PM Chapters 1, 2, 3, 4, 5, 13, 14
CH 4 An expected output over the life of a project would be classified as A) A deliverable B) A product C) An end object D) An objective E) A target
A) A deliverable
CH 14 Project mission and objectives, procedures and systems used, and organization resources used typically appear in the _____ section of the final project report. A) Analysis B) Recommendations C) Classification of project D) Lessons learned E) Strategic objectives
A) Analysis
CH 5 Which of the following top-down methods is used when projects closely follow past projects in features and costs and result in costs being assigned by percentages to major segments of the project? A) Apportion B) Function point C) Phase estimating D) Learning curve E) Consensus
A) Apportion
CH 4 The final step in the creation of a Work Breakdown Structure is to A) Code the WBS for tracking B) Assign the cost account to a manager C) Assign the work package to a manager D) Develop the responsibility matrix E) All of these are included in the final step
A) Code the WBS for tracking
CH 3 Which of the following is not one of the typical forms of a project management office? A) Command center B) Control tower C) Resource pool D) Weather station E) All of these are typical forms of a project management office
A) Command center
CH 5 Top-down estimates are most likely to occur during the ______ phase. A) Concept B) Planning C) Execution D) Delivery E) All of these are equally likely
A) Concept
CH 1 Which of the following choices is not one of the stages of a project life cycle? A) Conceptualizing B) Defining C) Planning D) Executing E) Delivering
A) Conceptualizing
CH 4 If a project criterion indicates that the project must meet a specific date, that criterion is classified as A) Constrained B) Enhanced C) Accepted D) Limited E) Fixed
A) Constrained
CH 13 The cost variance for a project is calculated by: A) EV-AC B) AC-SV C) PV-EV D) CU-EV E) EU-PV
A) EV-AC
CH 2 Project selection criteria are typically classified as: A) Financial and non-financial B) Short-term and long-term C) Strategic and tactical D) Required and optional E) Cost and schedule
A) Financial and non-financial
CH 3 The project structure that is ranked as least effective is _______ organization. A) Functional B) Balanced matrix C) Weak matrix D) Strong matrix E) Project
A) Functional
CH 14 In organizations where projects are managed within a ____________, the team member's area manager, not the project manager, is responsible for assessing performance. A) Functional organization B) Matrix organization C) Flat organization D) Both A and C are correct E) A, B, and C are all correct
A) Functional organization
CH 5 People working on prototype development needing time to interact with the design engineers after the design is completed is an example of: A) Hidden interaction costs B) Things going wrong on a project C) Normal conditions not applying D) Changes in project scope E) None of these are correct
A) Hidden interaction costs
CH 13 Which of the following is not true regarding scope creep? A) It is common late in projects B) It is frequently unnoticed until time delays or cost overruns are observed C) It wears down team motivation and cohesiveness D) Project suppliers resent frequent changes E) All of these are true
A) It is common late in projects
CH 3 Which of the following is an advantage of a functional project management organization? A) Maximum flexibility in the use of staff B) Good integration across functional units C) Shorter project duration D) Strong motivation of project team members E) All of these are advantages
A) Maximum flexibility in the use of staff
CH 2 Strategy considered to be under purview of senior management is A) Old school thinking B) A new school of management thought C) Necessary in a company structure D) Beneficial to the Project Manager E) Dependent on company goals
A) Old school thinking
CH 5 Janet is forecasting how much money her department needs to support a new project. She estimates that two people and $25,000 in expenses will cover her needs. Because management typically insists on reducing forecasts by 20 percent, she increases her estimates to allow for that reduction. Which of the following factors is illustrated in this situation? A) Padding estimates B) Planning horizon C) Project structure D) People E) Organization culture
A) Padding estimates
CH 3 Organizational culture is best explained as organizational A) Personality B) Hierarchy C) Reporting relationships D) Background E) Management style
A) Personality
