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Qhe degree of risk associated with a project is typically at its highest during the _____________________ _
phase.
a.
b.
c.
d.
conceptual ization
planning
execution
termination
7. A spider web diagram is useful for ____________ _
a.
b.
c.
d.
showing company performance on a number of criteria simultaneously
collecting data on how a competitor manages projects
identifying industry standards for project management maturity
coaching, evaluating and auditing projects
8. The project maturity model developed by the Center for Business Practices would have
_____ rings if a spider web diagram were used.
a.
b.
c.
d.
three
four
five
six
9. Which of these is not characteristic of a project?
a. Projects are responsible for the newest and most improved products, services and
organizational processes.
b. Projects are ad hoc endeavors with a clear life cycle.
c. Projects provide a philosophy and strategy for the management of change.
d. Traditional process management functions of planning, organizing and controlling do
not apply to project management.
10. Which of the following is not a project constraint?
a.
b.
c.
d.
the budget
the customer requirements
the schedule
the technical specifications
11. Projects differ from classic organizational processes because projects are ______________ _
a.
b.
c.
d.
4
discrete activities
part of line organization
well established systems in place to integrate efforts
multi-objective
17. Which of the following statements about clients is best?
a.
b.
c.
d.
CI ient refers to the enti re customer organ ization.
Clients are concerned with receiving the project as quickly as they can possibly get it.
Client groups tend to have similar agendas.
A single presentation is best when dealing with all client groups in an organization so
that everyone hears exactly the same message.
18. The tendency of employees in a functionally organized company to become fixated on their
own concerns and work assignments to the exclusion of the needs of other departments is
known as __________ _
a.
b.
c.
d.
layering
myopia
nepotism
siloing
19. The functional structure is well-suited when ________________ _
a.
b.
c.
d.
there are low levels of external uncertainty
there is high instability in the environment
project coordination is assigned to the lowest levels in an organization
there must be rapid response to external opportunities and threats
20. The manager of the Super Burrito Project is in the midst of an important project team
meeting but Fred Fromage, the representative from the Cheese department, is nowhere to
be found. After a brief investigation, it is determined that Fred's manager in the Cheese
department has other plans for Fred's time and efforts over the next several days and he
simply won't be available for Super Burrito Project work. The organizational structure being
used here is unquestionably a ____________ _
a.
b.
c.
d.
strong matrix
weak matrix
project organ ization
chevre organization
2l. A major weakness of a matrix organizational structure for project management occurs when
a. the environment is dynamic
b. resources are scarce and shared between functional responsibilities and the
competing project
c. the number of human resource coordination meetings is considered
d. one considers the dual importance of project management and functional efficiency
6
(
27. Which statement about the use of the profile model is best?
a. The profile model requires careful calculation of the percentage risk for each possible
project.
b. The scale used for the profile model can be any two numerical variables that a
company deems important.
c. The efficient frontier in the profile model is where return is 100 (or greater) and risk
is 0.
d. For a given level of risk, a positive move on the return axes would indicate a superior
project.
28. Regardless of which selection method a firm uses, it should always _________________ _
a.
b.
c.
d.
be able to predict how much revenue will be returned to the firm each year
know which project will ultimately succeed and which ones will fail
be objective in their selection method
use a weighted scoring technique
29. The systematic process of selecting, supporting and managing a firm's collection of projects
is called ___________ _
a. heavyweight project management
b. matrix project organization
c. profile management
d. project portfolio management
30. The concept of project portfolio management holds that firms should ________________ _
a.
b.
c.
d.
regard all projects as unified assets
manage projects as independent entities
focus on short-term strategic goals
focus on long-term constraints
31. A project with the chance for a big payout may be funded if an important criterion is
a.
b.
c.
d.
8
cost
opportunity
top management pressure
risk
@hiCh of the following is a traditional duty of a project champion?
a. cheerleader
b. visionary
c. politician
d. technical understanding
38. Which of the following is a nontraditional role of a project champion?
a.
b.
c.
d.
cheerleader
leadership
administrative
control
39. In order to allocate costs more precisely, a company will assign _________________ _
a.
b.
c.
d.
bar codes to each activity
activity codes to each subdeliverable
WBS codes to each activity
level 4 codes to each package element
40. Which of these statements about subdeliverables is best?
a.
b.
c.
d.
Subdeliverables have durations of their own.
Subdeliverables consume resources.
Subdeliverables have direct, assignable costs.
Subdeliverables summarize the outcomes of work packages.
41. A young professor becomes obsessed with the latest release of Halo and completely loses
sight of his research commitment to his colleagues, falling hopelessly behind schedule and
consuming 80 of the department's computing budget. Addictive behavior notwithstanding,
this sad tale would never have happened had ____________ _
a.
b.
c.
d.
configuration controls been established
trend monitoring been regularly performed
design controls been appropriately deployed
document control been conducted assiduously
42. Systems for monitoring the project's scope, schedule, and costs during the design stage fall
under the head i ng of
control.
a.
b.
c.
d.
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configuration
acquisition
design
specification
-/.R
V
It appeared that everyone on the project team was finally on board; Jim would bring the
doughnuts to all team meetings and Jenny would make the coffee. Fully caffeinated and on
a sugar high, the team was coming together and fully committed to the project development
process. The team was now planted firmly in the
stage of group development.
a.
b.
c.
d.
