isqs exam 1 questions
A WBS is created from scratch by ________. a. decomposition of the work b. identifying milestones c. choosing siblings of legitimate parents d. users exclusively e. defining phase exits
A
A weighted scoring model typically uses several weighted selection criteria to evaluate project proposals. An example of this would be a(n) ________. a. project screening matrix b. score multiplication c. weighted score d. selection criterion e. project proposal
A
An operational project is one that ________. a. can improve organizational performance b. is completed to meet regulatory compliance c. supports an organizations' long-run mission d. must be completed e. always is extremely relevant to the strategic vision of the organization
A
Construction firms and consulting firms, where most of the work is project work, the most appropriate organizational structure is ________. a. projectized organizational structure b. matrix organizational structure c. dedicated project teams d. functional organizational structure e. None of these alternatives is correct.
A
Delineation of a WBS should take place ________. a. before a Gantt chart is composed b. after a network chart is created c. concurrently with the Gantt chart d. All of these alternatives are correct. e. Only a. and c. are correct.
A
Empowerment is ________. a. delegation with detachment b. governed by negotiations c. possible without alignment d. giving authority to do something e. encouragement
A
IT projects differ from construction projects in all of the following ways, except ________. a. with IT projects, there is more visibility b. with IT projects, there is more newness c. with IT projects, the technology is changing more rapidly d. with IT projects, there is more risk e. with IT projects, requirements are less definitive
A
In terms of managing one's calendar, it is important to ________. a. do planning and scheduling once a week b. put the unimportant activities on your calendar first c. do planning and scheduling once a month d. All of these alternatives are true. e. Only a. and b. are true.
A
In which step is a RBS (Risk Breakdown Structure) created? a. Step 1 b. Step 2 c. Step 3 d. Step 4 e. Step 5
A
Integration of all project processes and practices to improve Project Management is due to ________. a. centralization b. project management system c. the organization's environment and culture d. environmental analysis e. customer expectations
A
Key questions organizations must ask in conjunction with which organizational structure include all but ________. a. How much will the project cost and how will it take? b. What resources are available? c. What percentage of core work involves projects? d. Will projects be outsourced? e. How important is the project?
A
Most change requests fall within all but one of the following categories? a. Operations changes to widen the types of equipment the software will run on b. Scope changes coming from stakeholders, customers c. Implementation or contingency plans d. Improvement changes suggested by project team members e. None of these alternatives is correct.
A
Of the four types of quality costs, which has to do with scrap and reworked product? a. Internal failure costs b. External failure costs c. Prevention costs d. Appraisal costs
A
Of the four types of quality costs, which is the most expensive by far? a. External failure costs b. Internal failure costs c. Appraisal costs d. Prevention costs
A
Project proposals are employed when ________ and are used to make ________ decisions. a. a project idea is considered worthwhile | project selection b. a project concept fails to gain acceptance | project cost and scheduling c. a project concept fails to get acceptance | project cost estimation d. a high-level organization official wishes to submit a proposal | project scheduling e. a high-level organization official wishes to submit a proposal | project cost and scheduling
A
The first step in the risk management process is ________. a. Identify the risks b. Assess the risks c. Develop responses to the identified risks d. Control the responses to the risks e. All of the alternatives are true.
A
The two major elements of the enterprise environment in which projects are implemented include ________ and ________. a. organizational structure | culture b. corporate governance | culture c. corporate governance | core competencies d. corporate strategy | core competencies e. corporate primary processes | best practices
A
The weaknesses of a projectized organization include all but ________. a. completion of projects is slow b. project costs tend to be expensive c. there is possible internal strife d. there is limited technological expertise e. None of these alternatives are weaknesses.
A
To determine what's best for us we need to ________. a. clarify our values b. ask a mentor c. write a vision statement d. establish goals e. None of these alternatives is true.
A
What is the greatest enemy of the 'best' thing we could do with our lives? a. The many good things we can do b. Distractions c. Not having enough resources d. The many bad things we can do e. None of these alternatives is correct.
