MGMT627 - Project Management Midterm MCQ'S: 1.1 True/False

MGMT627 - Project Management
Midterm MCQs
1.1 True/False
1) Projects, rather than repetitive tasks, are now the basis for most value-added in business.
Answer: T!"
#) Projects have a process orientation.
Answer: $A%&"
') A t(pical project sta(s within functional and or)ani*ational boundaries.
Answer: $A%&"
+) The special nature of projects relieves project mana)ers from their routine of plannin),
or)ani*in), motivatin), directin), and controllin).
Answer: $A%&"
,) A project e-ists outside of the standard line or)ani*ation.
Answer: T!"
.) The initial )oal and technical specifications of the project are developed durin) the plannin)
sta)e.
Answer: $A%&"
/) 0lient interest in a project is hi)hest durin) the termination and conceptual phases.
Answer: T!"
1) The classic triple constraint standard for project performance is composed of time, cost, and
client acceptance.
Answer: $A%&"
2) The business success dimension of project success determines whether the project achieved
si)nificant commercial success.
Answer: T!"
13) The Atkinson model for assessin) project success )athers input from all of the project4s
stakeholders.
Answer: T!"
11) The use of benchmarkin) allows companies that are relativel( immature at project
mana)ement to achieve 5uantum leaps of improvement.
Answer: $A%&"
1
0op(ri)ht 6 #313 Pearson "ducation, 7nc.
1#) 8ost effective project maturit( models chart both a set of standards that are currentl(
accepted as state-of-the-art as well as a process for achievin) si)nificant movement towards
these benchmarks.
Answer: T!"
1') Acme uses no reco)ni*able project mana)ement processes and has entertainin) project
meetin)s because each member has a uni5ue wa( of reportin) pro)ress or lack thereof. Acme is
most likel( at the moderate level in the )eneric project mana)ement maturit( model.
Answer: $A%&"
1+) An( or)ani*ation, no matter how initiall( unskilled in project mana)ement, can be)in to
chart a course toward the t(pe of project or)ani*ation the( wish to become.
Answer: T!"
1,) A compan(4s culture has little impact on whether projects are successfull( implemented.
Answer: $A%&"
9iff: #
1.# $ill in the :lank
1) A ;;;;;;;;;; refers to on)oin), da(-to-da( activities in which an or)ani*ation en)a)es while
producin) )oods and services.
Answer: process
#) The )oals of a project are sometimes called ;;;;;;;;;;.
Answer: deliverables
') Projects are ;;;;;;;;;;-focused.
Answer: customer
+) Project mana)ement entails crossin) ;;;;;;;;;; and ;;;;;;;;;; boundaries.
Answer: functional, or)ani*ational
,) 7n )eneral, product life c(cles are becomin) ;;;;;;;;;; and product launch windows are
becomin) ;;;;;;;;;;.
Answer: shorter, narrower
.) ;;;;;;;;;; serves as an e-cellent trainin) )round for future senior e-ecutives in most
or)ani*ations.
Answer: Project mana)ement
/) The sta)es in a project4s development are known as the ;;;;;;;;;;.
Answer: project life c(cle
1) 9etailed specifications, schematics, and schedules are all developed durin) the ;;;;;;;;;;
sta)e.
Answer: plannin)
#
2) 0reativit( is at its *enith durin) the ;;;;;;;;;; sta)e of the project life c(cle.
Answer: e-ecution
13) The de)ree of risk associated with the project is at its hi)hest durin) the ;;;;;;;;;; sta)e.
Answer: conceptuali*ation
11) The triple constraint of project success is ;;;;;;;;;;.
Answer: time, cost, performance
1#) Atkinson su))ests that all )roups that are affected b( a project, otherwise known as
;;;;;;;;;;, should have a hand in assessin) project success.
Answer: stakeholders
1') ;;;;;;;;;; are used to allow or)ani*ations to benchmark the best practices of successful
project mana)ement firms.
Answer: Project mana)ement maturit( models
1+) The 0enter for :usiness Practices maturit( model sta)e that describes project mana)ement as
an ad hoc process is ;;;;;;;;;;.
Answer: %evel 1 or 7nitial Process
9iff: #
1,) 7n )eneral, all project mana)ement maturit( models a)ree that an or)ani*ation that has
internali*ed all necessar( project mana)ement principles and is activel( seekin) to move be(ond
these in innovative wa(s is ;;;;;;;;;;.
Answer: <project) mature
1.' 8ultiple 0hoice
1) =hich of the followin) t(pes of activities is more closel( associated with projects rather than
processes>
A) an activit( that is on)oin)
:) an activit( that is da(-to-da(
0) an activit( that uses e-istin) s(stems
9) an activit( that establishes its own work rules
Answer: 9
#) =hich of the followin) is accomplished throu)h project mana)ement>
A) A cellular phone compan( activates a new customer4s service.
:) An automotive manufacturer produces a da(4s 5uota of vehicles.
0) A software developer creates a new crash-proof operatin) s(stem.
9) A retailer restocks the shelves after a da( of brisk sales.
Answer: 0
') A project t(picall( has:
A) a defined start and end date.
:) a defined start date but no defined end date.
'
0) no defined start but a defined end date.
9) no defined start or end date.
Answer: A
+) The Project 8ana)ement :od( of ?nowled)e @uide definition of a project indicates that a
project is:
A) multifunctional.
:) temporar(.
0) desi)ned to consume human resources.
9) limited b( a bud)et.
Answer: :
,) Project members ma( be from:
A) different departments.
:) other or)ani*ational units.
0) one functional area.
9) all of the above.
Answer: 9
.) There is no such thin) as a project team:
A) with a deliverable.
:) with an on-)oin), non-specific purpose.
0) with a )oal.
9) with a project mana)er
Answer: :
/) A project that results in Adoin) the wron) thin)s wellA has i)nored the:
A) bud)etar( )oal.
:) technical )oal.
0) customer satisfaction )oal.
9) schedulin) )oal.
Answer: 0
1) =hich of these is !T characteristic of a project>
A) Projects are responsible for the newest and most improved products, services, and
or)ani*ational processes.
:) Projects are ad hoc endeavors with a clear life c(cle.
0) Projects provide a philosoph( and strate)( for the mana)ement of chan)e.
9) Traditional process mana)ement functions of plannin), or)ani*in), and controllin) do not
appl( to project mana)ement.
Answer: 9
2) =hich of the followin) is BCT a project constraint>
A) the bud)et
:) the customer re5uirements
0) the schedule
9) the technical specifications
+
Answer: :
13) Projects differ from classic or)ani*ational processes because projects are:
A) discrete activities.
:) part of line or)ani*ation.
0) well established s(stems in place to inte)rate efforts.
9) multi-objective.
Answer: A
11) Process mana)ement features ;;;;;;;;;; with respect to project mana)ement.
A) )reater hetero)eneit(
:) )reater certaint( of performance
0) )reater numbers of )oals and objectives
9) lower adherence to established practices
Answer: :
1#) &tudies of 7T projects reveal that:
A) initial cost estimates are overrun b( an avera)e of 1,D.
:) over ..D of 7T projects were delivered to customers but not used.
0) about #,D of all 7T projects become runawa(s b( overshootin) bud)ets and timetables.
9) up to /,D of software projects are cancelled.
Answer: 9
1') A business realit( that makes effective project mana)ement critical is the fact that:
A) products are becomin) increasin)l( simple.
:) inflation is rampant.
0) product life c(cles are compressin).
9) product launch windows are widenin).
Answer: 0
1+) A product is introduced into a market, )ains the acceptance of a fickle public, and finall( is
supplanted b( a new and improved offerin). This phenomenon is known as the:
A) product life c(cle.
:) rule of 13.
0) 8endo*a line.
9) beta.
Answer: A
1,) %ow inflation is a tri))er for improved project mana)ement skills because:
A) rampant cost increases must be passed alon) to the consumer.
:) internal process improvement is accomplished via project mana)ement.
0) lower inflation means narrower product launch windows.
9) )lobal markets are a prere5uisite for low inflation.
Answer: :
1.) The technical side of project mana)ement emphasi*es:
A) team buildin).
,
:) conflict mana)ement.
0) ne)otiation.
9) bud)etin).
Answer: 9
1/) The behavioral side of project mana)ement emphasi*es:
A) schedulin).
:) leadership.
0) plannin).
9) project selection.
