Project Management Pinto
B) time warping.
43) The ability to cognitively bring the past and future closer together is: A) creating future vision. B) time warping. C) time compressing. D) tesseracting.
C) $408,237
53) What is the total project budget in this time-phased budget? A) $251,382 B) $389,828 C) $408,237 D) $478,300
B) In-process inventory.
57) The amount of work waiting to be completed but delayed due to unavailable resources is known as: A) Resource utilization. B) In-process inventory. C) Resource underutilization. D) Efficiency.
B) Scope reporting.
24) The reporting frequency, report recipients, and content required during project execution is laid out by: A) The organizational breakdown structure. B) Scope reporting. C) The information system architecture. D) A need-to-know basis.
D) project management offices.
10) Centralized units within an organization or department that oversee or improve the management of projects are called: A) PERT units. B) tiger teams. C) central clearinghouses. D) project management offices.
B) $87,550
52) What is the total project budget in this time-phased budget? A) $85,450 B) $87,550 C) $82,050 D) $86,550
D) Scarce resources.
54) A principal cause of portfolio underperformance is: A) Conservative technical communities. B) Government intervention. C) Out-of-sync projects. D) Scarce resources.
A) Maintainability
54) An information system project might be assessed by which of the following criteria? A) Maintainability B) Reduced waste C) Time D) Personal development
A) cheerleader
54) Which of the following is a non-traditional role of a project champion? A) cheerleader B) leadership C) administrative D) control
A) A high consequence and a medium likelihood.
17) A serious risk factor probably has: A) A high consequence and a medium likelihood. B) A high consequence and a low likelihood. C) A medium consequence and a low likelihood. D) A low consequence and a medium likelihood.
D) Planning monthly production.
58) Networks would NOT be well suited for: A) Planning a construction project. B) Planning a wedding. C) Planning a software upgrade. D) Planning monthly production.
B) path.
2) A sequence of activities defined by the project network logic is a(n): A) event. B) path. C) node. D) route.
A) $6,280
31) Use the information in the table (all times are in days) to determine the lowest total cost for a 20-day project if the base cost for each activity finished in normal time is $1,000. Activity Normal Time Minimum Time Crash Cost ($/day) Predecessor A 10 6 $70 -- B 6 3 $40 -- C 2 2 -- B D 4 2 $60 C E 6 4 $80 A F 8 5 $90 D, E A) $6,280 B) $6,390 C) $6,530 D) $6,740
C) 24 hours
31) Use the project described in the table to determine the total resources required for activity D if a worker is expected to work half-time (four hours per day) on this project. Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) 6 hours B) 40 hours C) 24 hours D) 48 hours
B) 6
31) What is the slack time for Activity B given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 4 -- B 7 -- C 8 A D 2 A E 4 B F 5 C, D G 9 E, F H 7 G A) 7 B) 6 C) 5 D) 4
A) Client Interest and Creativity
31) Which of these factors are essentially complete opposites from an intensity perspective across the project life cycle? A) Client Interest and Creativity B) Creativity and Resources C) Resources and Project Stake D) Project Stake and Client Interest
A) There are low levels of external uncertainty.
32) The functional structure is well-suited when: A) There are low levels of external uncertainty. B) There is high instability in the environment. C) Project coordination is assigned to the lowest levels in an organization. D) There must be rapid response to external opportunities and threats.
B) About 0.4.
32) With a maturity risk of 0.3, a complexity risk of 0.4, and a dependency risk of 0.5, the probability of failure is: A) About 0.3. B) About 0.4. C) About 0.5. D) About 0.6.
D) 0.625 for the squidproofing project.
35) With a cost factor of 0.8, a schedule rating of 0.6, a reliability rating of 0.5, and a performance rating of 0.6, the overall consequence of failure was: A) 0.565 for the squidproofing project. B) 0.500 for the squidproofing project. C) 0.750 for the squidproofing project. D) 0.625 for the squidproofing project.
B) Project structured.
36) Staffing fluctuations associated with project completion and initiation are most likely to occur in organizations that are: A) Functionally structured. B) Project structured. C) Matrix structured. D) Process structured.