A
When utilized, dedicated project teams operate in conjunction with which organizational structure? a. Functional organizational structure b. Weak matrix organizational structure c. Strong matrix organizational structure d. Projectized organizational structure e. Balanced matrix organizational structure
A
Which of the following estimates is based on similar past projects? a. Analogous estimate b. Bottom-up estimate c. Top-down estimate d. Parametric estimate
A
Which of the following estimates is used for a definitive purpose? a. Bottom-up estimate b. An estimate based on a computer model c. Top-down estimate d. Analogous estimate e. Parametric estimate
A
Which of the following estimates is used for strategic purposes? a. Top-down estimate b. Expert judgement estimate c. Parametric estimate d. Bottom-up estimate e. An estimate based on a computer model
A
Which of the following is not a negotiated issue when it comes to matrix organizational structures? a. What has to be done? b. Is the task satisfactorily completed? c. Where will the task be done? d. Why will the task be done? e. Who will do the task?
A
Which of the following is not a stakeholder? a. Tasks and activities b. Customers and suppliers c. Project manager and project team d. Project sponsor and support staff e. Line management and upper management
A
Which of the following tasks/activities is not considered a project? a. Production of automobile tires b. Developing a new advertising program c. Developing a new software program d. Preparing the site for the Olympic Games e. Designing a space station
A
Which of these is not part of the "sociocultural dimension" of project management according to Larson and Gray? a. Resource allocation b. Negotiation c. Customer expectations d. Leadership e. Politics
A
________ and ________ are frequently used to cover project risks—identified and unknown. The former is used to lesson budget risk, while the latter is used to diminish schedule risk. a. Contingency funding | walkthroughs b. Contingency funding | time buffers c. Walkthroughs | testing d. Testing | time buffers e. Prototyping | walkthroughs
A
A professional organization for project management specialists is the ________. a. PMBOK b. PMI c. MIS d. IPM e. MBA
B
A series of coordinated, related, multiple projects that continue over extended time intended to achieve a goal is known as a ________. a. crusade b. program c. campaign d. venture e. strategy
B
At the time that the UDE symptoms of mainframe computers were encountered, two other technological developments were happening that made fixing these UDE symptoms possible. They were: a. Printers and peripherals were becoming less expensive. b. Data communications and data storage was becoming very cheap. c. Desktop and notebook computers were becoming less expensive. d. Windows operating system and software applications were becoming more prevalent.
B
From the list below which chart shows the sequence in which activities must be performed? a. Gantt chart b. Network chart c. Burndown chart d. Work breakdown structure chart e. Timeline chart
B
Giving consideration to the discussion about Burns, Figures 5.3a, 5.3b, and 5.6, what is the focal point and ultimate answer to the question 'What to change?' a. Mainframes were computational bottlenecks. b. Applications had to reside entirely within the mainframe. c. Centralized MIS shops had lead times extending out to 36 months. d. Customer and competitive environments were changing rapidly.
B
In a SWOT analysis, good product quality, low debt, and an established supplier network are examples of internal ________. a. opportunities b. strengths c. targets d. weaknesses e. threats
B
In the urgency/importance matrix, which quadrant should we be living in? a. Quadrant I b. Quadrant II c. Quadrant III d. Quadrant IV e. Quadrant V
B
In what phase of the project lifecycle should a project charter be drawn up? a. Phase 2 b. Phase 1 c. Phase 3 d. Phase 4 e. Phase 5
B
In which step is the likelihood (probability) and impact (severity) of the risk determined? a. Step 1 b. Step 2 c. Step 3 d. Step 4 e. Step 5
B
Projects are ________ endeavors. a. perpetual b. temporary c.enduring d. repetitive e. substantial
B
Strategy, when considered to be under purview of senior management, is ________. a. a new school of management thought b. old school thinking c. necessary in a company structure d. depended on company goals e. beneficial to the Project Manager
B
There are ten knowledge areas within PMBOK; which one is not one of the ten? a. Quality b. Budget c. Cost d. Time (schedule) e. Scope
B
To establish vision and mission statements, we need to ________. a. determine what is needed within our domain of influence b. All of these alternatives are correct. c. determine what we really enjoy doing d. determine what we are good at e. determine our values
B
What intermediate phenomenon appears to be particularly troublesome and has to do with lead time to perform change requests on existing apps? a. Applications had to reside entirely within the mainframe. b. Centralized MIS shops had lead times extending out to 36 months. c. Mainframes were computational bottlenecks. d. Customer and competitive environments were changing rapidly.
B
Which of the following estimates is based on the WBS? a. Parametric estimate b. Bottom-up estimate c. Analogous estimate d. Top-down estimate e. An estimate based on a computer model
B
Which of the following estimates is the most expensive to obtain? a. Bottom-up estimate b. Analogous estimate c. Top-down estimate d. Parametric estimate
B
Which of the following is not a commonly heard comment of project managers? a. Where did this project come from? b. Why is this project so strongly linked to the strategic plan? c. Where are we going to get the resources to do this project? d. How can all these projects be first priority? e. Why are we doing this project?