Answer: :
11) @eoffco4s project mana)er names three individuals and re5uests a project bud)et of
E',333,333 for the new 1-Pod, a backpack-si*ed personal music pla(er for 1-track tapes capable
of holdin) up to 133 son)s from the 4.3s and 4/3s. This important step takes place durin)
;;;;;;;;;; of the project life c(cle.
A) plannin)
:) conceptuali*ation
0) e-ecution
9) termination
Answer: :
12) 7ndividual activities and their durations are developed durin) the ;;;;;;;;;; phase of the
project life c(cle.
A) plannin)
:) conceptuali*ation
0) e-ecution
9) termination
Answer: A
#3) ?eith 8onroe nails hundreds of pieces of culled lumber in the bla*in) Ful( sun to form a
par5uet deck for his barn roof. Ge and his assistant are clearl( in:
A) the termination sta)e of the project life c(cle.
:) the plannin) sta)e of the project life c(cle.
0) the e-ecution sta)e of the project life c(cle.
9) wa( over their heads.
Answer: 0
#1) The 8:A redesi)n committee presents the results of their five-(ear project to their bemused
9ean. The( hope it is not just wishful thinkin) that the( are in the:
A) plannin) phase.
:) conceptuali*ation phase.
0) e-ecution phase.
9) termination phase.
Answer: 9
##) 0lient interest is t(picall( at its lowest durin) the:
.
A) conceptuali*ation phase.
:) plannin) phase.
0) e-ecution phase.
Answer: 0
#') The de)ree of innovation and creativit( is t(picall( at its hi)hest durin) the:
:) plannin) phase.
0) e-ecution phase.
Answer: 0
#+) The amount of corporate investment is t(picall( at its lowest in the:
:) plannin) phase.
0) e-ecution phase.
Answer: A
#,) The amount of corporate investment is t(picall( at its hi)hest in the:
:) plannin) phase.
0) e-ecution phase.
Answer: 9
#.) The de)ree of risk associated with the project is t(picall( at its hi)hest durin) the:
:) plannin) phase.
0) e-ecution phase.
Answer: A
#/) The technical challen)es that the project has to face are t(picall( at their lowest durin) the:
:) plannin) phase.
0) e-ecution phase.
Answer: 9
#1) The commitment of financial, human, and technical resources is hi)hest durin) the:
:) plannin) phase.
0) e-ecution phase.
Answer: 0
/
#2) The most recent addition to the four criteria of project success is:
A) time
:) cost
0) performance
9) client acceptance
Answer: 9
'3) =hich of the followin) statements about project success criteria is best>
A) Project cost is an e-ternal performance measure.
:) 0ompletion time is an internal performance measure.
0) 0lient acceptance is an internal performance measure.
9) 0lient acceptance is often referred to as conductin) a A5ualit(A check.
Answer: :
'1) A desi)n project is completed on time, under bud)et, to the customer4s satisfaction, and in
adherence to the technical specifications a)reed. The new product takes the market b( storm and
ever(one associated with the project receives a coveted )old star. !nder the four dimensions of
project success model, the project still needs to show:
A) future potential.
:) business success.
0) impact on the customer.
9) efficienc(.
Answer: A
'#) The dimension of project success that is reali*ed first <chronolo)icall() is:
9) efficienc(.
Answer: 9
'') The dimension of project success that is reali*ed last <chronolo)icall() is:
9) efficienc(.
Answer: A
'+) The dimension of project success that is measured b( both an internal and e-ternal criterion
is:
9) efficienc(.
Answer: 0
1
',) 7n the Atkinson model of project success, a project4s impact to the surroundin) communit(
would be classified as:
A) an element of the iron trian)le.
:) a stakeholder benefit.
0) an or)ani*ational benefit.
9) a strate)ic )oal.
Answer: :
'.) A:0 compan( compares the wa( the( mana)e projects with the wa( rival B:0 compan(
mana)es projects. A:0 compan( is en)a)ed in:
A) corporate espiona)e
:) rin) level 3.
0) competitive benchmarkin).
9) cuttin) ed)e practices.
Answer: 0
'/) Project mana)ement maturit( models are BCT used to:
A) compare practices a)ainst an industr( standard.
:) define a s(stematic route for improvin) project mana)ement practices.
0) evaluate current project mana)ement practices.
9) ascertain all stakeholders relevant to a project in the conceptuali*ation phase.
Answer: 9
'1) A spider web dia)ram is useful for:
A) showin) compan( performance on a number of criteria simultaneousl(.
:) collectin) data on how a competitor mana)es projects.
0) identif(in) industr( standards for project mana)ement maturit(.
9) coachin), evaluatin), and auditin) projects.
Answer: A
'2) The project maturit( model developed b( the 0enter for :usiness Practices would have
;;;;;;;;;; rin)s if a spider web dia)ram were used.
A) three
:) four
0) five
9) si-
Answer: 0
+3) The most basic level in ?er*ner4s project mana)ement maturit( model is:
A) common lan)ua)e.
:) common processes.
0) initial process.
9) ad hoc.
Answer: A
+1) 0arne)ie 8ellon4s &"7 model, "&7 7nternational4s project framework, and the 0enter for
:usiness Practices all call their hi)hest level of maturit(:
2
A) continuous improvement.
:) optimi*in).
0) )anbei.
9) comprehensive.
Answer: :
+#) The author4s s(nthesis of all well-known maturit( models states that moderate project
mana)ement maturit( is characteri*ed b(:
A) ad hoc processes.
:) little support from upper mana)ement.
0) project mana)ement trainin) pro)rams.
9) active e-ploration of wa(s to improve project mana)ement.
Answer: 0
+') =hich statement re)ardin) the Project 8ana)ement 7nstitute4s Project 8ana)ement :od( of
?nowled)e <P8:o?) is best>
A) The P8:o? consists of seven knowled)e areas of project mana)ement skills and activities.
:) "ach element of the iron trian)le is represented b( its own area.
0) Project risk mana)ement is part of the inte)ration section.
9) The institute4s position that a properl( planned project will not re5uire an( chan)es precludes
the need for chan)e control in the model.
Answer: :
1" #$at is a %roject&
Answer: The author offers a number of definitions, includin) the Project 8ana)ement 7nstitute4s
statement Aa temporar( endeavor undertaken to create a uni5ue product or service.A A s(nthesis
of the definitions offered mi)ht be that projects are customer-focused, comple-, one-time
processes limited b( bud)et, schedule, and resources that are developed to resolve a clear )oal or
set of )oals.
2" #$at are 'e( di))erences *et+een %rojects and %rocesses&
Answer: A process refers to on)oin), da(-to-da( activities in which an or)ani*ation en)a)es
while producin) )oods and services. Processes use e-istin) s(stems, properties, and capabilities
in a continuous, fairl( repetitive manner. Projects take place outside the normal, process-oriented
world of the firm and project mana)ement activities remain uni5ue and separate from the manner
in which process-oriented work is performed. 9ifferences are listed in the table reproduced
below.
Process Project
epeat process of product Bew process or product
&everal objectives Cne objective
Cn-)oin) Cne shot H limited life
People are homo)eneous 8ore hetero)eneous
=ell established s(stems in place to
inte)rate efforts
&(stems must be created to inte)rate
efforts
@reater certaint( of performance,
cost, schedule
@reater uncertaint( of performance, cost,
schedule
13
Part of line or)ani*ation Cutside of line or)ani*ation
:astions of established practice Iiolates established practice
," #$at roles do traditional %rocess management duties o) %lanning- organi.ing- and
controlling %la( in %roject management- i) an(&
Answer: The traditional mana)erial duties of plannin), or)ani*in), and controllin) all appl( to
project mana)ement. Project mana)ers must be technicall( well versed, proficient at
administrative functions, willin) and able to assume leadership roles, and above-all, )oal
oriented. The project mana)er is the person most responsible for keepin) track of the bi) picture
/" #$( is %roject management c$allenging&
Answer: Projects present challen)es for a number of reasonsJ b( their nature the( are often
dramatic departures from the routine process-oriented work that emplo(ees are accustomed to.
Projects face bud)et, time, and resource constraints and these resources must often be marshaled
from across the or)ani*ation.
0" #$( are %rojects im%ortant&
Answer: Toda(4s businesses face a set of pressures that make projects crucial in helpin) an
or)ani*ation achieve its strate)ic )oals. These pressures include shortened product life c(cles,
narrow product launch windows, increasin)l( comple- and technical products, the emer)ence of
)lobal markets, and an economic period marked b( low inflation.