CH 14 ____________ begins with a review of the strategic intent of the project, selection criteria, project charter, project objectives, project scope, and acceptance criteria. A) Process Review B) Project Overview C) Analysis D) Recommendations E) Directing
A) Process Review
CH 4 Which of the following is not one of the basic classifications of project priorities? A) Profit B) Cost C) Time D) Performance E) All of these are basic classifications
A) Profit
CH 3 The Macintosh development team at Apple is a good example of what kind of project structure? A) Project B) Balanced Matrix C) Project Matrix D) Functional Matrix E) Functional
A) Project
CH 4 If a project is small or of narrow scope and does not require an elaborate system, which of the following is a good choice? A) Responsibility matrix B) Organization breakdown structure C) Work breakdown structure D) Priority matrix E) Process breakdown structure
A) Responsibility matrix
CH 2 The assessment of the external and internal environments is called _______ analysis. A) SWOT analysis B) Competitive C) Industry D) Market E) Strategic
A) SWOT analysis
CH 2 Which of the following is not one of the classifications for assessing a project portfolio? A) Sacred cow B) Bread-and-butter C) Pearls D) Oysters E) White elephants
A) Sacred cow
CH 4 The ability of 911 emergency systems to identify the caller's phone number and location are considered to be a A) Technical requirement B) Milestone C) Project limit D) Project exclusion E) Project deliverable
A) Technical requirement
CH 3 Who is responsible for determining how tasks will be done in a matrix project management structure? A) The functional manager B) The project manager C) Both are responsible D) This is no pattern of who takes responsibility E) None of these are true
A) The functional manager
CH 3 In which of the following is the balance of authority strongly in favor of the functional managers? A) Weak matrix B) Balanced matrix C) Strong matrix D) Strong E) Both C and D are correct
A) Weak matrix
CH 13 Which of the following will calculate the estimated cost to complete the project? A) (VAC-EV)/(PV/AC) B) (BAC-EV)/(EV/AC) C) (PV/AC)/(VAC-EV) D) (EV/AC)/(BAC-EV) E) (BAC-EV)/(BAC-AC)
B) (BAC-EV)/(EV/AC)
CH 4 The first step in creating the necessary information to manage a project is to A) Establish project priorities B) Define the project scope C) Verify the budget available D) Assign team members to work on the project E) Determine the required completion date
B) Define the project scope
CH 1 In which of the following stages are project objectives established, teams formed, and major responsibilities assigned? A) Conceptualizing B) Defining C) Planning D) Executing E) Delivering
B) Defining
CH 13 Which of the following methods will measure the scheduling efficiency of the work accomplished to date? A) SV/CV B) EV/PV C) EV/AC D) AC/SV E) AC/CV
B) EV/PV
CH 5 Learning curves are more likely to apply in situations where most of the costs are A) Materials B) Labor C) Overhead D) Evenly spread over materials, labor, and overhead E) All of these are equally likely situations for learning curves
B) Labor
CH 1 Corporate downsizing has increased the trend toward A) Reducing the number of projects a company initiates B) Outsourcing significant segments of project work C) Using dedicated project teams D) Shorter project lead times E) Longer project lead times
B) Outsourcing significant segments of project work
CH 1 A series of coordinated, related, multiple projects that continue over extended time intended to achieve a goal is known as a A) Strategy B) Program C) Campaign D) Crusade E) Venture
B) Program
CH 14 Corrective actions that should take place (such as shifting to more resilient building material) would typically appear in the _____ section of the final project report. A) Analysis B) Recommendations C) Classification of project D) Lessons learned E) Strategic objectives
B) Recommendations
CH 13 Small refinements that eventually build to be major changes are known as: A) Project erosion B) Scope creep C) Specification adjustments D) Specification refinements E) Continuous improvements
B) Scope creep
CH 4 The tendency for the project deliverables to expand over time-usually by changing requirements, specifications, and priorities-is called: A) Scope erosion B) Scope creep C) Project bloat D) Scope enhancement E) Project add-ons
B) Scope creep
CH 1 From 1994 to 2009 the trend for projects late or over budget was: A) Significantly better B) Slightly better C) About the same D) Slightly worse E) Significantly worse