B
Which of the following is not a disadvantage of a functional organizational structure? a. There is lack of ownership. b. There is in-depth expertise. c. There is poor integration. d. There is lack of focus. e. Progress is slow.
B
Which of the following is not a project? a. Creating a PowerPoint presentation b. Manufacturing an iPhone c. Writing a term paper d. Developing a spreadsheet template e. Setting up a sales kiosk for a meeting
B
Which of the following is not an advantage of a functional organizational structure? a. The level of flexibility is high. b. The level of focus is low. c. There is an easy post-project transition. d. There is no change to the organizational structure. e. There is in-depth expertise.
B
Which of the following is not necessary to have trustworthiness? a. Character b. Confidence c. Competence d. Integrity e. All of these alternatives are not necessary to have trustworthiness.
B
Which of the following is not one of the steps in the risk management process (either Larson & Gray or PMBOK)? a. Risk identification b. Risk tracking c. Risk assessment d. Risk response development e. Risk response control
B
Which of the following is one of Covey's seven habits? a. Personal mastery b. Sharpen the saw c. Team learning d. Mental models e. Shared vision
B
Which of the following organizational structures superimposes a project structure upon an existing organizational structure? a. Projectized organizational structure b. Matrix organizational structure c. Dedicated project teams d. Functional organizational structure e. None of these alternatives is correct.
B
Which organizational structure would you choose if your organization is a traditional functional one and you are in a hurry to get the project done quickly? a. Use a weak matrix structure superimposed on a traditional functional organizational structure b. Use a dedicated project team c. Just stick with the traditional functional organization structure d. Use a balanced matrix structure superimposed on a traditional functional organizational structure e. Use a strong matrix structure superimposed on a traditional functional organizational structure
B
Within PMBOK, almost every knowledge area begins with a ________ process and ends with a ________ process. a. identifying | controlling b. planning | controlling c. planning | closing d. mediating | delivering e. identifying | closing
B
A WBS delineates ________. a. cost b. schedule c. scope d. All of these alternatives are correct. e. Both b. and c. are correct.
C
A critical factor to ensure the success of integrating the strategic plan with projects lies in a process that ________. a. starts with top management's directives b. with projects first and integrates them with the strategic plan c. is open and published for all participants to review d. Both b. and c. are correct. e. All of these alternatives are correct.
C
A simple explanation of organizational culture is that it reflects the ________ of an organization. a. background b. management style c. personality d. hierarchy e. reporting relationships
C
According to PMBOK, which of the following is not one of the five phases that comprise the project lifecycle? a. Closing b. Planning c. Defining d. Monitoring and Controlling e. Executing
C
After we have created a list of things to get done in the next week, we should ________. a. put the important stuff on our calendar last b. prioritize the list from most to least important c. check the list for completeness, making sure that any item on last week's TODO list not completed makes its way on this week's TODO list d. put the important stuff on our calendar first e. scrub the unimportant stuff from the list
C
Corporate downsizing has increased the trend toward ________. a. using dedicated project teams b. longer project lead times c. outsourcing significant segments of project work d. reducing the number of projects a company initiates e. shorter project lead times
C
From 1994 to 2009 the phenomena of project lateness or of projects being over budget were ________. a. significantly, substantially decreased b. significantly increased c. decreased somewhat (fewer projects were late or over budget) d. slightly increased (more projects were late or over budget) e. about the same
C
If your project starts with existing code, rather than from scratch, then your project is considered to be a ________. a. integration project b. agile or adaptive project c. maintenance project d. development project e. predictive project
C
In multi-attribute problems, what do the weights sum to? Why? a. They sum to any number so as to make the overall grade maximized. b. They sum to 10 as to make the overall grade fall into the range 0 to 1. c. They sum to 1 so as to make the overall grade fall into the range 0 to 100. d. They sum to 1 so as to make the overall grade fall into the range 0 to 1.
C
In which of the following lifecycle phases is a project charter created? a. Planning b. Closing c. Initiating d. Monitoring e. Executing
C
In which of the following phases is a major portion of the physical and mental project work performed? a. Planning b. Monitoring and Controlling c. Executing d. Initiating e. Delivering
C
In which of the following phases is it determined what the project effort will be, when the project will be scheduled, whom it will benefit, and what the budget will be? a. Executing b. Monitoring and controlling c. Planning d. Closing e. Initiating
C
The lack of understanding and consensus of organization strategy among top and middle-level managers is known as the ________. a. lack of consensus b. priority confusion c. implementation gap d. lack of comprehension e. None of these alternatives is correct.