6" #$at c$anges in t$e *usiness en1ironment $a1e necessitated a greater use o) %roject
management s'ills&
Answer: Toda(4s businesses face a set of pressures that make projects crucial in helpin) an
or)ani*ation achieve its strate)ic )oals. These pressures include shortened product life c(cles,
narrow product launch windows, increasin)l( comple- and technical products, the emer)ence of
)lobal markets, and an economic period marked b( low inflation.
7" #$( is %roject management considered an e2cellent training ground )or )uture senior
e2ecuti1es in man( organi.ations&
Answer: Cne of the uni5ue aspects of projects is their uni5ue blend of technical and behavioral
challen)es. The technical side of project mana)ement re5uires mana)ers to become skilled in
project selection, bud)etin) and resource mana)ement, plannin) and schedulin), and trackin)
their projects. The behavioral side of project mana)ement re5uires project mana)ers to brin)
to)ether individuals from across the or)ani*ation, mold them into a team, mana)e conflict,
provide leadership, and en)a)e in ne)otiation and appropriate political behavior.
3" 4escri*e t$e acti1ities t$at occur at eac$ stage o) a %roject.
Answer: &ta)es in a project4s development are referred to as the project life c(cle, which
consists of conceptuali*ation, plannin), e-ecution, and termination. 7n the conceptuali*ation
sta)e the scope of the work is determined, necessar( resources are identified, and important
or)ani*ational stakeholders si)ned on. 7n the plannin) sta)e all detailed specifications,
schematics, schedules, and other plans are developed. 7ndividual pieces of the project are broken
down, individual assi)nments are made, and the process for completion is delineated. 9urin) the
e-ecution phase the s(stem is developed or the product is created and fabricated. Termination
11
occurs when the completed project is transferred to the customer, the project4s resources are
reassi)ned, and the project is formall( closed out.
5" #$ere in t$e %roject li)e c(cle are t$e intensit( le1el o) resources and client interest at
t$eir $ig$est& #$( is t$is t$e case&
Answer: The intensit( level of resources peaks durin) the e-ecution phase of the project life
c(cle. The actual work is performed durin) this phase, so the commitment of financial, human,
and technical resources peaks at this time. The level of enthusiasm or concern e-pressed b( the
project4s intended customer peaks in both the conceptuali*ation and termination phases. The
client is initiall( ver( interested because the( provide input on the )oal and specifications of the
project. Project work moves out of the conceptual phase to a more internal mode and the client4s
interest wanes until the project nears deliver(. At this point the client4s interest peaks a)ain as
the( prepare to receive the completed project and all the associated benefits.
16" 7an' t$e determinants o) %roject success )rom most im%ortant to least im%ortant and
justi)( (our ran'ings.
Answer: Answers with re)ard to rankin) ma( var( since, for e-ample, circumstances ma(
dictate that time is an overridin) concern at the e-pense of 5ualit( and cost. The determinants of
project success are: conformance to bud)et, schedule, performance specifications, and client
acceptance.
Time H Projects are constrained b( a specified timeframe durin) which the( must be completedJ
the( are not supposed to continue indefinitel(.
0ost H Projects must meet bud)eted allowances in order to use resources as efficientl( as
possible.
Performance H Projects are developed in order to adhere to some initiall( determined technical
specifications. Performance measurement means determinin) whether the finished product
operates accordin) to specifications.
0lient acceptance H Projects are developed with customers in mindJ their purpose is to satisf(
customers4 needs. 7f the completed project meets all internal criteria but does not satisf( the
customer, then the project has not been a complete success.
11" 4iscuss t$e internal and e2ternal measures o) %roject success.
Answer: The determinants of project success are the internal measures of time, cost, and
performance and the e-ternal measure of client acceptance.
Time H Projects are constrained b( a specified timeframe durin) which the( must be completedJ
the( are not supposed to continue indefinitel(.
0ost H Projects must meet bud)eted allowances in order to use resources as efficientl( as
possible.
Performance H Projects are developed in order to adhere to some initiall( determined technical
specifications. Performance measurement means determinin) whether the finished product
operates accordin) to specifications.
0lient acceptance H Projects are developed with customers in mindJ their purpose is to satisf(
customers4 needs. 7f the completed project meets all internal criteria but does not satisf( the
customer, then the project has not been a complete success.
1#
12" 4escri*e t$e elements o) t$e 8t'inson model o) %roject success.
Answer: The Atkinson model incorporates the input of all stakeholders in assessin) project
success. &takeholders are all )roups that are affected b( a project, for e-ample, emplo(ees,
customers, end users, the communit(, suppliers, etc. The Atkinson model be)ins with the
traditional iron trian)le of time, cost, and performance and adds considerations of the benefits
accrued b( or)ani*ational end e-ternal stakeholders.
1," #$at are %roject management maturit( models used )or&
Answer: Project mana)ement maturit( models are used to allow or)ani*ations to benchmark the
best practices of successful project mana)ement firms. Project maturit( models reco)ni*e that
different or)ani*ations are currentl( at different levels of sophistication in their best practices for
mana)in) projects.
1/" 4escri*e t$e s%ider-+e* met$odolog( )or dis%la(ing %roject management maturit( and
%resent an( )i1e com%onents o) %roject management %ractice t$at can *e dis%la(ed using
t$is tec$ni9ue.
Answer: A spider-web dia)ram <or radar chart) derives its name from its visual similarit( to a
spider-web, consistin) of some number of spokes connected b( concentric rin)s. The spokes
represent the components of project mana)ement practice that the or)ani*ation chooses to
measure. The rin)s represent levels of achievement for each of the components.
10" 4escri*e t$e %roject management c$aracteristics o) )irms t$at reside at t$e lo+est le1els
o) t$e :;<- ;:<- Center )or =usiness Practice- and >er.ner maturit( models and
c$aracteristics o) firms that reside at the hi)hest levels of these models.
Answer: The lowest level of each model is occupied b( companies that have no clear sense of
project mana)ement. There is no common project mana)ement lan)ua)e within these companies
and mana)ement processes, if an( e-ist, are ad hoc. $irms occup(in) the hi)hest level of project
mana)ement maturit( are project savv(J havin) pro)ressed be(ond simpl( appl(in) project
mana)ement to processes. These firms activel( e-plore wa(s to continuousl( improve project
mana)ement techni5ues and procedures.
Project Management
Bumeric project selection models, b( their ver( nature, emplo( objective values.
Answer: $A%&"9
#) "ver( decision model contains both objective and subjective factors.
Answer: T!"
') A simplified scorin) model addresses all the weakness of a checklist model for project
screenin) .Answer: T!"
+) The Anal(tical Gierarch( Process ele)antl( addresses scalin) issues in criteria and ne)ative
utilit( in alternative scores.
Answer: $A%&"
,) The efficient frontier in a profile model is the set of options that offers a ma-imum return for a
)iven level of risk or a minimum risk for ever( level of return.
1'
Answer: T!"
.) The present value of mone( is lower the further out in the future 7 e-pect to spend it.
Answer: $A%&"
/) The reciprocal of the pa(back period is used to calculate the avera)e rate of return for
a project.
Answer: T!"
1) 7nternal rate of return is preferable to net present value because 7 emplo(s a wei)hted
avera)e cost of capital discount rate that reflects potential reinvestment.
Answer: $A%&"
2) An options model could be used when financial criteria would chan)e si)nificantl( over time.
Answer: T!"
13) The most important thin) to remember when usin) project selection models is to be
consistent and objective.
Answer: T!"
11) :ecause projects mana)ed under a project portfolio mana)ement scheme ma( beindependent
of each other, it is not necessar( to consider resource use when decidin) to pursuean( sin)le
project.
Answer: $A%&"9
1#) A balanced project portfolio ma( be interpreted to mean that a sin)le portfolio contains both
hi)h and low risk, low )rowth and hi)h )rowth, and risk( and safe projects.
Answer: $A%&"
1') &uccessful project mana)ement firms rel( on home runs and narrowl( concentrated efforts
since speciali*ation creates name reco)nition and market share.
Answer: $A%&"
1+) Personnel costs comprise one of the hi)hest sources of project e-pense.
Answer: T!"
1,) 7f strate)( and portfolio are not in s(nc, the firm is poised on the cusp of success.
Answer: $A%&"
$ill in the :lank
1) A project selection model that is broad enou)h to be applied to multiple projects has the virtue
of ;;;;;;;;;;.Answer: comparabilit(
#) Project selection model come in two )eneral classes: ;;;;;;;;;; and ;;;;;;;;;;.