B) Slightly better
CH 5 Project costs are typically viewed from all of the following except: A) Scheduled B) Sunk C) Actual D) Committed E) All of these are correct
B) Sunk
CH 5 The bottom-up approach for estimating times and costs that uses costs from past projects that were similar to the current project is known as: A) Detailed WBS work package estimates B) Template method C) Function point method D) Time-phased cost estimates E) Phase estimating
B) Template method
CH 5 Design flaws being revealed after the fact, extreme weather conditions, and accidents occurring are examples of: A) Hidden interaction costs B) Things going wrong on a project C) Normal conditions not applying D) Changes in project scope E) None of these are correct
B) Things going wrong on a project
CH 13 Baseline project budgets are derived from: A) The organization's overall budget B) Time-phasing the work packages C) Top management directions D) Both A and C are correct E) A, B, and C are all correct
B) Time-phasing the work packages
CH 3 Matrix management violates the management principle of A) Span of control B) Unity of command C) Parity principle D) Empowerment E) All of these management principles
B) Unity of command
CH 14 Under which heading of the Wrap-up closure checklist should the question "Have project accounts been finalized and all billing closed?" be answered. A) Team B) Vendors/contractors C) Customer/Users D) Equipment and facilities E) Profit and loss statement
B) Vendors/contractors
CH 1 Which of the following is the number one characteristic that is looked for in management candidates? A) Overall intelligence B) Works well with others C) Experience D) Past successes E) Good references
B) Works well with others
CH 1 A common rule of thumb in the world of high-tech product development is that a six-month project delay can result in a loss of product revenue share of ___ percent. A) 10 B) 20 C) 33 D) 45 E) 50
C) 33
CH 13 The percent complete index that looks at percent complete in terms of actual amounts is calculated by which of the following? A) EV/BAC B) (EV-PV)/BAC C) AC/EAC D) (EV-AC)/BAC E) (EV-PV)/EAC
C) AC/EAC
CH 5 The cost to prepare bottom-up estimates will typically run how much more than the costs to prepare the top-down estimates? A) About the same B) About twice as much C) About three times as much D) About four times as much E) About five times as much
C) About three times as much
CH 13 A project monitoring system involves all of the following except: A) Determining what date to collect B) Determining how, when, and who will collect the data C) Adjusting the data D) Analysis of the data E) Reporting current progress
C) Adjusting the data
CH 4 "To construct a high-quality, custom home within five months at costs not to exceed $150,000" is best classified as A) A deliverable B) A milestone C) An objective D) A limit E) An exclusion
C) An objective
CH 14 Information on the project type, size, number of staff, and technology level would be included in which section of the audit report? A) Analysis B) Recommendations C) Classification of project D) Lessons learned E) Strategic objectives
C) Classification of project
CH 3 A good project management system provides for defining the interface between the project team and the organization in all the following areas except A) Authority B) Allocation of resources C) Development of project team members D) Integration of the project into the organization E) All of these are provided
C) Development of project team members
CH 14 In the Snapshot from Practice, New Balls Goes Flat in NBA, is an example of a project gone wrong when the _______ is/are not consulted. A) Manufacturer B) Equipment and facilities managers C) End-users D) Project manager E) The Fans
C) End-users
CH 5 The process of forecasting or approximating the time and cost of completing project deliverables is called A) Budgeting B) Predicting C) Estimating D) Planning E) Guesstimating
C) Estimating
CH 3 From the list below, which is not a primary characteristic of organization culture? A) Control B) Team emphasis C) History D) Conflict tolerance E) Risk tolerance
C) History
CH 1 The advent of project management has been most profound in A) Automobile manufacturing B) Construction C) Information technology D) The U.S. Department of Defense E) Film making
C) Information technology
CH 5 The accuracy of top-down estimates will typically be in the range of A) Minus 50% to plus 50% B) Minus 0% to plus 75% C) Minus 20% to plus 60% D) Minus 35% to plus 35% E) Minus 10% to plus 30%
