answer to Concepts in Action 2-H: Managing a Late Project

1. The decision to end the project depends on many issues. Is it crucial to Valley Enterprises that each of their 15 offices has VOIP? How much longer would it take to complete and project and how much more money would be needed? Does Valley Enterprises have confidence in the capabilities of Advanced Communications?

2. Immediately upon receiving news of the buyout, Valley Enterprises should have begun negotiations with Advanced Communications regarding this project. Ideally, Valley Enterprises could then have compared the bid against others they had previously received for the project and made an informed decision.

3. The project manager should have met with representatives of Advanced Communications to discuss his concerns about the state of the project. The project manager could then have recommended renegotiating the contract or halted the project at that time.

Answer to Concepts in Action 2- I: Poor Naming Standards

Student answers will vary depending upon their programming experience, syntax language, and code comments. This is a great time to reinforce the concept of standards.

Solutions to End of Chapter Questions

1. Describe how projects are selected in organizations.

An organization will base the selection of a project on an evaluation not only of the project’s costs and expected benefits, but also the technical and organizational risks that have been identified for the project. Both the systems request and feasibility analysis can provide that type of information.

2. Describe how project portfolio management is used by IT departments.

Portfolio management is the process of determining the mix of project types that will maximize benefit to the organization, while minimizing risks and costs to the organization. Included in portfolio management is the process by which an organization assesses how potential projects fit into the existing projects currently underway. Ideally, the organizational project portfolio consists of both high and low risk projects, large and small projects, etc.

3. Describe the major elements and issues with waterfall development.

Waterfall development follows the phases of the life cycle in sequence (planning, analysis, design, and implementation). Each phase is thoroughly documented and approval is required before proceeding to the subsequent phase. It is difficult, though not impossible, to go backwards in the SDLC under waterfall development.

Waterfall development requires that the system requirements be precisely specified prior to implementation, and also often “freezes” those requirements during development. The high degree of effort devoted to specifying user requirements is a strength of waterfall development but specifying those requirements on paper is laborious and may lead to errors and omissions. “Freezing” the requirements during development helps assure that the system is developed according to specifications, but in a dynamic business environment, the system that is ultimately developed may bear little resemblance to what is actually needed at the time the project is completed. Therefore, extensive maintenance may be needed after implementation to revise the system to meet current conditions.

4. Describe the major elements and issues with parallel development.

Parallel development modifies the SDLC by altering the design and implementation phases. In parallel development, general design of the entire system is performed; then, the project is divided into sub-projects, each of which is designed in detail and implemented. Work on the sub-projects occurs simultaneously in an effort to reduce the time between analysis and delivery of the system. After all sub-projects are complete, the pieces are integrated into the final delivered system.

The total time to deliver the system can be reduced using parallel development as compared to waterfall development. However, there can be significant challenges in integrating the sub-projects since design decisions made in one sub-project may affect other sub-projects if they are not completely independent.

5. Describe the major elements and issues with the V-model.

The V-Model of development follows a waterfall approach in that each phase is completed before the next is begun. The V-Model differs in that during each phase of development not only are requirements specified and components designed, but the testing of those components is also defined. This allows for a well-defined testing plan which can improve the overall quality of the system.

As with waterfall development, the V-Model of development is rigid, and may not be a good choice for a project that is dynamic in nature.

6. Describe the major elements and issues with iterative development.

Iterative development is characterized by multiple versions of the overall project. The initial version contains the most important and fundamental requirements. This version can be accomplished with a mini-waterfall process. Once the version is complete, feedback is solicited as to the appropriateness of the system. The project then goes into the next version of the project, incorporating feedback that was received. The benefit to this is that an abbreviated version is quickly available for review.

The disadvantage to iterative development is that the early versions are abbreviated. Customers must understand that each version will have additional functionality until the final version is delivered.

7. Describe the major elements and issues with prototyping.

Prototyping collapses analysis, design, and implementation into one phase, and this phase is cycled through several times until the system meets user needs. A “rough” version of the system is developed early and rapidly, and user feedback is solicited. Based on user comments, the system is modified and refined repeatedly. Ultimately, the system will be refined to the point where the users accept it and it can be put into production.

Prototyping does provide rapid delivery of a system to the users, and user involvement in determining refinements helps assure a good fit with business needs. The haste to get “something” to the users quickly, however, may lead to poor initial specification of the prototype. Subsequently, substantial revisions may be needed to correct for inadequate initial analysis.

8. Describe the major elements and issues with throwaway prototyping.

While similar to prototyping, throwaway prototyping differs in that the analysis phase is not collapsed, but is developed in full. Once complete, any ambiguous features or challenging design issues may be addressed using a design prototype. A design prototype is created to enable users to understand the issues under consideration. Many design prototypes may be built to minimize the risk associated with the system by confirming that important issues are understood before the actual system is built.