1+
Answer: numeric, nonnumeric
') The simplest method of project screenin) and selection is developin) a<n) ;;;;;;;;;; that
contains criteria that pertain to a choice of projects.
Answer: checklist
+) A simple scorin) model assi)ns ;;;;;;;;;; to the criteria used to evaluate projects.
Answer: wei)hts
,) The ;;;;;;;;;; method of project screenin) )enerates overall project scores that can be
compared meanin)full( a)ainst each other.
Answer: Anal(tical Gierarch( Process <AGP)
.) 7n project mana)ement, the ;;;;;;;;;; is the set of project portfolio options that offers
either a ma-imum return for ever( )iven level of risk or the minimum risk for ever( level of
return.
Answer: efficient frontier
/) $inancial models are all predicated on the ;;;;;;;;;; principal.
Answer: time value of mone(
1) The ;;;;;;;;;; screenin) method ma( arrive at multiple solutions, which is one reason it
isused less widel( than the net present value techni5ue.
Answer: internal rate of return <7)
2) An or)ani*ation that has some fle-ibilit( in postponin) a project and mi)ht be able to make
a better decision with information that would be available at a later date mi)ht make use of
a<n) ;;;;;;;;;; for project screenin).
Answer: options model
13) ;;;;;;;;;; is the s(stematic process of selectin), supportin), and mana)in) a firm4s
collection of projects.
Answer: Project portfolio mana)ement
11) A firm that offsets risk( ventures with more secure projects or new development ventures
with e-istin) product line cash cows is desirous of ;;;;;;;;;;.
Answer: <project portfolio) balance
1#) A principle cause of project portfolio underperformance is lack of ;;;;;;;;;;.
Answer: <ade5uate) resources
Multi%le C$oice
1) &ouder4s project screenin) criterion that indicates an effective model must reflect or)ani*ation
objectives, includin) a firm4s strate)ic )oals and mission is called:
1,
A) realism.
:) capabilit(.
0) comparabilit(.
9) ease of use.
Answer: A

#) A selection model that is broad enou)h to be applied to multiple projects has the benefit of:
A) ease of use.
:) comparabilit(.
0) capabilit(.
9) fle-ibilit(.
Answer: :
') A project screenin) criterion that allows the compan( to compare lon) term versus short
term projects, projects with different technolo)ies, and projects with different commercial
objectivesis:
A) fle-ibilit(.
:) ease of use
0) capabilit(
9) realistic
Answer: 0
+) 7f a model can be applied successfull( b( people in all areas and levels of an or)ani*ation, it is
said to possess the trait of:
A) capabilit(.
:) ease of use.
0) fle-ibilit(.
9) realism.
Answer: :

,) An 8:A redesi)n committee spends the better part of a decade travelin) the 0aribbean
to benchmark )raduate pro)rams at other universities. =hatever screenin) model is bein)
usedsuffers from poor performance on:A) realism.:) capabilit(0) ease of use9) costAnswer: 9
.) &ouder4s model selection criterion that encoura)es ease of adaptation to chan)es in ta-
laws, buildin) codes, amon) others, is called:
A) ease of use.
:) cost.
0) capabilit(.
9) fle-ibilit(.
Answer: 9
/) A writer estimates it will take three months to )enerate spiff( documents to accompan(
aseminal work in operations mana)ement. Ge )rossl( underestimates the time re5uired and
misseshis deadline b( two months. This estimate was:
1.
A) objective and accurate.
:) subjective and accurate.
0) objective and inaccurate.
9) subjective and inaccurate.
Answer: 9
1) A weddin) planner allows E13,333 for flowers and three weeks to receive all &IPs
back from the list of /33 )uests. :oth estimates are correct within a fraction of a percent. =e
could describe this factoid as:
A) numeric and subjective.
:) numeric and objective.
0) non-numeric and subjective.
9) non-numeric and objective.
Answer: A
2) An internal operatin) issue in project screenin) and selection is:
A) e-pected return on investment.
:) chan)e in ph(sical environment.
0) patent protection.
9) the chance that the firm4s )oodwill will suffer due to the 5ualit( of the finished project.
Answer: :
13) Kualit( risk refers to the chance that:
A) the project relies on developin) new or untested technolo)ies.
:) the firm4s reputation ma( suffer when the product becomes available.
0) the well-bein) of the users or developers ma( decline dramaticall(.
9) the firm ma( face a lawsuit.
Answer: A
11) Cne facet of risk in project screenin) is:
A) the chan)e in manufacturin) operations resultin) from the project.
:) the initial cash outla(.
0) the potential for lawsuits or le)al obli)ation.
9) the strate)ic fit of the project with the compan(.
Answer: 0
1#) Cne project factor that directl( impacts a firm4s internal operations is the:
A) e-pected return on investment.
:) financial risk.
0) need to develop emplo(ees.
9) impact on compan(4s ima)e.
Answer: 0
1') A commercial factor in project selection and screenin) mi)ht be:
A) a need to develop emplo(ees.
:) the likelihood that users of the project are injured.
0) the lon)-term market dominance.
9) the impact on the compan(4s ima)e.
1/
Answer: 0
1+) =hich statement re)ardin) project selection is best>
A) Cr)ani*ational realit( can be perfectl( captured b( most decision-makin) models.
:) :efore selectin) an( project, the team should identif( all the relevant issues that pla( a role
in project selection.
0) 9ecision models must contain either objective or subjective factors.
9) "ver( decision model has both objective and subjective factors.
Answer: 9
1,) =hich statement re)ardin) project selection and screenin) criteria is best>
A) The most complete model in the world is still onl( a partial reflection of or)ani*ation realit(.
:) 7t is possible, )iven enou)h time and effort, to identif( all relevant issues that pla( a role
in project selection.
0) 9ecision models are either objective or subjective.
9) $or man( projects, more than 13D of the decision criteria are vital.
Answer: A
1.) A checklist screenin) model does not consider:
A) whether one criterion is more important than another.
:) )overnmental or stakeholder interference.
0) product durabilit( and future market potential of the product line.
9) the riskiness of the new venture.
Answer: A
1/) A simple scorin) model for project evaluation re5uires:
A) importance wei)hts from 1 to 13 assi)ned to each criterion.
:) score values assi)ned to each criterion in terms of its ratin).
0) a division of wei)hts b( scores to arrive at a standardi*ed score for each criterion.
9) a summation for each criterion to achieve an overall criterion score.
Answer: :
11) The simple scorin) model has this advanta)e over a checklist model for screenin) projects.
A) &calin) from 1 to , is e-tremel( accurate.
:) &calin) models ensure a reasonable link between the selected and wei)hted criteria and
the business objectives that motivated their selection.
0) &calin) models allow decision makers to treat one criterion as more important than another.
9) &calin) models have been proven to make correct decisions better than 2,D of the time while
checklists onl( achieve 13D accurac(.
Answer: 0

#3) A simple scorin) model is used to decide amon) three projects that we4ll call A, :, and 0.
The total score for project A is '3, for project : is #3, and for project 0 is 13. =hich of the
followin) statements is best>
A) 7f project A is successfull( completed, it will (ield three times the benefits that project 0
would have provided.
11
:) 7f project 0 is chosen, the compan( would benefit onl( half as much as if the( had
chosen project :.
0) Project 0 is better than project : for this compan( at this point in time.
9) Project A is better than project : for this compan( at this point in time.
Answer: 9
#1) The first step in the Anal(tical Gierarch( Process:
A) re5uires supportin) re5uirements to be combined into level 77 challen)es.
:) is anal(*in) the process (ou intend to improve before undertakin) an( improvement project.
0) re5uires &aat(fication of the team members.
9) consists of constructin) a hierarch( of criteria and sub criteria.
Answer: 9
##) The pair wise comparison approach:
A) is a method to split the wei)hts assi)ned to sub criteria.
:) is a method to compare pairs of hierarchies prior to an( further anal(sis.
0) is a means of achievin) all project objectives within the allocated time frame.
9) ma( be used instead of AGP if time is limited.
Answer: A
#') =hich statement about the Anal(tical Gierarch( Process is false>
A) AGP scores are si)nificant.
:) AGP can be used to capture choice options that do not (ield positive outcomes.
0) AGP can improve the process of developin) project proposals.
9) AGP )roups sub criteria that share the wei)ht of a common hi)her-level criterion.