C) Minus 20% to plus 60%
CH 1 Which of these is not part of the "technical dimension" of project management? A) WBS B) Budgets C) Problem solving D) Schedules E) Status reports
C) Problem solving
CH 14 The most common circumstance for project closure is: A) Premature completion with some features eliminated B) Project completion meeting costs, schedule, and quality C) Project completion after modification of costs, schedule, or quality D) Project termination due to technical difficulties E) Perpetual projects that seem to go on and on before completion
C) Project completion after modification of costs, schedule, or quality
CH 13 In monitoring project time (schedule) performance actual performance should be compared to: A) Budgets for the current year B) Top management's targets C) Project network schedule derived from the WBS/OBS D) Progress on similar past projects E) Previous status reports
C) Project network schedule derived from the WBS/OBS
CH 4 The tool used to assist in making project trade-offs between schedule, budget, and performance objectives is called a A) Responsibility matrix B) Work breakdown structure C) Project priority matrix D) Work package E) Criterion matrix
C) Project priority matrix
CH 14 More and more companies are discarding the traditional superior-subordinate performance feedback process and replacing it with: A) Critical incidences review B) Management by objectives C) The 360-degree feedback D) Both B and C are correct E) A, B, and C are all correct
C) The 360-degree feedback
CH 4 The method used to collect information to use through all phases of the project life cycle is called A) Responsibility matrix B) Organization breakdown structure C) Work breakdown structure D) Priority matrix E) Work package
C) Work breakdown structure
CH 1 From among the following activities, which is the best example of a project? A) Processing insurance claims B) Producing automobiles C) Writing a term paper D) Completing a college degree E) All of these are good examples of projects
C) Writing a term paper
CH 13 An Earned Value System used to monitor project progress includes comparison of A) Actual costs versus budget B) Schedule progress versus plan C) Quality progress versus plan D) Both A and B are correct E) A, B, and C are all correct
D) Both A and B are correct
CH 13 Generally the method for measuring accomplishments centers on comparing A) Earned value with the expected schedule value B) Earned value with the actual costs C) Actual costs with budgeted costs D) Both A and B are correct E) A, B, and C are all correct
D) Both A and B are correct
CH 2 Which of the following is the reason(s) why project managers need to understand their organization's mission and strategy? A) To make appropriate decisions and adjustments B) To be effective project advocates C) To be able to get their job done D) Both A and B are correct E) A, B, and C are all correct
D) Both A and B are correct
CH 14 Performance evaluations of project teams should: A) Provide the basis for individual development B) Provide the basis for participation on future projects C) Provide the basis for salary increases D) Both A and C are correct E) A, B, and C are all correct
D) Both A and C are correct
CH 2 Which of the following is a common multicriteria selection model? A) Checklist B) Net Present Value C) Weighted criteria model D) Both A and C are correct E) All of these are common multicriteria selection models
D) Both A and C are correct
CH 2 The textbook indicated that ________ is the major dimension of strategic management. A) Responding to changes in the external market B) Allocating scarce resources of the organization C) Beating competition to the market D) Both a and b are correct E) Both a and c are correct
D) Both a and b are correct
CH 2 Strategy formulation includes which of the following activities? A) Determining alternatives B) Creating profitability targets C) Evaluating alternatives D) Both a and c are correct E) A, B, and C are all correct
D) Both a and c are correct
CH 1 Integration of project management with the organization takes place with the A) Master budget B) Strategy plan C) Process of managing actual projects D) Both b and c are correct E) A, B, and C are all correct
D) Both b and c are correct
CH 4 The intersection of the WBS and the OBS is called the A) Responsibility matrix B) Priority matrix C) Work package D) Cost account E) Project overlap
D) Cost account