Throwaway prototyping can result in a longer time frame to delivery due to the fact that the prototypes are not necessarily used for the final design. However, this methodology creates an opportunity to address and resolve key issues that arise before getting to the development stage.

9. Describe the major elements and issues with agile development.

Agile development is a methodology in which the SDLC is streamlined. Much of the modeling and documentation is eliminated and the emphasis is placed on simple, iterative development in which each iteration is a small project on its own, complete with planning, requirements analysis, design, coding, and testing.

Agile development is dependent upon a team that is highly motivated, cohesive, stable, and experienced. This type of development works best with small projects. If the project is not small, or the teams do not work well, then the likelihood of success is reduced.

10. Compare and contrast structured design methodologies in general to rapid application design (RAD) methodologies in general.

Structured design methodologies are usually fairly formal, step-by-step approaches to systems development. The project moves through the phases in a systematic way. The emphasis in most of these methodologies is development of paper-based specifications for the new system prior to implementation. RAD methodologies, on the other hand, tend to emphasize quick creation of a limited-capability version of the system or a model of the system. These methodologies focus on refining this preliminary system or model rather than trying to fully describe it on paper prior to implementation.

11. Compare and contrast extreme programming and throwaway prototyping.

Extreme programming uses continuous testing, simple coding performed by pairs of developers, and close interactions with end users. System functionality grows over time iteratively after a very superficial planning phase. Code is thoroughly tested as it is added to the system. By practicing discipline and keeping the development team small and focused, extreme programming can create good results very quickly. Throwaway prototyping focuses more on experimentation during the design phase. The prototypes are intended to clarify technical issues before the 'real' system is built. The prototypes will be discarded and do not become the final system.

12. What are the key factors in selecting a methodology?

How well are user requirements understood?

How familiar are the systems developers with the technology being employed?

How complex is the system?

How essential is system reliability?

How demanding is the time frame/project schedule?

How visible is the project schedule? (see FIGURE 2-9)

13. Why do many projects end up having unreasonable deadlines? How should a project manager react to unreasonable demands?

Unreasonable deadlines are often the consequence of trying to complete the project to accomplish some business goal rather than being based on a realistic assessment of how long the project will actually take to complete. For example, in the CD Selections case, the project sponsor wants the Internet Order System to be operational in time to sell CDs for holiday shopping. Too often such external factors are used to create target dates for project completion. The project manager must develop accurate and realistic time estimates for the project, and use these to convince the sponsor that his/her timelines can’t be achieved. The project manager is setting the project team up to fail if he/she goes along with a time frame that is known to be unachievable. If the time deadline is immovable, then the project manager should employ timeboxing to negotiate a narrowed project scope that will be achievable in the time allotted.

14. Name two ways to identify the tasks that need to be accomplished over the course of a project.

One way to identify tasks is to follow a top-down approach, defining high level tasks first, and then breaking those tasks down into subtasks. A second way is to follow a methodology, which will provide a standard list of tasks for the SDLC. This standard task list can be modified as needed for the specific project.

15. What is the difference between a methodology and a work plan? How are the two terms related?

A methodology provides a standard, formalized list of steps and deliverables for the SDLC. Work plans include the specific steps, tasks, and deliverables that will be needed for a specific project. Methodologies form the basis for creating work plans; the project manager can select the parts of the methodology that apply to the specific project, and use that in defining the appropriate steps and tasks.

16. Some companies hire consulting firms to develop the initial project plans and manage the project, but use their own analysts and programmers to develop the system. Why do you think some companies do this?

It is possible that a company does not have skilled project managers available on its in-house staff. Project management requires a unique set of skills, and consulting firms may develop project management capabilities because of the many projects undertaken. It may also be useful to have an 'outsider' serving as project manager, since he or she may be better able to assess the project objectively and resist scope creep more effectively than an in-house employee.

17. Describe the differences between a technical lead and a functional lead? How are they similar?

The technical lead is typically a project team member who supervises the programmers and more technically-oriented project staff. The functional lead is a team member who oversees the systems and business analysts on the team. Both positions report to the project manager, and are responsible for managing, controlling, and coordinating the work of their assigned team members.

18. Describe three technical skills and three interpersonal skills that would be very important to have on any project.

Desirable technical skills might include programming experience in the chosen programming language, experience in configuring the hardware and communications technology platform correctly, and experience in utilizing the file/database environment effectively. Desirable interpersonal skills might include interviewing skills, negotiation skills, and conflict resolution skills.