Answer: :
#+) The Anal(tical Gierarch( Process is bein) emplo(ed in a project selection decision. Cne
major criteria, cost, receives a wei)htin) value of +3D, which is split into short-term <,3D),
intermediate term <'3D), and lon)-term <#3D). =hich of these statements is best>
A) &hort-term, intermediate-term, and lon)-term must receive overall wei)htin)s that total133D.
:) There must be at least one other major criteria that has +3D wei)htin).
0) 7ntermediate-term cost receives a wei)htin) of 1#D.
9) %on)-term cost receives an overall wei)htin) of 13D.
Answer: 0
#,) The Anal(tical Gierarch( Process is used to decide amon) three projects that we4ll call A, :,
and 0. The total score for project A is ..,3, for project : is .,1+, and for project 0 is .'#1.=hich
of the followin) statements is best>
A) Project A is twice as )ood as project 0.
:) The anal(sis must be incorrect because the total scores should sum to 1.33.
0) The anal(sis must be incorrect because there are two total scores that e-ceed 3.,3.
9) The anal(sis must be incorrect because project 04s total score is odd.
Answer: A
#.) The profile model plots a )raph on a:
A) perception-realit( pair of a-es.
12
:) risk-return pair of a-es.
0) efficienc(-effectiveness pair of a-es.
9) &a-on-Borman pair of a-es.
Answer: :
/) The efficient frontier in project mana)ement is the set of portfolio options that offer:
A) a minimum return for a minimum risk.
:) a minimum return for a ma-imum risk.
0) a ma-imum return for a minimum risk.
9) a ma-imum return for a ma-imum risk.
Answer: 0
#1) =hich statement about the use of the profile model is best>
A) The profile model re5uires careful calculation of the percenta)e risk for each possible project.
:) The scale used for the profile model can be an( two numerical variables that a compan(deems
important.
0) The efficient frontier in the profile model is where return is 133D <or )reater) and risk is 3D.
9) $or a )iven level of risk, a positive move on the return a-es would indicate a superior project.
Answer: 9
#2) :etween projects A and :, project A will be considered a superior financial undertakin) if
ithas:A) a shorter pa(back period than project :.
:) a lower avera)e rate of return than project :.
0) a lower net present value than project :.
9) a lon)er pa(back period than project :.
Answer: A
'3) Bet present value is bein) used to break the tie amon) four otherwise e5ual projects. 7f the
interest rate is +D, which of these anticipated four-(ear flows would (ield the )reatest
net present value>
A) E13,333 in (ear 1J E11,333 in (ear #J E1#,333 in (ear 'J and E1',333 in (ear +
:) E1',333 in (ear 1J E1#,333 in (ear #J E11,333 in (ear 'J and E13,333 in (ear +
0) E13,333 in (ear 1J E13,333 in (ear #J E1',333 in (ear 'J and E1',333 in (ear +
9) E11,333 in (ear 1J E11,333 in (ear #J E1#,333 in (ear 'J and E1#,333 in (ear +
Answer: :
'1) A compan( facin) an interest rate of 1D must choose amon) projects offerin) the followin)
four-(ear cash flows. 7f the compan( is emplo(in) the net present value criterion, which project
should the( choose>
A) E#,,333 in (ear 1J E1,,333 in (ear #J E13,333 in (ear 'J and E,,333 in (ear +
:) E,,333 in (ear 1J E,,333 in (ear #J E#3,333 in (ear 'J and E'3,333 in (ear +
0) E1,,333 in (ear 1J E1,,333 in (ear #J E1,,333 in (ear 'J and E1,,333 in (ear +
9) E,,333 in (ear 1J E,,333 in (ear #J E#,,333 in (ear 'J and E#,,333 in (ear +
Answer: 0
'#) =hich of these statements about internal rate of return anal(sis is best>
A) 7f the 7 is less than the compan(4s re5uired rate of return, the project is worth fundin).
:) Projects havin) lower 7 are )enerall( superior to those havin) hi)her 7.
#3
0) 7 and BPI calculations alwa(s make the same investment recommendations.
9) 7f net outflows follow a period of net inflows, 7 ma( )ive conflictin) results.
Answer: 9
'') =hich of these statements about valuation models is BCT correct>
A) BPI emplo(s a wei)hted avera)e cost of capital discount rate that reflects potential
reinvestment.
:) 7 and BPI calculations t(picall( make the same investment recommendations onl( when
the projects are independent of each other.
0) 7f cash flows are not normalJ 7 ma( arrive at multiple solutions.
9) 7 is a more robust determinant of project viabilit( than BPI.
Answer: 9
'+) A project mana)er is usin) the internal rate of return method to make the final decision on
which project to undertake. =hich of these four projects have the hi)hest internal rate of return>
A) E#,,333 initial outla( with E13,333 cash inflows durin) the followin) five (ears
:) E1#,,33 initial outla( with E13,333 cash inflows durin) the followin) five (ears
0) E#,,333 7nitial outla( with E,,333 cash inflows durin) the followin) five (ears
9) E1#,,33 initial outla( with E,,333 cash inflows durin) the followin) five (ears
Answer: :
',) A project mana)er is usin) the internal rate of return method to make the final decision on
which project to undertake. =hich of these four projects have the hi)hest internal rate of return>
A) E133,333 initial outla( with E13,333 cash inflows durin) the first two (ears, E#3,333 durin)
the third and fourth (ears, and E'3,333 durin) the fifth (ear
:) E133,333 initial outla( with a E,,333 cash inflow durin) the first (ear, E1,,333 cash inflow
durin) the second (ear, and E#,,333 cash inflows durin) (ears three throu)h five
0) E/,,333 initial outla( with a E,,333 cash inflow durin) the first (ear, increasin) b( E,,333
per (ear throu)h the fifth (ear
9) E,3,333 initial outla( with E,,333 cash inflows durin) the first two (ears, E1,,333 durin) the
third and fourth (ears, and E#3,333 durin) the fifth (ear
Answer: 9
'.) Cptions models are used to assist in project selection decisions:
A) when 7 calculations are favorable but BPI calculations are unfavorable.
:) when a compan( ma( not recover the mone( it invests in a project.
0) when BPI calculations are favorable but 7 calculations are unfavorable.
9) when a compan( is )uaranteed to recover the mone( it invests in a project.
Answer: :

'/) e)ardless of which selection method a firm uses, it should alwa(s:
A) be able to predict how much revenue will be returned to the firm each (ear.
:) know which project will ultimatel( succeed and which ones will fail.
0) be objective in their selection method.
9) use a wei)hted scorin) techni5ue.
Answer: 0
#1
'1) The s(stematic process of selectin), supportin), and mana)in) a firm4s collection of projects
is called:
A) heav(wei)ht project mana)ement.
:) matri- project or)ani*ation.
0) profile mana)ement.
9) project portfolio mana)ement.
Answer: 9
'2) The concept of project portfolio mana)ement holds that firms should:
A) re)ard all projects as unified assets.
:) mana)e projects as independent entities.
0) focus on short-term strate)ic )oals.
9) focus on lon)-term constraints.
Answer: A
+3) A project with the chance for a bi) pa(out ma( be funded if an important criterion is:
A) cost.
:) opportunit(.
0) top mana)ement pressure.
9) risk.
Answer: :
+1) A project is e-ceptionall( risk( mi)ht still be undertaken b( a firm if the( have several
other projects underwa( that are considered more of a sure thin). This approach to project
selection is best described b( the criterion called:
A) strate)ic AfitA.
:) risk.
0) desire for portfolio balance.
9) top mana)ement pressure.
Answer: 0
+#) "valuatin) projects in terms of their strate)ic fit with e-istin) project lines or their abilit( to
au)ment the current product famil( is known as:
A) balance.
:) an open criterion
0) wei)hted criterion.
9) complementarit(.
Answer: 9
+') eali)nment describes:
A) the chan)e in a project portfolio with an addition of a new project.
:) the shiftin) of project resources from one to another.
0) the chan)e in strate)( for a firm.
9) the annual recastin) of all project mana)ers.
Answer: A
##
++) A proactive project portfolio:
A) is as simple as movin) from one project opportunit( to another project opportunit(.
:) is an inte)rated famil( of projects with a common strate)ic )oal.
0) is a collection of projects under the umbrella of sin)le project mana)er carr(in) the title
of portfolio mana)er.
9) is developed with respect to short-term operational concerns.
Answer: :
+,) =hich of these is BCT a factor in successful project portfolio mana)ement>
A) fle-ible structure and freedom of communication
:) low cost environmental settin)
0) emphasis on 5ualit(
9) time paced transition
Answer: 0
+.) 8ultiple project environments thrive on:
A) multi-la(ered bureaucrac(.