CH 14 Implementing closedown includes the following major activities except: A) Getting delivery acceptance from the customer. B) Shutting down resources and releasing to new uses. C) Closing accounts and seeing all bills are paid. D) E-mail the project team that the project is complete E) Creating a final report
D) E-mail the project team that the project is complete
CH 5 Which of the following is not one of the recommended guidelines for developing useful work package estimates? A) Estimates should be made by those responsible for the work B) Use several people to estimate the same work C) Estimates should be based on normal conditions D) Estimates should include a normal level of contingency E) Estimates should be independent of other projects
D) Estimates should include a normal level of contingency
CH 1 In which of the following stages are you more likely to find status reports, many changes, and the creation of forecasts? A) Conceptualizing B) Defining C) Planning D) Executing E) Delivering
D) Executing
CH 14 Many projects will fail because of circumstances beyond the control of the project team is called: A) Normal B) Premature C) Perpetual D) Failed Project E) Changed Priority
D) Failed Project
CH 5 Sean is forecasting the time and cost of developing a customized software program by looking at the number of inputs, outputs, inquires, files, and interfaces. Which of the following methods is he using? A) Ratio B) Template C) Apportion D) Function point E) Learning curve
D) Function point
CH 14 The section of the final project report that new project teams are likely to find most useful is the: A) Analysis B) Recommendations C) Classification of project D) Lessons learned E) Strategic objectives
D) Lessons learned
Which of the following cultural characteristics relates to the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those results? A) Risk tolerance B) Reward criteria C) Conflict tolerance D) Means versus end orientation E) Open-systems focus
D) Means versus end orientation
CH 13 The second step in the project control process of the measurement and evaluation of project performance is to: A) Review the baseline plan with top management B) Analyze inputs to control system C) Compare plan against actual D) Measure progress and performance E) Review spending with team members
D) Measure progress and performance
CH 1 Which of the following choices is not one of the driving forces behind the increasing demand for project management? A) Compression of the product life cycle B) Knowledge explosion C) Development of third world and closed economies D) More emphasis on the product and less on the customer E) Corporate downsizing
D) More emphasis on the product and less on the customer
CH 2 Susie's department is implementing many projects. She finds herself starting and stopping work on one task to go and work on another task, and then return to the work on the original task. Susie is experiencing A) Poor scheduling B) Excess work burden C) Flexible tasking D) Multitasking E) Burnout
D) Multitasking
CH 1 Which of the following is not considered to be a characteristic of a project? A) An established objective B) A clear beginning and end C) Complex tasks D) Only for internal use E) Never been done before
D) Only for internal use
CH 13 Which of the following are required to assess the current status of a project using the earned-value cost/schedule system? A) BAC, EAC, and ETC B) VAC, EAC, and BAC C) CV, SU, and BAC D) PV, EV, and AC E) TCPI, EV, and PV
D) PV, EV, and AC
CH 5 The approach that begins with a top-down estimate for the project and then refines estimates as the project is implemented is known as ______ method. A) Function point B) Template C) Learning curve D) Phase estimating E) Apportion
D) Phase estimating
CH 4 Research shows the most frequently mentioned barrier to project success is A) Not enough budget resources B) Poor performance by team members C) Weak project leadership D) Poorly defined scope or mission E) Political in-fighting
D) Poorly defined scope or mission
CH 14 In the Research Highlight, Chaos: Software Projects, the criterion which was deemed the most important for project success was A) Realistic expectations B) Hard-working, focused staff C) User involvement D) Proper planning E) Clear vision and objectives
D) Proper planning
CH 2 Which of the following questions does the organization's mission statement answer? A) What are our long-term strategies? B) What are our long-term goals and objectives? C) How do we operate in the existing environment? D) What do we want to become? E) All of these are answered by the mission statement
D) What do we want to become?