49.
storming
forming
norming
performing
"Our work here is done," the project leader shouted as he surveyed the scene. "Go home and
reflect on what you've accomplished and I'll see you at the world premiere once we're all
immortalized in a feature-length movie." This project team is in the
stage of
group development.
a.
b.
c.
d.
forming
norming
perform i ng
adjourning
50. The use of electronic media including e-mail, internet and teleconferencing to link
geographically dispersed members creates a(n)
team.
a.
b.
c.
d.
electronic
virtual
telegenic
cyber
51. The two main challenges for virtual teams include ________________ _
a.
b.
c.
d.
maintaining autonomy
automating monotony
building trust
the bullwhip effect
52. Virtual teams are often slowed down by difficulty with ________________ _
a.
b.
c.
d.
12
superordinate goals
task reliance
punctuated equilibrium
communication
c ~
consequences of failure categories of cost, schedule reliability and performance
were
~ieved to be 0.2,0.6,0.5 and 0.7. What is the overall consequence of failure?
a.O.2
b.0.3
c.0.4
d.0.5
59. Input is received from an organization's management to create a project budget in
______ budgeting.
a.
b.
c.
d.
zero-based
top-down
bottom-up
activity-based
60. An advantage of top-down budgeting is _______________ _
a. that top management estimates of project costs are often quite accurate, at least in
aggregate terms.
b. an elimination of the friction between top and lower levels in the competition for
budget money.
c. that projects are no longer a zero-sum game among lower level managers
d. top management budgets, by definition, cannot experience overruns
61. A budget that is created by starting with the work breakdown structure, determining costs for
each work package and then adding these costs together is
budgeting.
a.
b.
c.
d.
zero-based
top-down
bottom-up
activity-based
62. When properly performed, bottom-up budgeting has the disadvantage of _________________ _
a. a lack of detail needed in project plans
b. a lack of coordination among project managers and functional department heads
c. being a hindrance to top managers when prioritizing projects that are competing for
the same scarce resources
d. a reduction of top management's control of the budget process to one of oversight
14
/' 'Vity Z has estimates a=5, e-re. m=7; activity X has estimates a=4, b=ll, m=6; and
~ivity Y has estimates a=3, b=12, m=8. Which of the following statements is most
accurate?
a.
b.
c.
d.
70.
Activity X is longer than Activity Y
Activity X has a higher standard deviation than Activity Z
Activity Z is shorter than Activity Y
Activity Y has a smaller variance than Activity Z
There's an old saying, "The job is not finished until the paperwork is done." From an activity
network standpoint, this does not necessarily mean that the paperwork can't begin until the
last non paperwork activity is completed. It might be possible to work on some paperwork as
early activities are completed. In order to depict this in an activity network, ___________________ _
a.
b.
c.
d.
hammock activities could be drawn
subroutines could be added
shortcuts can be added to the network
laddering could be used to redraw the network
71. One approach to reducing project length would be to ________________ _
a.
b.
c.
d.
convert parallel paths to be serial
convert merge activities to burst activities
use hammock activities in place of multiple activities
eliminate tasks on the critical path
72. A project's duration can be reduced by _______________ _
a.
b.
c.
d.
shortening the duration of critical path tasks
adding tasks to the critical path
adding shorter routes around the critical path
completing the backward pass first
73. A basic Gantt chart ___________ _
a.
b.
c.
d.
16
clearly displays early and late start and finish times for all activities
cannot be used to track the project's progress
permits scheduling resources well before they are needed
shows dummy activities to preserve network logic
G:hen choosing the most viable solution to resource conflict issues, the best option is the
one that
a.
b.
c.
d.
.
minimizes total network slack
minimizes total network schedule disruption
maximizes total network slack
maximizes activity late start times
8l. A system-wide constraint is called a ______________ _
a.
b.
c.
d.
rope
resource
drum
chain
82. Successful implementation of CCPM depends on first _______________ _
a. identifying the critical chain that meanders through the project organization's portfolio
of projects.
b. identifying the constraint that holds hostage the project organization's other resources
c. examining and changing the culture of the project organization
d. exploiting the drum by using it to subordinate the existing PERT network
83. The best method for establ ish i ng the existence of resource confl icts across project activities
uses ___________ _
a.
b.
c.
d.
Gantt charts
network diagrams
Pareto diagrams
resource-loading charts
84. A measurement process that determines the project goals and then the degree to which the
actual performance lives up to these goals is ________________
a.
b.
c.
d.
metric system
goal-performance linkage
five degrees of separation
gap analysis
85. Penalty clauses for schedule slippage are sometimes referred to as ________________ _
a.
b.
c.
d.
18
liquidated damages
punitive damages
temporal assessments
late fees
Q
measurement process that determines the project goals and then the degree to which the
actual performance lives up to these goals is
a.
b.
c.
d.
.
metric system
goal-performance linkage
five degrees of separation
gap analysis
92. Earned value management jointly considers the impact of _________________ _
a.
b.
c.
d.
time, cost and planned cost
project performance, planned performance and cost
performance, cost and time
planned cost, planned performance and time
93. Which of these concerns does not belong in the assessment of team performance in a project
final report?
a.
b.
c.
d.
Were the stakeholder's concerns addressed?
Were the best people in the organization selected to work on this project?
How were our project team members trained for their duties?
Does the project manager have the ability to evaluate worker performance?
94. A final report section on the techniques of project management would include an honest
assessment of whether the _____________ _
a.
b.
c.
d.
benefits promised to the client were actually delivered
resource costs could be better estimated
project workers came together as a team
the project finished on time
95. The primary goal in requiring a project final report is to ________________ _
a.
b.
c.
d.
formally close-out the project
provide the customer with a sense of completion
lay the groundwork for successful future projects
find out the root cause for all failures, both major and minor
96. The project final report is fundamentally ________________ _
a.
b.
c.
d.
20
a historical record
a review of human activity
window dressing for the project
a forward-Iooki ng docu ment