:) ri)id development processes.
0) narrow communication channels.
9) improvisation b( project teams.
Answer: 9
+/) A firm is best served if its project portfolio:
A) has a number of low-cost e-perimental protot(pes.
:) devotes si)nificant resources to hit product Ahome runsA.
0) aims to take the marketplace b( storm re)ardless of future trends.
9) represents narrowl( concentrated efforts.
Answer: A
+1) &uccessful firms use project portfolio plannin) routinel( to:
A) make 5uantum jumps from one product to another.
:) develop products with lon) lead times and plan ahead.
0) move as 5uickl( as possible into new territor(.
9) move at )lacial pace alwa(s within the same product line.
Answer: :
+2) 7f an or)ani*ation that currentl( is mana)in) a vast and well-balanced portfolio of projects
decides on a new strate)ic direction, it will initiall( face the problem of:
A) scarce resources.
:) a conservative technical communit(.
0) out-of-s(nc projects and portfolios.
9) unpromisin) projects.
Answer: 0
#'
,3) A principle cause of portfolio underperformance is:
A) conservative technical communities.
:) )overnment intervention.
0) out-of-s(nc projects.
9) scarce resources.
Answer: 9
,1) Project portfolio mana)ement is t(picall( BCT used to balance:
A) human and technical resources.
:) risk and return.
0) efficientl( run projects and nonperformers.
9) various families of projects.
Answer: A
MGMT627 Project Management ;ol1ed MCQs )rom Qui.
Kuestion L 1
=hich of the followin) refers to a narrative description of the work to be accomplished>
The statement of work <&C=)
The project specifications
The milestone schedule
The work breakdown structure <=:&)
As the name indicates, the statement of work <&C=) is a narrative description of the work to be
accomplished. 7t includes the objectives of the project, a brief description of the work, the
fundin) constraint if one e-ists, and the specifications and schedule.
Kuestion L #
=hich of the followin) statements is T!" for =ork breakdown &tructure <=:&)>
Project 8ana)er must structure work into small elements that are mana)eable
Project 8ana)er must structure work into small elements that are independent
Project 8ana)er must structure work into small elements that are measurable
All of the )iven options
ww.vu*s.net
Kuestion L '
&cope of a project is the MMMMM total of all of a projectNs products and their re5uirements or
features
&um
Product
&um and product
Bone of the above
Kuestion L ,
=hich of the followin) life c(cle phases includes brainstormin) and common sense at plannin)
sta)e>
#+
0onceptuali*ation
$easibilit(
Preliminar( plannin)
9etail plannin)
As the name su))ests, the conceptuali*ation phase includes brainstormin) and common sense
and involves two critical factors:
1. 7dentif( and define the problem, and
#. 7dentif( and define potential solutions
Kualit( assurance is:
9etection based
7nspection based
Prevention based
People based
$rom the earl( 12,3s to the late 12.3s, 5ualit( control evolved into 5ualit( assurance, with its
emphasis on problem avoidance rather than problem detection
Kuestion L /
The three )eneral preconditions for achievin) lastin) success as a project mana)er are:
Technical &kills, Abilit(, Guman &kills and 9esi)n &kill
Abilit(, 8otivation to mana)e and Cpportunit(
8otivation to mana)e, Cpportunit( and 0onceptual &kill
Abilit(, 0apacit( and &upervision
?andouts %age no.15
Kuestion L 1
=hich of the followin) statements )ives the Technical definition of Project Plannin)>
=orkin) out of sub-components in some de)ree of detail
To cover area of )overnment le)islation O re)ulation related to Puse of resourcesQ
PPlanned use of an( Rall resourcesQ- &uccession of five (ear plans
&tructured se5uence of events leadin) to desired set of objectives
The term plannin) implies the workin) out of sub-components in some de)ree of elaborate
detail. :roader-brush enunciations of objectives ma( 5ualif( as metaphorical roadmaps. Plannin)
literall( just means the creation of a planJ it can be as simple as makin) a list. 7t has ac5uired a
technical meanin), however, to cover the area of )overnment le)islation and re)ulations related
to the use of resources
Kuestion L 2
=hich of the followin) re5uire input from a lar)e number of functional units and usuall( control
vast resources>
7ndividual projects
&taff projects
&pecial projects
#,
8atri- or A))re)ate projects
8atri- or A))re)ate projects: These re5uire input from a lar)e number of functional units and
usuall( control vast resources. "ach of these cate)ories of projects can re5uire different
responsibilities, job descriptions, policies, and procedures.
Kuestion L 13
=hich of the followin) is the responsibilit( of proposed project mana)er>
Project Plan O strate)(
9escription of Project Cr)ani*ation
9evelopment of or)ani*ational 0hart
All of the )iven options
Kuestion L 11
=hich of the followin) is the discount rate that e5uates the present values of the two sets of
flows>
9iscounted 0ash $low
Pa( :ack Period
7nternal ate of eturn
7nternal ate of eturn <7):
7f we have a set of e-pected cash inflows and cash outflows, the internal rate of return is the
discount rate that e5uates the present values of the two sets of flows.
=hich of the followin) items involves the 5uantitative aspects of plannin)>
:ud)et development
Project administration
%eadership st(les
0onflict mana)ement
Gandouts Pa)e no. 131
Kuestion L 1'
The main purpose of a ;;;;;;;;;;;;;;; is to function as a blueprint for the )roupNs business
operations.
:usiness Plan
&cope statement
$easibilit( &tud(
=ork :reakdown &tructure
The business plan provides the PblueprintQ for project implementation.
Kuestion L 1+
;;;;;;;;;;; is the lowest level of 5ualit( development.
#.
Kualit( Assurance
Kualit( 8ana)ement
7nspection
Total Kualit( 8ana)ement
This comprises of the followin) Pfive level modelQ:
1. 7nspection
#. Kualit( 0ontrol
'. Kualit( Assurance
+. Kualit( 8ana)ement
,. Total Kualit( 8ana)ement
$redrick Ta(lor- $ather of &cientific 8ana)ement was a ;;;;;;;;;;;;;;;
8echanical "n)ineer
0hemical "n)ineer
Technical "n)ineer
"lectrical "n)ineer
Kuestion L 1.
$itness to cost can be obtained b(:
9eterminin) the customerNs needs
:uildin) of customer needed products
Cbtainin) hi)h 5ualit( and low cost products
9evelopin) 5ualit( mana)ement
Kuestion L 1/
All of the followin) are relevant factors of competitive bids "S0"PT:
&chedule
$inancial &tabilit(
$inancin) Cffer
"ase of minor chan)es adopted
Kuestion L 11
The emphasis is chan)ed from product to process at ;;;;;;;;;;;;;; sta)e.
7nspection
Kualit( control
Kualit( mana)ement
Kualit( assurance
Kuestion L 12
Kualit( is defined b(;;;;;;;;;;;;;.