C
The risk graph (Larson & Gray, Figure 7.1) informs us of all of the following but ________. a. the chances of risks occurring decrease over the lifetime of the project b. initially, the chances of a risk occurring within a project are high c. at the delivering phase the cost to fix a risk event is low d. the cost to fix a risk event goes up over the lifetime of a project e. All of the alternatives are true.
C
There are three purposes to which estimates can be put. Which of the following is not one of those purposes? a. Strategic purposes b. Budgetary purposes c. Comparison purposes d. Definitive purposes
C
Typically, a project sponsor is ________. a. key to support a project to its' completion and a lower-level staff member b. key to support a project to its' completion c. instrumental in approving a project and key to support a project to its' completion d. instrumental in approving a project e. a lower-level staff member
C
What's more important? a. Doing the thing right b. Doing everything c. Doing the right thing d. Doing the least harm e. Doing nothing
C
When creating a WBS, we stop breaking the work down when we get to parcels of work that can be ________. a. tasks or activities b. the bottom of the page c. done by a single person in one to four weeks d. All of these alternatives are correct. e. Only a. and c. are correct.
C
When identifying risks, one common mistake made early in the process is ________. a. for participants to be overly-optimistic b. for participants to be overly-pessimistic c. to focus on objectives and not on the events that could produce consequences d. to give too much attention to past events e. to not consider all possibilities
C
Which of the following is not one of Covey's seven habits? a. Synergize b. Begin with the end in mind c. Think win/lose d. Put first things first e. Be proactive
C
Which of the following is not part of the Covey strategy for personal planning? a. Once a week create a prioritized TODO list b. Continually clarify what is important to you c. Determine your true south direction d. After prioritizing your TODO list, put the important items on your calendar first. e. Set aside large blocks of uninterrupted time on your calendar to get the important things done.
C
Which risk response step develops a strategy for reducing possible damage and develops a contingency plan? a. Step 1 b. Step 2 c. Step 3 d. Step 4 e. Step 5
C
A(n) ________ is a risk event that can have a positive impact on project objectives. a. milestone b. threat c. strength d. opportunity e. weakness
D
Alignment is necessary because ________. a. while we are working on our firms' goals we must also be working on our goals b. our goals must align with our personal vision statement c. without alignment, empowerment leads to chaos, anarchy d. All of these alternatives are true. e. Only a. and b. are true.
D
An item with a WBS code of 2.1.3.4 ________. a. has an immediate parent with a code of 2.1.3 b. is on the third level c. is one of at least four siblings d. Only a. and c. are correct. e. All of these alternatives are correct.
D
Better quality implies ________. a. higher price b. lower cost c. lower price d. Both a. and b. are correct. e. None of these alternatives is correct.
D
Covey suggests that we put the important stuff on our calendars ________. a. last and twice a week b. everyday c. last and once a week d. first and once a week e. first and twice a week
D
Every application regardless of whether it is a mobile one or a web-based application has three components. Which of the following is not one of the three? a. Data management b. Presentation management c. Business-logic management d. Interface/integration management
D
For most organizations, the existing organizational structure is a ________. a. projectized organizational structure b. matrix organizational structure c. dedicated project teams d. functional organizational structure e. None of these alternatives is correct
D
Goal setting is important because ________. a. it sets a direction for our lives b. it causes us to focus on the future c. it programs our success mechanism d. All of these alternatives are true. e. Only a. and c. are true.
D
Good goal statements should ________. a. have a target date b. be measurable c. begin with the infinitive to d. All of these alternatives are correct. e. Only a. and b. are correct.
D
If you are getting into project management for the first time, you should pick a project that ___________. a. involves a half-dozen or fewer people b. is limited in scope c. is small d. All of these alternatives are correct. e. is short in duration
D
In today's business climate and culture, it is important for project managers to have an understanding of ________. a. strategic management b. technical issues c. project selection process d. Both a. and c. are correct. e. All of these alternatives are correct.
D
Of the following journaling apps which does your instructor like the best? a. Diaro b. Momento c. Dayone d. Penzo e. Journey
D
Projects with vague visions, objectives are ________. a. likely to fail b. examples of reactive project management c. more common than many project managers like to admit d. All of these alternatives are correct. e. Only a. and b. are correct.
