IEM 3403: Project Management Final Exam Review
B. Early, corrective action
A benefit of project management is the _______ identification of problems so that _______ can follow. A. Rapid, executive involvement B. Early, corrective action C. Untimely, contingency plans D. Executive, project replanning E. Rapid, customer notification
E. All of the above
A project is a series of activities and tasks that: A. Have a specific objective B. Have defined start and end dates C. Have funding limits (if applicable) D. Consume resources E. All of the above
D. Executive management has officially appointed the project manager
A project manager is far more likely to succeed if it is obvious to everyone that: A. The project manager has a command of technology B. The project manager is a higher pay grade than everyone else on the team C. The project manager is over 45 years of age D. Executive management has officially appointed the project manager
B. False
According to Grinnell and Apple, organizational restructuring was needed because management was unhappy with technical skills though projects were being completed within time and cost. A. True B. False
C. Wage and salary administration skills
According to the text, the "next generation" project must exhibit skills in all of the following except: A. Integration skills B. Risk management skills C. Wage and salary administration skills D. Knowledge of the business
A. Authority plus responsibility
Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility
B. Wage and salary administration
Before becoming a project manager within a matrix organization, training should be provided in all of the following except: A. Matrix operations B. Wage and salary administration C. Problem-solving D. Role definitions
A. Quantitative tools, organizational behavior, organizational structure
Broadly speaking, effective project management requires an understanding of which three major areas? A. Quantitative tools, organizational behavior, organizational structure B. Quantitative tools, marketing, working with people C. Customer relations, planning skills, cost control D. Managing your customer, employee relations, scheduling E. Scheduling techniques, wage and salary administration, organizational behavior
E. All of the above are resources
Company resources generally include all of the following except: A. Money B. People C. Equipment and facilities D. Information and technology E. All of the above are resources
B. Projectized
In which organizational form is the project manager least likely to share resources with other projects? A. Classical/Traditional B. Projectized C. Strong matrix D. Weak matrix
B. Projectized
In which organizational form is the worker in the greatest jeopardy of losing his or her job if the project gets canceled? A. Classical/Traditional B. Projectized C. Strong matrix D. Weak matrix
A. Traditional
In which organizational form is there quite often no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix
D. Weak matrix
In which organizational from does the project manager often have the least amount of authority? A. Classical/Traditional B. Projectized C. Strong matrix D. Weak matrix
A. Strong matrix
In which type of matrix structure would a project manager most likely have a command of technology? A. Strong matrix B. Balanced matrix C. Weak matrix D. Cross-cultural matrix
A. True
It is usually easier to manage one large project on a full-time basis than to manage multiple projects at the same time. A. True B. False
A. True
Matrix structures allow for workers to be shared on multiple projects and at a lower than usual cost. A. True B. False
D. Team member and/or line manager
The person most qualified to assess the overall risk in a work package activity in a project is the: A. PM B. Sponsor C. Team member D. Team member and/or line manager
E. None of the above
The stool for success in project management has three legs. These legs include the: A. Project manager, customer, and senior management B. Project manager, line managers, and functional employees C. Executive sponsor, functional employees, and the project manager D. The project manager, the project manager's sponsor, and the customer's project sponsor E. None of the above
A. On-the-job training
Which of the following is often regarded as the best way to train project managers? A. On-the-job training B. Formal education C. Seminars D. Personal readings
C. Assistant project managers
A typical project office (not to be confused with a project management office) responsible for the management of a large project includes the project manager and the: A. Project sponsor B. Project sponsor and assistant project managers C. Assistant project managers D. Assistant project managers and functional managers
E. Dependent on the company and/or industry
A typical short-term project would be: A. Three months B. Six months C. One year D. Less than two years E. Dependent on the company and/or industry
C. The project sponsor
After a contract award, a customer requests that some of the senior workers in the functional areas be assigned to the project team. You priced out the project assuming the average worker would be assigned and furthermore assumed that the average worker could do the job effectively. You should discuss this first with: A. The average workers B. The senior workers C. The project sponsor D. The functional manager
A. Release all nonessential personnel so that they can be assigned to other projects
As a project begins to wind down, the project manager should: A. Release all nonessential personnel so that they can be assigned to other projects B. Wait until the project is officially completed before releasing anyone C. Wait until the line manager officially requests that the people be released D. Talk to other project managers to see who wants your people
A. Tiger Team projects
At remote locations, functional employees take technical direction from the project manager. This situation would also exist at the home office for: A. Tiger Team projects B. Matrix projects C. Projects in the manufacturing life-cycle phase D. All of the above E. B and C only
B. Line manager