0ustomer
Proposal mana)er
Gi)her mana)ement
#/
Kualit( mana)ement
8ature or)ani*ations toda( readil( admit that the( cannot accuratel( define 5ualit(. The reason
for this is because 5ualit( is defined b( the customer. The ?odak definition of 5ualit( is those
products and services that are perceived to meet or e-ceed the needs and e-pectations of the
customer at a cost that represents outstandin) value
M( toda( Mgmt627 9ui. @26 Aanuar(- 2612"
Kuestion L 1 of #3 < &tart time: 31:'1:#' P8 ) Total 8arks: 1
=hich of the followin) refers to a narrative description of the work to be accomplished>
&elect correct option:
The statement of work <&C=)
The project specifications
The milestone schedule
T$e +or' *rea'do+n structure @#=;"
Kuestion L # of #3 < &tart time: 31:+3:31 P8 ) Total 8arks: 1
=hich of the followin) statements is T!" for =ork breakdown &tructure <=:&)>
Project 8ana)er must structure work into small elements that are mana)eable
Project 8ana)er must structure work into small elements that are independent
Project 8ana)er must structure work into small elements that are measurable
8ll o) t$e gi1en o%tions
Kuestion L ' of #3 < &tart time: 31:+1:'1 P8 ) Total 8arks: 1
&cope of a project is the MMMMM total of all of a projectNs products and their re5uirements or
features
;um
Product
&um and product
Bone of the above
Kuestion L , of #3 < &tart time: 31:++:,. P8 ) Total 8arks: 1
=hich of the followin) life c(cle phases includes brainstormin) and common sense at plannin)
sta)e>
0onceptuali*ation
$easibilit(
Preliminar( plannin)
9etail plannin)
Kuestion L . of #3 < &tart time: 31:+,:,# P8 ) Total 8arks: 1
Kualit( assurance is:
4etection *ased
7nspection based
#1
Prevention based
People based
Kuestion L / of #3 < &tart time: 31:+/:,3 P8 ) Total 8arks: 1
The three )eneral preconditions for achievin) lastin) success as a project mana)er are:
Technical &kills, Abilit(, Guman &kills and 9esi)n &kill
Abilit(, 8otivation to mana)e and Cpportunit(
Moti1ation to manage- !%%ortunit( and Conce%tual ;'ill
Abilit(, 0apacit( and &upervision
Kuestion L 1 of #3 < &tart time: 31:+2:+, P8 ) Total 8arks: 1
=hich of the followin) statements )ives the Technical definition of Project Plannin)>
=orkin) out of sub-components in some de)ree of detail
To co1er area o) go1ernment legislation B regulation related to Cuse o) resourcesD
PPlanned use of an( Rall resourcesQ- &uccession of five (ear plans
&tructured se5uence of events leadin) to desired set of objectives
Kuestion L 2 of #3 < &tart time: 31:,1:+1 P8 ) Total 8arks: 1
=hich of the followin) re5uire input from a lar)e number of functional units and usuall( control
vast resources>
7ndividual projects
&taff projects
&pecial projects
Matri2 or 8ggregate %rojects
Kuestion L 13 of #3 < &tart time: 31:,#:+3 P8 ) Total 8arks: 1
=hich of the followin) is the responsibilit( of proposed project mana)er>
Project Plan O strate)(
9escription of Project Cr)ani*ation
9evelopment of or)ani*ational 0hart
8ll o) t$e gi1en o%tions
Kuestion L 11 of #3 < &tart time: 31:,':3+ P8 ) Total 8arks: 1
=hich of the followin) is the discount rate that e5uates the present values of the two sets of
flows>
Pa( :ack Period
<nternal 7ate o) 7eturn
Kuestion L 1# of #3 < &tart time: 31:,+:,. P8 ) Total 8arks: 1
=hich of the followin) items involves the 5uantitative aspects of plannin)>
#2
:ud)et development
Project administration
Eeaders$i% st(les
0onflict mana)ement
Kuestion L 1' of #3 < &tart time: 31:,.:,1 P8 ) Total 8arks: 1
The main purpose of a ;;;;;;;;;;;;;;; is to function as a blueprint for the )roupNs business
operations.
=usiness Plan
&cope statement
$easibilit( &tud(
=ork :reakdown &tructure
Kuestion L 1+ of #3 < &tart time: 31:,/:+' P8 ) Total 8arks: 1
;;;;;;;;;;; is the lowest level of 5ualit( development.
Kualit( Assurance
Kualit( 8ana)ement
<ns%ection
Total Kualit( 8ana)ement
Kuestion L 1, of #3 < &tart time: 31:,2:#3 P8 ) Total 8arks: 1
$redrick Ta(lor- $ather of &cientific 8ana)ement was a ;;;;;;;;;;;;;;;
Mec$anical :ngineer
0hemical "n)ineer
Technical "n)ineer
"lectrical "n)ineer
Kuestion L 1. of #3 < &tart time: 32:33:+3 P8 ) Total 8arks: 1
$itness to cost can be obtained b(:
9eterminin) the customerNs needs
:uildin) of customer needed products
!*taining $ig$ 9ualit( and lo+ cost %roducts
9evelopin) 5ualit( mana)ement
Kuestion L 1/ of #3 < &tart time: 32:3#:#2 P8 ) Total 8arks: 1
All of the followin) are relevant factors of competitive bids "S0"PT:
&chedule
$inancial &tabilit(
$inancin) Cffer
:ase o) minor c$anges ado%ted
'3
Kuestion L 11 of #3 < &tart time: 32:3+:#1 P8 ) Total 8arks: 1
The emphasis is chan)ed from product to process at ;;;;;;;;;;;;;; sta)e.
<ns%ection
Kualit( control
Kualit( mana)ement
Kualit( assurance
Kuestion L 12 of #3 < &tart time: 32:3.:#1 P8 ) Total 8arks: 1
Kualit( is defined b(;;;;;;;;;;;;;.
Customer
Proposal mana)er
Gi)her mana)ement
Kualit( mana)ement
<Also check the answers if (ou find an( mistake so correct it :) :) )
Qui. F ,G
=hich of the followin) is the responsibilit( of the project proposed mana)er>
o Project Plan O &trate)(
o 9escription of Project Cr)ani*ation
o 9evelopment of Cr)ani*ational 0hart
o All of the followin)
=hich of the followin) plans are short term and deal with da(-to-da( work of their team>
o &trate)ic Plan
o Tactical Plan
o Cperational Plan
o Actual Plan
=hich of the followin) is essentiall( a process of determinin) the viabilit( of a proposed
initiative or service O providin) a framework and directions for its development and
deliver(>
o Project Plan
o &cope &tatement
o $easibilit( &tud(
o =ork :reakdown &tructure
All of the followin) factors affect the estimation decision e-ceptJ
o &i*e of Project
o &i*e of TeaTm
o Past "-perience
o %en)th of the Project
=hich of the followin) is an anal(tical tool used for the plannin) process, shows how a
business will operate under an e-plicitl( stated set of assumptions>
o Project Plan
o &cope &tatement
'1
o $easibilit( &tud(
o =ork :reakdown &tructure
=hich of the followin) are projects that can be accomplished b( an or)ani*ational unit,
sa( a departmentJ
o 7ndividual Projects
o &taff Projects
o &pecial Projects
o A))re)ate or 8atri- Project
=hich of the followin) defines the U%eadin)N $unction of the Cr)ani*ationJ
o The process of settin) objectives in an( project and then determinin) what should
be done to accomplish them.
o The process of assi)nin) tasks, allocatin) resources, and arran)in) coordinated
activities to implement plans.
o The process of arousin) enthusiasm and directin) G efforts towards the
projectRor)ani*ation.
o The process of anal(*in) the results and takin) actions to move towards the
desired results.
=hich of the followin) statement )ives the definition of the Project PlanJ
o To cover areas of )overnment le)islations
o Planned use of an(Rall resources of the or)ani*ation V &uccession of five-(ear
plan.
o &tructured se5uence of events leadin) to desired objectives
=hich of the followin) is what s(stem does and includes s(stem desi)n, reliabilit(,
5ualit(, maintainabilit( and reparabilit(J
o "ffectiveness
o 0onstraints
o &trate)ies
Please mention +$et$er )ollo+ing statements are true or )alse.
A proposal project re5uires formin) a team of the representatives for sales, project
mana)ement, technical and support functions. <True)
A carefull( conceived financin) packa)e is often a proposal re5uirement. <True)
Purpose of plannin) is to facilitate later accomplishment. <True)
"ffective total pro)ram plannin) can be accomplished without all of the necessar(
information becomes available at project initiation. <$alse)
The 7 for a project is the initial fi-ed investment in the project divided b( the
estimated annual net cash inflows from the project. <$alse)
The output of 7 is the number of (ears re5uired for the project to repa( its initial fi-ed
investment. <$alse)
Pa(back method assumes that the cash inflows will persist at least lon) enou)h to pa(
back the investment. <True)
Pa(back method i)nores an( cash inflows be(ond the pa(back period. <True)
'#
7 is often mistaken as the reciprocal of the pa(back period. <$alse)
The avera)e rate of return is the ratio of the avera)e annual profit <either before or after
ta-es) to the initial or avera)e investment in the project. <True)
&tate whether the followin) statements are True or $alse
The classic triple constraint standard for project performance is composed of time, cost,
and client acceptance. $alse
The initial )oal and technical specifications of the project are developed durin) the
plannin) sta)e. $alse
A compan(Ns culture has little impact on whether projects are successfull( implemented.
$alse
7n )eneral, product life c(cles are becomin) shorter and product launch windows are
becomin) wider True
The sta)es in a projectNs development are known as a<n) Project life c(cle. True
9etailed specifications, schematics, and schedules are all developed durin) the
conceptuali*ation sta)e.
$alse
The de)ree of risk associated with the project is at it hi)hest durin) the Plannin) sta)e.