CH 2 Which of the following is not one of the commonly heard comments of project managers? A) Where did this project come from? B) Why are we doing this project? C) How can all these projects be first priority? D) Why is this project so strongly linked to the strategic plan? E) Where are we going to get the resources to do this project?
D) Why is this project so strongly linked to the strategic plan?
CH 13 Adequate project controls have the advantage(s) of: A) Holding people accountable B) Prevents small problems from getting large C) Keeping focus D) Both A and B are correct E) A, B, and C are all correct
E) A, B, and C are all correct
CH 13 Scope creep affects: A) The organization B) The project team C) The project suppliers D) Both A and B are correct E) A, B, and C are all correct
E) A, B, and C are all correct
CH 2 The intended outcome of strategy/projects integration is A) Clear organization focus B) Best use of scarce organization resources C) Improved communication across projects and departments D) Both A and C are correct E) A, B, and C are all correct
E) A, B, and C are all correct
CH 2 Which of the following is not true of multi-weighted scoring models? A) Will include quantitative criteria B) Will include qualitative criteria C) Each criterion is assigned a weight D) Projects with higher scores are considered more desirable E) All of the above are true
E) All of the above are true
CH 5 Reasons why estimating time and cost are important include all of the following except: A) To schedule work B) To determine how long the project should take and cost C) To develop cash flow needs D) To determine how well the project is progressing E) All of the above are valid reasons
E) All of the above are valid reasons
CH 14 Project closures can fall into all of the following categories except: A) Premature B) Perpetual C) Failed D) Changed priority E) All of these are categories for project closure
E) All of these are categories for project closure
CH 4 All of the following are usually included in a work package except A) What will be done? B) The time needed to complete the work C) A single person who is responsible for its completion D) All the costs for the work package E) All of these are included in a work package
E) All of these are included in a work package
CH 2 Which of the following is not one of the requirements for successful implementation of strategies through projects? A) Allocation of resources B) Prioritizing of projects C) Motivation of project contributors D) Adequate planning and control systems E) All of these are requirements
E) All of these are requirements
CH 14 The content of the final report typically includes the following topics: A) Lessons learned B) Review and analysis C) Recommendations D) Executive summary E) All the above are correct
E) All the above are correct
CH 2 Project managers who do not understand the role that their project plays in accomplishing the organization's strategy tend to make all the following mistakes except: A) Focusing on low priority problems B) Overemphasizing technology as an end in and of itself C) Focusing on the immediate customer D) Trying to solve every customer issue E) All the above are likely mistakes
E) All the above are likely mistakes
CH 3 The Organizational Culture Diagnosis Worksheet classifies cultural characteristics into all of the following except: A) Physical characteristics B) Public documents C) Behavior D) Folklore E) Ethics
E) Ethics
CH 3 A project management system provides a framework for launching and implementing project activities within a ______ organization. A) Matrix B) Balanced C) Weak D) Sponsor E) Parent
E) Parent
CH 3 Elizabeth is considering how to structure a project team that will not directly disrupt ongoing operations. The project needs to be done quickly and a high level of motivation will be needed in order to do that. For this situation, the ______ organization would be the best choice. A) Functional B) Balanced matrix C) Weak matrix D) Strong matrix E) Project
E) Project
CH 3 MegaComputers, Inc. has assigned a project manager for each of the five new-product teams. The managers as well as the project team members work on the projects on a full-time basis. The structure being used is ________ organization. A) Functional B) Balanced matrix C) Weak matrix D) Strong matrix E) Project
E) Project
CH 1 Project management is ideally suited for a business environment requiring all of the following except A) Accountability B) Flexibility C) Innovation D) Speed E) Repeatability
E) Repeatability
CH 4 The highest element in the hierarchical breakdown of the WBS is A) A work package B) Sub deliverables C) A cost account D) Major deliverables E) The project
E) The project