19. What are the best ways to motivate a team? What are the worst ways?

Research has shown that technically-oriented people are motivated by recognition, achievement, the work itself, responsibility, advancement, and the chance to learn

 

 

test bank

 

Multiple Choice

=

1. A critical success factor in project management is to:

a) Say “no” to all requests as they add to ‘scope creep’

b) Use throwaway prototyping

c) Use a CASE tool to delineate requirements from work tasks

d) Start with a realistic assessment of the work that needs to be done

e) Hire an outside project management consulting group

Ans: d

Response: Introduction

Difficulty: easy

2. Which is a true statement about IT projects?

a) Most IS departments face a demand for IT projects that far exceed the ability to do them.

b) Project Managers must be certified as PMP (Project Management Professionals)

c) Project estimates tend to have a built-in buffer of time

d) Project teams of 12 to 15 are generally considered optimum

e) The majority of projects taken on by IT departments are not strategic to the business

Ans: a

Response: Introduction

Difficulty: hard

3. Which is NOT suggested for IT development projects?

a) Projects need to be prioritized

b) Projects need to be carefully selected

c) Projects need to be carefully managed

d) Projects need to give a positive return on investment within four years

e) Projects need to give value to the business

Ans: d

Response: Introduction

Difficulty: medium

4. Which would generally NOT be taken into consideration for project portfolio management in an organization?

a) The number of large projects

b) The number of tactical projects

c) The number of high risk projects

d) The number of strategic projects

e) The number of financially feasible projects

Ans: e

Response: Project Selection

Difficulty: medium

5. The V-model pays more explicit attention to ___________:

a) Iteration

b) Return on investment (ROI)

c) Business Value (the “V”)

d) Testing

e) Prototyping

Ans: d

Response: Project Methodology Options

Difficulty: medium

6. RAD is an acronym for:

a) Real Application Development

b) Rapid Application Design

c) Rapid Authentic Development

d) Real Autonomous Development

e) Rapid Application Development

Ans: e

Response: Project Methodology Options

Difficulty: medium

7. Which of the following might result in version 1; version 2 (etc.) of a system?

a) System Prototyping

b) Waterfall Development

c) Iterative Development

d) System Prototyping

e) Parallel Development

Ans: c
Response: Rapid Application Development

Difficulty: easy

8. System prototyping is BEST characterized as:

a) A ‘Quick and Dirty’ system

b) A series of versions

c) A method for exploring design alternatives

d) A method for stressing customer satisfaction

e) More explicit testing

Ans: a

Response: Rapid Application Development

Difficulty: easy

9. Throwaway prototyping is BEST characterized as:

a) A ‘Quick and Dirty’ system

b) A series of versions

c) A method for exploring design alternatives

d) A method for stressing customer satisfaction

e) More explicit testing

Ans: c

Response: Rapid Application Development

Difficulty: easy

10. Parallel methodology is BEST characterized as:

a) A ‘Quick and Dirty’ system

b) A series of versions

c) A method for exploring design alternatives

d) A method for stressing customer satisfaction

e) More explicit testing

Ans: b

Response: Parallel

Difficulty: easy

11. Extreme Programming (XP) is BEST characterized as:

a) A ‘Quick and Dirty’ system

b) A series of versions

c) A method for exploring design alternatives

d) A method for stressing customer satisfaction

e) More explicit testing

Ans: d

Response: Rapid Application Development

Difficulty: easy

12. What the MAIN difference between systems prototyping and throwaway prototyping?

a) Systems prototyping involves users while throwaway prototyping does not

b) Throwaway prototyping involves users while systems prototyping does not

c) Systems prototyping is a rapid application development methodology; while throwaway prototyping is not

d) Systems prototyping works with users to quickly develop a simplified working version of the proposed system; while throwaway prototyping focuses more on exploring design alternatives

e) Throwaway prototyping develops systems that will be use as ‘stop-gap’ systems – and generally for less than six months; while systems prototyping results in systems that will be used extensively for several years.

Ans: d

Response: see Rapid Application Development

Difficulty: easy

13. Which of the following methodologies might be most appropriate if you have a system project with: clear requirements; very familiar technologies; not all that complex; reasonably reliable; a very long time schedule and the schedule visibility is not important?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) Throwaway prototyping

Ans: a

Response: see figure 2-9

Difficulty: hard

14. Which of the following methodologies might be most appropriate if you have a system project with: unclear user requirements; unfamiliar technologies; somewhat complex; needs to be reliable; time is not an issue and the schedule visibility is somewhat important?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) Throwaway prototyping

Ans: e

Response: see figure 2-9

Difficulty: medium

15. Which of the following methodologies might be most appropriate if you have a system project with: clear requirements; very familiar technologies; not all that complex; reasonably reliable; a short time schedule and the schedule visibility is not important?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) Throwaway prototyping

Ans: b

Response: see figure 2-9

Difficulty: hard

16. Which of the following methodologies might be most appropriate if you have a system project with: clear requirements; very familiar technologies; not all that complex; must be reliable; a somewhat longer schedule and the schedule visibility is not important?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) V-model

