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PM Test Prep
10MCs-20%, 7SQs-40%, 5LQs-40%
Part A. 10MCs (20%)
Lecture 1 Overview and Introduction
A. Definition of Project (What is a Project?)
A unique set of coordinated activities, with definite starting and finishing points, undertaken by
an individual or organization to meet specific performance objectives within defined schedule,
cost and performance parameters.

B. Project Management Process (The 5 process in sequence)
1. Project Initiation, 2. Project Planning , 3. Project Execution, 4. Project Monitoring and Control, 5.
Project Closure

C. Successful Project Management
1. Within Time, 2. Within Cost, 3. With desirable performance/technology level,
4. Maximizing resources effectively and efficiently
5. Accepted by customers

D. The relationship between Project Management and General Management
General Management Project Management
Responsible for managing the status
quote
Responsible for overseeing change
Authority defined by management
structure
Lines of authority fuzzy (blurred)
Consistent set of tasks Ever-changing set for tasks
Responsibility limited to their own
function
Responsible for cross-functional
activities
Works in permanent organizational
structures
Operates within structures which exist
for the life of the project

E. 4D Model (4 phrase of project management)
D1. Define the project What is to be done? Why is to be done?
D2. Design the project process How will it be done? Who will be involved? When (start and
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end)?
D3. Deliver the project How it can be managed on a daily basis?
D4. Develop the process How can it be continually improved?

F. 7S of Project Management (The 7S framework provides a comprehensive set of issues
that need to be considered)
Strategy, Structure, Systems, Staffs, Skills, Style/Culture, Stakeholders

G. Triple constraints of a project
Time, cost, and quality and/or scope (TCQS)

Lecture 2
A. Developing a schedule
Q6. The first step in the development of schedule is a: Listing of the activities
B. Dummy activities
Q8. Activities with no time duration is called: Dummy activities
Q2. Which of the following cannot be identified after performing a forward and backward pass?
A. Dummy Activities, B. Slack Time, C. Critical Path Activities, D. How much overtime is planned.

Part B. 7SQs (40%)
Lecture 2 Managing and Leading Project (1)
Q1. The Project Planning Process
1. Identify activities (e.g. Ad, McCafe, Roadshow, Training)
2. Determine logical sequences
3. Estimate time and resources
4. Present the plan
Q2. PERT/CPM/AOA
PERT Program Evaluation & Review Techniques
CPM Critical Path Method
AOA Activity ON Arrow
AON Activity ON Node
Q3. Activity
A specific task or set of tasks that are required by the project, use of resources, and take
3
time to complete.
Q4. GANTT Chart
A horizontal bar chart, the simplest form
Q5. EET/LET (2 Terms under Critical Path Analysis (CPA))
EET-Earliest Event Time (Determined by the activities preceding the event and is the
earliest time at which any subsequent activities can start)
LET: Latest Event Time (The latest time at which all the previous activities need to have
been completed to prevent the whole network being held up)

Lecture 3 Managing and Leading Project (2)
Q6. A Difference between Manufacturing & Service approach to Quality (with personal
experience and example, e.g cell phone)

Examples: Cell phones (e.g Iphone, user-friendly)/Wedding Planning Service


Q7. Earned Value (Calculation)
For complex projects where warning of problems and an ability to predict final costs and times by
completion is required, the use of the concept of earned value can be most useful. The measure
brings together time and cost performance elements into a monetary quantity.
2 Stages:
First Stage To set a budget for each of the activities
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Second Stage Measurement of earned value.

Cost performance indicator (Over or Under budget)
=EV/AC (Earned Value/Actual Spend)
EV<AC=>Over budget, EV>AC=> Under Budget
E.g. 3200/3600=0.889 (Over budget)
Schedule performance indicator=EV/PV
EV<PV=>Behind Schedule, EV>PV=Ahead of Schedule
E.g. 3200/4600=0.696 (Behind schedule)

Estimated cost at completion=Original budget/cost performance indicator
=100000/0.889=112500
Estimated time of completion=Original time estimate/schedule performance
indicator=10weeks/0.696=14.4weeks

Part C. 5 LQs (40%)
Q1. Role of a project manager:
Project management requires cross-functional activities, project manager is to lead individual
managers or department heads to form his/her own team. (For example, a beverage company is
going to create a new taste of beverage, the project manager requires cross-departments such as
R&D, marketing, manufacturing, engineering, sales and HR to participate in the project)

Q2. Pure project organization (Draw a diagram with red line)



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Q3. 2 bosses problem
A team member must report to the project manager in addition to the line manager of the
function in which they normally to work. (E.g. A designer need to report to project manager and
design team manager)

Q4. Stages of team development
Teams, like projects, can be seen a having various stages of development:
Collection, Entrenchment, Resolution/Accommodation, Synergy, Decline (CERASD)
Collection The bringing together of individual into a group with a collective task or problem to
solve, the participants have a degree of eagerness and initial enthusiasm.
Entrenchment As the group starts work they begin to find out where each group stands on
various issues, this phase can be very destructive and is generally very unproductive.
Resolution/Accommodation The disagreement began to be resolved, mutual trust and harmony
are seen.
Synergy This is the peak of the effectiveness of the team
Decline When the team effectiveness starts to decline, this can be nature of the task.

Q5. Matrix Management
Matrix Management is a way of achieving some of the benefits of the project organization without
disadvantages.
There are three situations where a matrix management structure is appropriate:
1. Multiple customers of geographical differences in markets served
2. Where there is the need to process simultaneously large amount of information
3. Where there is a need to share resources.
The success of matrix management depends on:
1. Training given to managers and team members on the working environment
2. The support system such as administrative and informational
3. The nature of the individual such as tolerance level, working in uncertainty.