Determining "who" will do the work, "where" the work will be done, and "how" the work will be done is most often the responsibility of the: A. Project manager B. Line manager C. Senior levels of management D. Customer interface E. All of the above
D. Assigning functional resources based upon availability and the skill set needed
During project staffing, the primary role of line management is: A. Approving the selection of the project manager B. Approving the selection of assistant project managers C. Assigning functional resources based upon who is available D. Assigning functional resources based upon availability and the skill set needed
A. Project manager
During project staffing, the primary role of senior management is in the selection of the: A. Project manager B. Assistant project managers C. Functional team D. Executives do not get involved in staffing
B. Business conceptual skills
During the past few years, which project management skill seems to have outpaced all other skills? A. Technical skills B. Business conceptual skills C. Behavioral skills D. Problem-solving skills
A. Traditional
In which organizational form is response to the customer's needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix
D. Project division leader
In a line-staff organizational structure, the person heading up the project is called the: A. Project supervisor B. Project leader C. Project coordinator D. Project division leader
C. Both, but the project manager has greater influence
In a strong matrix structure, employees take daily direction from: A. Project manager only B. Functional manager only C. Both, but the project manager has greater influence D. Both, but the functional manager has greater influence
B. False
In a weak matrix structure, teamwork is not vital for project success because the team members are under the control of their functional manager. A. True B. False
D. Division manager above all of the departments
In departmental project management, the person that ultimately ends up managing the project, assuming several departments are involved, is the: A. Project manager B. Project leader C. Department manager(s) D. Division manager above all of the departments
A. True
In line-staff project management, the ultimate authority on the project resides with the division manager. A. True B. False
D. Be happy! You have two workers.
In staffing negotiations with the line manager, you identify a work package that requires a skill set of a grade 7 worker. The line manager informs you that he will assign a grade 6 and a grade 8 worker. You should: A. Refuse to accept the grade 6 because you are not responsible for training B. Ask for two different people C. Ask the sponsor to interfere D. Be happy! You have two workers
A. Classical
In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix
B. Projectized
In which organization form would the project manager possess the greatest amount of authority? A. Classical/Traditional B. Projectized C. Strong matrix D. Weak matrix
A. Traditional
In which organizational form are the formal and informal organizations well established? A. Traditional B. Strong matrix C. Balanced matrix D. Weak matrix
A. Classical/traditional
In which organizational form do project managers have the greatest likelihood of possessing reward power and have a wage-and-salary administration function? (The project and line manager are the same person) A. Classical/Traditional B. Projectized C. Strong matrix D. Weak matrix
D. Matrix
In which organizational form do we usually have a sharing of authority and responsibility? A. Traditional B. Projectized C. Line-staff D. Matrix
D. Matrix
In which organizational form do we usually have the best balance among the time, cost and performance constraints on a project? A. Traditional B. Projectized C. Line-staff D. Matrix
B. Projectized
In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized C. Strong matrix D. Weak matrix
A. Traditional
In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix
A. Classical/Traditional
In which organizational form is it most difficult to integrate project activities? A. Classical/Traditional B. Projectized C. Strong matrix D. Weak matrix
A. On-the-job training
Most people believe that the best way to train someone in project management is through: A. On-the-job training B. University seminars C. Graduate degrees in project management D. Professional seminars and meetings
A. True
Most people seem to believe that the number one behavioral issue in project management is multiple-boss reporting. A. True B. False
B. False
Once an employee is assigned to a project, the project manager has the authority to provide team members with work assignments above their pay grade so that they can get promoted. A. True B. False
A. Projectized
Other than the traditional structure, which organizational form has strong communication channels? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix
D. Losing them to other projects at an inopportune time
Probably the greatest risk to a project manager on a long-term project is to receive the best employees and then: A. Have them seek perfection rather than just meeting the requirements B. Find that your costs are escalating C. Being unable to motivate them D. Losing them to other projects at an inopportune time
B. To work in groups with people devoted to their discipline
Professionally trained people with advanced degrees often prefer: A. To work on project tasks alone B. To work in groups with people devoted to their discipline C. To work in groups with people not devoted to their discipline D. Never to work on project teams
B. False
Project expeditors generally have authority over the functional managers. A. True B. False
D. Shared accountability between project and line managers
Project management is designed to be: A. A unity command methodology B. A methodology with maximum authority resting with the project manager C. A methodology with maximum responsibility resting with the line managers D. Shared accountability between project and line managers E. None of the above
A. Class or prestige
Project management is designed to overcome the _______ gaps between the various levels of management.