Ans: e

Response: see figure 2-9

Difficulty: hard

17. Which of the following methodologies might be most appropriate if you have a system project with: somewhat unclear requirements; somewhat unfamiliar technologies; that is complex; reasonably reliable; a short time schedule and high schedule visibility?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) Throwaway prototyping

Ans: c

Response: see figure 2-9

Difficulty: hard

18. Which of the following methodologies might be most appropriate if you have a system project with: unclear requirements; very familiar technologies; not all that complex; reasonably reliable; a short time schedule and the schedule visibility is somewhat important?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) Extreme Programming

Ans: e

Response: see figure 2-9

Difficulty: hard

19. Which of the following methodologies might be most appropriate if you have a system project with: unclear user requirements; unfamiliar technologies; very complex; must be reliable; a short to medium time schedule and the schedule visibility is somewhat important?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) Throwaway prototyping

Ans: e

Response: see figure 2-9

Difficulty: hard

20. Which of the following methodologies is the historic standard, but is used less today because it takes the longest to complete all the SDLC steps?

a) Waterfall

b) Parallel

c) Iterative

d) System prototyping

e) Throwaway prototyping

Ans: a

Response: see Project Methodology Options

Difficulty: medium

21. The main difference between the Parallel Development Methodology and the Iterative Development Methodology is that:

a) The Parallel Development Methodology will have various releases (like version 1.0; 2.0, etc.) and the Iterative will not

b) The Iterative Methodology will break the system project into sub-projects for analysis, design and implementation and then merge them into a final system and the Parallel will not

c) The Parallel Methodology will have sub-projects and the Iterative Methodology will have various releases

d) The Parallel Methodology will create various models or prototypes with user involvement before setting on design concepts and the Iterative will not

e) The Iterative Methodology will create various models or prototypes with user involvement before setting on design concepts and the Parallel Methodology will not

Ans: c

Response: see Project Methodology Options

Difficulty: medium

22. Which of the following would BEST describe “system complexity”?

a) The aspect of using technologies that analysts and developers are familiar with

b) The aspect of what the business side really wants the system to do

c) The aspect of how quickly the system can be developed and implemented

d) The aspect of how intricate and difficult the system must be

e) The aspect of how accurate the system must be (such as medical equipment or for games)

Ans: d

Response: See Selecting the Appropriate Development Methodology

Difficulty: medium

23. Which of the following would BEST describe “system reliability”?

a) The aspect of using technologies that analysts and developers are familiar with

b) The aspect of what the business side really wants the system to do

c) The aspect of how quickly the system can be developed and implemented

d) The aspect of how complex the system must be

e) The aspect of how accurate the system must be (such as medical equipment or for games)

Ans: e

Response: See Selecting the Appropriate Development Methodology

Difficulty: medium

24. Bob is selecting a systems analysis and design methodology. What might be the first step?

a) Selecting the shortest methodology

b) Researching the organizations standards and policies for ‘approved’ methodologies

c) Interviewing senior management as to their suggestions on methodologies

d) Do a quick ‘cost/benefit’ analysis on which methodology will provide the most benefits at the lowest cost

e) Do an analysis on which methodology might lessen or eliminate scope creep

Ans: b

Response: See Selecting the Appropriate Development Methodology

Difficulty: medium

25. A team of developers and customers are in close communication, with frequent communications, simplicity, feedback and courage. This would best describe:

a) The parallel development methodology

b) The waterfall development methodology

c) The iterative development methodology

d) The Extreme Programming methodology

e) The throwaway prototyping methodology

Ans: d

Response: See Agile Development

Difficulty: medium

26. Kumar is the project manager for a revised TTP system. Which of the following most likely would NOT be considered in developing a work plan?

a) Identifying tasks that need to be completed

b) Estimating the time that will be needed on tasks

c) Creating a dependency chart

d) The organizational readiness for the project

e) Key milestones that need to be met

Ans: d

Response: See Developing the Work Plan

Difficulty: medium

27. Suggestions for motivation might include all of these EXCEPT:

a) Setting realistic deadlines

b) Giving all team members the same bonus on a project

c) Recognize and reward good efforts

d) Reward those with outstanding quality and effort

e) Having a good working environment

Ans: b

Response: see Staffing the Project (and Figure 2-16)

Difficulty: easy

28. TJ is coordinating a project. Which would he probably NOT use to avoid conflicts?

a) Encourage a competitive edge between team members

b) Clearly defining plans for the project

c) Develop a project charter

d) Look at other projects and priorities and see how that might impact the project

e) Communicate the business value to the team

Ans: a

Response: See Coordinating Project Activities

Difficulty: easy

29. The most common reason for schedule and cost overruns is ___________

a) Team conflict

b) Lack of communication from project manager to project team

c) Lack of support by sponsor and champion

d) Scope creep

e) Adding people to a late project

Ans: d

Response: see Managing Scope

Difficulty: easy