D
Some ways to generate lists of possible risks include all but ________. a. RBS b. problem identification c. brainstorming d. simulation e. risk profiling
D
The Goldratt methodology addresses three questions. Which of the following is not one of those questions? a. What to change to? b. What to change? c. How to cause the change? d. Who will effect the change?
D
What is the name of the software tool that delineates a timeline chart showing all of the activities and their start and stop dates? a. Flowchart b. Control chart c. Network chart d. Gantt chart e. Work breakdown structure chart
D
Which of the following choices is not one of the driving forces behind the increasing demand for project management? a. Increased customer focus b. Compression of the product life cycle c. The triple bottom line (planet, people, profit) d. Development of third world and closed economies e. Knowledge explosion
D
Which of the following is a main reason why project managers need to understand their organization's mission and strategy? a. They can better focus on the immediate customer. b. They can make appropriate decisions and adjustments. c. They can be effective project advocates. d. Both b. and c. are correct. e. All of these alternatives are correct.
D
Which of the following is an undesirable effect emanating from the structure of the current reality tree? (Undesirable effects usually appear at or near the top of the current reality tree.) a. Customer and competitive environments were changing rapidly. b. Applications had to reside entirely within the mainframe. c. Mainframes were computational bottlenecks. d. Sales cannot see who among its clients are current on their payments.
D
Which of the following is not a direct cost? a. Direct project overhead costs b. Material Costs c. Labor costs d. General and administrative overhead costs e. Equipment costs
D
Which of the following is not one of the sections of the project charter? a. Discussion of problem or opportunity b. Purpose or goal of a project c. Success criteria d. Detailed list of tasks that make up the project e. Assumptions/risks/obstacles
D
Which of the following statements is not true about risk management? a. Risk management reduces surprises and negative consequences. b. Risk management improves chances of reaching project performance objectives. c. Risk management provides better control over the future. d. Risk management is a reactive rather than a proactive approach. e. Risk management prepares a project manager to take advantage of risks.
D
Which of the following was a root cause of the current reality tree? (Root causes appear at the bottom of the tree and do not have arrows directed toward them.) a. Customer and competitive environments were changing rapidly. b. Mainframes were computational bottlenecks. c. Sales cannot see who among its clients are current on their payments. d. Applications had to reside entirely within the mainframe.
D
Which of the following was not one of the top three suggestions for how to be a star at work by Kelly? a. All of these alternatives are not suggestions for how to be a star at work by Kelly. b. Take initiative c. Network with peers and bosses d. Continually clarify your values and vision e. Aggressively self-manage your life and your career
D
Which of the following would not be considered a threat? a. Competition b. Economic conditions c. Inflation d. Meeting the project schedule e. International disruptions
D
A project that a powerful, high-ranking official is advocating is often termed a(n) ________. a. white elephant b. oyster c. pearl d. bread-and-butter project e. sacred cow
E
According to Burns, Figure 5.1, which of the following is not part of feasibility assessment? a. Test resource availability b. Identify dependencies with other projects c. All of these alternatives are part of feasibility assessment. d. Test alignment with and impact on corporate strategy e. Assemble team
E
According to Thomas Friedman, how often does project management get offshored? a. Sometimes b. Rarely c. Always d. Frequently e. Never
E
An activity is a(n) ________. a. task b. step c. event d. All of these alternatives are correct. e. Both a. and b. are correct.
E
For projects that have been completed many times before, it is helpful to start the development of the WBS with ________. a. decomposition b. a WBS template for the project type c. a clean sheet of paper d. old WBSs taken from past similar projects e. Both b. and d. are correct.
E
Good project management structures balance the needs of both the ________ and ________. a. corporate primary processes | best practices b. organizational structure | culture c. corporate strategy | core competencies d. corporate governance | culture e. parent organization | the project
E
In Larson and Gray, the two dimensions within project management are ________ and ________. a. planned | unexpected b. established | new c. cost | time d. unique | reoccurring e. technical | sociocultural
E
In a matrix organizational structure, every team member has ________. a. confusion as to which project to work on b. two desks c. someone who can substitute for him or her d. two or more projects to work on e. two reporting authorities—two chains of command
E
In which lifecycle phase are schedules, budgets, risks, resources and staffing defined? a. Initiating b. Closing c. Monitoring d. Executing e. Planning
E
Organizational structure issues get addressed ________. a. after the project leadership is determined b. after the project is defined c. after project estimates are in place d. after a project team has been assigned e. after the corporate strategy has been determined
E
Organizations have difficulty in creating a system for managing projects because ________. a. contrary to typical operations, projects are one-time efforts b. projects are not focused on profits c. projects are multidisciplinary while organizations are usually departmentalized by discipline d. Both a. and b. are correct. e. Both a. and c. are correct.