$alse
8ost companies are well suited to allow for successful completion of projects in
conjunction with other on)oin) corporate activities.
$alse
&takeholder anal(sis looks at a projectNs customers and determines whether their needs
are bein) met.
$alse
Policies and procedures are e-amples of an or)ani*ationNs e-ternal environment.
$alse
A Project 8ana)ement Cffice is desi)ned to oversee or improve the mana)ement of
projects without strippin) responsibilit( from the project mana)er.
True
$unctional departments maintain control over their resources and are responsible for
mana)in) their components of the project in a weak matri-.
True
8ission is the hi)hest priorit( amon) strate)ic choice elements.
True
''
The efficient frontier in a profile model is the set of options that offers a ma-imum return
for a )iven level of risk or a minimum risk for ever( level of return.
True
The most important thin) to remember when usin) project selection models is to be
consistent and objective.
True
&tate whether the followin) statements are True or $alse
There has been a tremendous chan)e in the views of 5ualit( over the last centur(. <True)
P0ost of Kualit(Q is one of the KA principals. <True)
Peliabilit( "n)ineerin)Q is not amon) the KA principals. <$alse)
Kualit( control certifies that the or)ani*ation4s 5ualit( objectives are bein) met. <True)
Project team members who have specific technical e-pertise on the various aspects of the
project have no role in 5ualit( control. <$alse)
A )ood K0 s(stem will not select what to control. <$alse)
KA function attempts to ensure that the project scope, cost, and time functions are full(
inte)rated. <True)
The push for hi)her levels of 5ualit( does not appear to be customer driven. <$alse)
Cne of the critical factors that can affect 5ualit( is market e-pectations. <True)
&alabilit( is the balance between 5ualit( and cost. <True)
Kualit( Audit should not interfere followin) of laws and re)ulations. <$alse)
!p to 1, percent of the 5ualit( problems could be controlled b( the workers on the floor.
<$alse)
Accordin) to Aristotle, Kualit( is not onl( free, it is a Profit 8aker. <$alse)
PA wide variet( of )raphical O statistical methods to plan work activities, collect data
anal(*e results, monitor pro)ress, O solve problemsQ are called Kualit( Tools. <True)
"mpowerment means that mana)ers must relin5uish some of power that the( previousl(
held. <True)
'+
1. What most distinguishes projects from day-to-day operation?
A. It has a defnite budget.
B. It has to deliver specifc outcomes at a predefned time.
C. It brings changes to the organization.
D. It requires planning.
2. Do you agree project management is an isolated discipline being
used by only a few specifc industry sectors?
A. Yes. Only industry sectors such as construction and IT are using
project management.
B. Yes. Project management requires lots of mathematical skills that only
engineers can handle.
C. No. Although not essential, it is trendy to apply some project
management concepts.
D. No. Project management is now adopted by all industry sectors for
projects large and small, and is absolutely essential for successful project
delivery.
3. is! is a di"cult subject in project management because#
A. Risk involves something unknown.
B. People tend to believe a risk will not occur until it actually does.
C. Some risks are unpredictable and hence impossible to manage.
D. Some risks such as natural disaster or fre are impossible to prevent.
$. %hanges are ine&itable for e&ery project. 'he implication is#
A. Project planning is not important as it will always be changed later.
B. A proper change control process has to be implemented.
C. It is mandatory to have customer signofs for all planning documents
to avoid subsequent changes
D. Skills in handling changes are more important than those in project
planning for a project manager
(. 'he biggest challenge to a project manager in team management
is#
A. Most project team members are expert in specifc areas and consider
the project manager not technically competent.
B. Many team members are employed on contract basis and busy looking
for another job near the end of a project.
C. There are too many communication channels both within and outside
the team.
D. Most of the time a project manager has to manage the team without
formal authority.
). Which of the following factors can defnitely ma!e a project fail?
A. The project team does not have insufcient skills.
',
B. The customer raises a lot of change requests.
C. The project team fails to communicate and build up working relation
with the customer.
D. A key team member is pulled away from the project due to changing
priority.
*. +uality, schedule and cost are three important objecti&es of any
projects. Which of the following statement is true?
A. Their relative importance compared to each other varies from project
to project and has to be decided by the stakeholders involved.
B. Quality is of equal importance to schedule and cost in todays
projects; though in the past schedule and cost take precedence over
quality.
C. They are usually called the triple constraints of project performance.
D. Quality is a performance objective for customer, whereas schedule
and cost are performance objectives for the project team.
-. When a project needs to procure e.uipment or ser&ices from the
outside, &endor management is a serious challenge for the project
team because#
A. Vendors are motivated by self interests.
B. Contractual matters involve legal knowledge which is a difcult
subject for most project teams.
C. Vendor usually pursues a diferent interest than the project team. For
example, vendor is more concerned about proftability whereas the
project team is concerned about on time delivery of the project.
D. Vendors present a security threat to the project team, as proprietary
company information may easily be leaked to the outside world.
/. 'he project life cycle typically passes se.uentially through#
A. Four Stages
B. Five Stages
C. Six Stages
D. Seven Stages
10. Which of the following statements about 1power and politics1 is
true for projects?
A. Power and politics are unavoidable in any projects because
stakeholders, interest and sometimes power will be afected. The only
way to balance interests and power among stakeholders is through
political process.
B. Power and politics are to be avoided in order to deliver a successful
project.
C. Politics are distasteful to most people and damaging to organizations.
It is critical to build up stakeholders' relationship to such an extent that
'.
no politics exist within a project environment.
D. A project team should focus on technical deliverables of the project.
As long as people get good results from a project, they will not turn to
politics to achieve their needs.
1 C
2 D
3 B
4 B
5 D
6 C
7 A
8 C
9 A
10 A
Quiz # 02
Spring 2008
1. The advantages of a pure matrix organizational are all of the following
E!E"T#
a. The project manager maintains maximum project control (through the line manager)
over all resources, including cost and personnel.
b. The functional organizations exist primarily as support for the project.
c. Functional manager may be biased according to their own set of priorities.
d. tress is distributed among the team (and the functional managers).
2. $atrix implementation re%uires whi&h of the following'
a. Training in matrix operations
b. Training in how to maintain open communications
c. Training in problem solving
d. !ll of the above
(. The desired span of &ontrol) of &ourse will var* from &ompan* to
&ompan* and must ta+e into a&&ount#
a. The demand imposed on the organization by tas" complexity
b. !vailable technology
c. The external environment
d. !ll of the above
,. -al.raith has des&ri.ed additional fa&tors that &an influen&e
organizational sele&tion. The fa&tors are#
a. #iversity of product lines and organizational size
b. $ate of change of the product lines and presence of economies of scale
c. %nterdependencies among subunits and level of technology
d. !ll of the above
'/
/. "ro0e&t management in&ludes all of the following E!E"T#
a. ! &roject office
b. ! project manager
c. !n assistant project manager
d. 'endors
1. "ro0e&t management is su&&essful onl* if the pro0e&t manager and his
team are totall* dedi&ated to the su&&essful &ompletion of the pro0e&t. This
re%uires ea&h team mem.er of the pro0e&t team and offi&e to have a good
understanding of the fundamental pro0e&t re%uirements) whi&h in&lude all
of the following E!E"T#
a. (ustomer liaison
b. &roject control
c. &roject contraction
d. &roject evaluation
2. "ro0e&t management is organized#
a. To achieve a single set of objectives.
b. To achieve what problems can occur during recruiting activities)
c. To realize what happen downstream to cause the loss of "ey team members)
d. *one of the above
8. To .e effe&tive) the program manager must provide an atmosphere
&ondu&ive to teamwor+. 3e must nurture a &limate with the all of the
following &hara&teristi&s E!E"T#
a. +ood interpersonal relations and team sprit
b. +ood program leadership
c. ,anaging and recruitment of the people
d. The necessary expertise and resources
4. "lanning in pro0e&t management in&ludes all of the following
E!E"T#
a. #irect the preparation of project procedures
b. ,onitor project activities for compliance with company purpose and philosophy and
general corporate policies
c. #irect the preparation of the project schedule
d. $eview plans and procedures periodically and institute changes if necessary
10. "romoting te&hni&al spe&ialists to a management slot simpl* to give
them more mone* &an#
a. (reate a poor line manager
b. Turn a specialist into a generalist
c. -eave a large technical gap in the line organization
d. !ll of the above
. (
'1
/ #
0 #
1 #
2 #
3 (
4 !
5 (
6 7
.8 #
'2

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