Solved by verified expert :1)
Between 30 and 40 percent of all software projects are “runaway”
projects that far exceed original schedule and budget projections.
2)
As a member of senior management, the CIO is responsible for strategic level IS
planning and for ensuring that all IS plans, systems, and operations support
the organization’s overall strategy.
3)
The MIS steering committee sets policy and priorities for the IS department,
including approving budgets for major projects and hearing progress reports on
those major projects.
4)
Again, like every other department, the IS department should conduct periodic
planning at all levels.
5)
In nearly every organization, information systems projects take much less time
and money to implement than originally anticipated, or the completed system
does not work properly.
6)
The development of a new system must be carefully managed and orchestrated, and
the way a project is executed is likely to be the least important factor
influencing its outcome.
7)
With proper management, a systems development project takes longer to complete
and most often exceeds the allocated budget.
8)
The user interface is the part of the system with which programmers interact.
9)
Aproject is a planned series of related activities for achieving a
specific business objective.
10)
Project management refers to the application of knowledge, skills, tools, and techniques
to achieve specific targets within specified budget and time constraints.
11)
Information systems project costs do not include the cost of hardware,
software, and work space.
12)
Companies typically are presented with very few projects for solving problems
and improving performance.
13)
At the apex of this structure is the corporate strategic planning group and the
information system steering committee.
14)
The project team is supervised by a project management group composed of information
systems managers and end-user managers responsible for overseeing several
specific information systems projects.
15)
The critical success factors approach argues that an organization’s information
requirements are determined by a small number of critical success factors
(CSFs) of managers.