E
People within an organization working on multiple efforts concurrently is an indicator of ________. a. project prioritization b. completely allocated staff c. shrewd scheduling d. optimized processes e. too many projects taken on at once
E
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 of these alternatives are likely mistakes.
E
The financial model that measures the current value of all cash inflows and outflows using management's minimum desired rate of return is known as the ________ model. a. Inflow/outflow b. Return on investment (ROI) c. Internal rate of return (IRR) d. Return on assets (ROA) e. Net present value (NPV)
E
The importance and significance of project management has increased due to ________. a. the movement of manufacturing operations out of the U.S. b. time to market c. the movement toward flatter and leaner organizations d. Both a. and b. are correct. e. All of these alternatives are correct.
E
The intended outcome of strategy/projects integration is ________. a. clear organization focus b. best use of scare organization resources c. improved communication across projects and departments d. Both a. and b. are correct. e. All of these alternatives are correct.
E
Which of the following is not a generally-recognized type of risk? a. Funding risks b. Schedule risks c. Technical risks d. Cost risks e. Quality risks
E
Which of the following is not a major issue that risk management endeavors to address? Selected Answer: a. What can go wrong b. How to minimize the risk event's impact (consequences) c. What can be done before a risk event occurs (anticipation) d. What to do when the risk event occurs (contingency plans) e. All of the alternatives are major issues.
E
Which of the following is not a project characteristic? a. Has a definite starting time b. Accomplished in teams c. Has an objective or goal d. Has a definite stopping time e. Creates resources
E
Which of the following is not a project lifecycle phase? a. Initiating b. Planning c. Executing d. Closing e. All of these are project lifecycle phases.
E
Which of the following is not a stakeholder in most projects? a. Line managers b. Users c. Upper-level management d. Customers e. Competitors
E
Which of the following is not an advantage of a dedicated project team? a. The existing organizational structure remains intact. b. Progress on the project is fast because team members devote their entire time to the project. c. The cost of the dedicated project team will be expensive. d. There will likely be internal strife between the team members and the rest of the organization. e. Neither c. nor d. are advantages.
E
Which of the following is not an advantage of matrix organizational forms? a. Matrix organizational forms provide for easier post-project transition. b. Matrix organizational forms are flexible. c. Matrix organizational forms are efficient. d. Matrix organizational forms have a strong project focus. e. Matrix organizational forms are fast, without stress.
E
Which of the following is not true of dedicated project teams? a. The team is usually located offsite. b. A full-time project manager is designated to manage the team. c. Team members are usually selected by the project manager. d. The team is physically separated from the parent organization. e. Team members have other, outside responsibilities.
E
Which of the following is not true of risk? a. Risks are uncertain events or conditions, which if they happen, has a positive or negative effect on the project. b. Some potential risk events can be identified before the project starts. c. Risks create causes and consequences. d. Risk management attempts to recognize and manage potential and unforeseen trouble spots. e. Significant amounts of planning will overcome risks.
E
Which of the following is not typically the responsibility of a project manager? a. Meeting budget requirements b. Meeting schedule requirements c. Meeting performance specifications d. Coordinates the actions of the team members e. All of these alternatives are typical responsibilities.
E
Which of the following is the number one characteristic that is looked for in management candidates? a. Past successes b. Experience c. Good references d. Overall intelligence e. Works well with others
E
Which of the following is the strategy for mitigating risk? a. Total elimination of the risk b. Reducing the visibility of the risk c. Reducing the awareness of the risk d. Reducing the likelihood of detection of the risk e. Reducing the probability and the impact of the risk
E
Which of the following would not serve the interests of a high priority project in which the firm wants completed as quickly as possible? a. The project lacks a compelling vision. b. Team members must multitask. c. The project manager is managing several projects concurrently. d. There is confusion as to how the project fits with the overall strategy of the firm. e. All of these alternatives are impediments to a quick completion of a high priority project.
E
Which of these is not part of the "technical dimension" of project management? a. Budgets b. Schedules c. Status reports d. WBS e. Problem solving
E