A. Senior levels of management
Project manager selection is usually made by the: A. Senior levels of management B. Customer's selection process C. Line management based upon cooperation on past projects D. Voting by the team members
A. Projectized
Project team members often feel threatened by the possibility of the cancellation of the project. In which organizational form is this threat the greatest? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix
C. Senior management
Setting a project selection criteria and establishing project priorities is the responsibility of: A. The project manager B Line managers C. Senior management D. Customers E. All of the above
C. The employee must demonstrate performance first
Some companies assign employees to a project management position as a lateral transfer move without a salary increase because: A. The project is short term in nature B. The project maybe canceled C. The employee must demonstrate performance first D. The employee reports to functional organization
A. True
Strange as it may seem, project managers should encourage conflicts to take place during recruitment and staffing. A. True B. False
D. All of the above
Successful project management can be defined as achieving project objectives: A. Within time B. Within cost C. At the desired performance/technology leve D. All of the above E. A and B only
A. Line manager
Successful project management is often based upon how well the ________ keeps his/her promises to the project. A. Line manager B. Functional employee C. Project sponsor D. Customer interface E. All of the above
D. All of the above
The wrong people are often selected as project managers because of: A. A belief that project management maturity comes with age B. A belief that someone who knows the customer well will make the best project manager C. A belief that entrepreneurial skill are always necessary D. All of the above
B. Their line manager
Under most situations, functional employees that are assigned to a project take their technical direction from: A. The project manager B. Their line manager C. The project sponsor D. The customer's in-house representative E. All of the above
D. All of the above
Under which of the following situations can an employee be terminated from the project? A. Failure to follow rules, policies, and procedures B. Failure to accept formal authority C. When professionalism is more important than company loyalty D. All of the above
B. Line manager
Which individual has to cope most frequently with an unplanned absence of resources, break-down of resources, loss of resources, and turnover of personnel? A. Project manager B. Line manager C. Senior management/sponsor D. Customer interface E. All of the above
D. All of the above
Which of the following is a job-related characteristic that a PM should possess or may be expected to possess? A. Necessity for feasibility studies B. Project's priority and risks C. Requirement for complex technical expertise D. All of the above
C. Poor coping skills
Which of the following is generally not considered as a personal attribute of a project manager, but perhaps should be? A. Honesty and integrity B. Energy and toughness C. Poor coping skills D. Decision-making skills
B. Project manager's rank and pay grade
Which of the following is not one of the integration mechanisms considered when creating work integration positions? A. Rules and procedures B. Project manager's rank and pay grade C. Planning processes D. Direct contact
A. Span of Control
Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of Control B. Authority C. Responsibility D. Accountability
C. Removal from the company
Which of the following is not usually an option for a PM dealing with an incompetent worker? A. On-the-spot appraisals B. Reassignment to less critical activities C. Removal from the company D. Removal from the project
A. Union versus nonunion personnel
Which of the following is usually not a major concern for the PM during the organizational staffing process? A. Union versus nonunion personnel B. Where the resources will come from C. Skill level of the resources D. Type of organizational structure for the project
A. Projectized
Which of the following organizational forms provides the least career path opportunities for project personnel? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix
A. Projectized
Which organizational structure generally retains team members long after they are needed? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix
D. Functional managers
Which people generally receive no visibility or credit for a job well done? A. Project sponsors B. Project managers C. Project team members D. Functional managers
C. Functional manager
Who determines grade level of the employee needed to accomplish a task? A. Project sponsor B. Project manager C. Functional manager D. A consensus vote during the project's kickoff meeting
B. False
With a line-staff organizational structure, department managers will readily accept instructions from the project manager. A. True B. False
C. Project leader
With departmental project management, the person assigned to head up the project is called a: A. Project head B. Project manager C. Project leader D. Project supervisor
D. When a problem arises
With the project expeditor organizational structure, the expeditor is usually brought on board: A. At the beginning of the project B. At the end of the first life cycle phase C. When the project is 50% complete D. When a problem arises
C. Determine the impact on the project and discuss it with the functional manager
You have just been awarded a contract in which you told the customer that a certain employee would be assigned full time on the project. Once the project begins, you discover that the employee is splitting his time between two projects per the instructions of his functional manager. You should: A. Do nothing B. Determine the impact on the project and discuss it with the project sponsor C. Determine the impact on the project and discuss it with the functional manager D. Determine the impact on the project and discuss it with the customer
D. See if the grade 9 can do the job in less time
You priced out a project at 1,000 hours assuming a grade 7 employee would be assigned. The line manager assigns a grade 9 employee. This will result in a significant cost overrun. The project manager should: A. Reschedule the start date of the project based upon the availability of a grade 7 B. Ask the sponsor for a higher priority for your project C. Reduce the scope of the project D. See if the grade 9 can do the job in less time