C) Work packages
36) What are work breakdown structure elements that must be completed to conclude the project deliverables? A) Activities B) Tasks C) Work packages D) Milestones
A) Project.
38) The highest level of work breakdown structure is the: A) Project. B) Deliverable. C) Subdeliverable. D) Work package.
B) Monitoring and feedback.
60) The project control process is captured in the critical success factor of: A) Communication. B) Monitoring and feedback. C) Troubleshooting. D) Client consultation.
C) A statement of goals.
4) Scope management for a project begins with: A) A work package. B) An organization breakdown structure. C) A statement of goals. D) A configuration statement.
A) The project has slipped behind schedule.
24) One reason for crashing a project is: A) The project has slipped behind schedule. B) That the initial schedule may be too pessimistic. C) Market needs change and the project is not in demand any more. D) There are no repercussions for delivering the project late.
A) Cannot have more arrows than nodes.
43) An activity on an arrow network: A) Cannot have more arrows than nodes. B) Cannot have more nodes than arrows. C) Has one more node than arrows. D) Has one more arrow than nodes.
B) Project organization.
43) The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that new product development projects tended to be most effectively executed when the organizational structure was a: A) Project matrix. B) Project organization. C) Balanced matrix. D) Functional matrix.
D) Project portfolio management.
46) 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.
B) Opportunity.
48) A project with the chance for a big payout may be funded if an important criterion is: A) Cost. B) Opportunity. C) Top management pressure. D) Risk.
B) 15.
48) The critical path of this network is: A) 14. B) 15. C) 12. D) 13.
C) 16.
49) The fastest completion time for this project is: A) 14. B) 15. C) 16. D) 17.
D) 18
50) What is the late finish for activity D in the network shown in the diagram? A) 15 B) 16 C) 17 D) 18
D) functional organizations.
7) Companies that are structured by grouping people performing similar activities into departments are: A) matrix organizations B) departmental organizations. C) project organizations. D) functional organizations.
D) Flexibility.
7) Souder's model selection criterion that encourages ease of adaptation to changes in tax laws, building codes, among others, is called: A) Ease of use. B) Cost. C) Capability. D) Flexibility.
A) Site study
9) Which of these is typically a nonrecurring cost? A) Site study B) Labor C) Material D) Sales
C) The budgeted value of work performed.
27) An earned value report shows: A) How much money has actually been spent so far on the project. B) Slippages in performance measures for the work product. C) The budgeted value of work performed. D) Slippages in time against planned measures.
B) Risk-return pair of axes.
28) The profile model plots a graph on a(n): A) Perception-reality pair of axes. B) Risk-return pair of axes. C) Efficiency-effectiveness pair of axes. D) Saxon-Norman pair of axes.
D) Time-phased project budget and the work breakdown structure.
28) The project baseline is established by combining data from the: A) Work breakdown structure and the project budget. B) Time-phased project budget and the PERT chart. C) S-curve and the project budget. D) Time-phased project budget and the work breakdown structure.
C) 12
28) What is the late finish time for Activity D given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 4 -- B 7 -- C 8 A D 2 A E 4 B F 5 C, D G 9 E, F H 7 G A) 14 B) 13 C) 12 D) 11
D) They are more likely to work collaboratively in the future.
29) Research clearly indicates that when team members have experienced positive psychosocial outcomes from a project: A) They are actually less likely to work collaboratively in the future. B) They tend to fear future projects because they feel the law of averages will catch up with them. C) Their enthusiasm level wanes due to mental and physical exhaustion. D) They are more likely to work collaboratively in the future.
D) suppliers.
3) The group that provides raw materials or resources that the project team needs to complete the project is: A) functional managers. B) intervenor groups. C) top management. D) suppliers.
B) a right to say no.
3) The idea that all members of a project team have the ability to offer a contrary position in order to achieve true partnership between the project manager and the team is called: A) exchange of purpose. B) a right to say no. C) joint accountability. D) absolute honesty.
D) experience.
35) Among the essential abilities for effective project managers identified by a survey of 58 firms on their project management practices and skills was: A) obfuscation. B) humor. C) speed. D) experience.
C) Earned value minus actual cost.
39) The budget variance is calculated as: A) Earned value minus planned value. B) Planned value minus actual cost. C) Earned value minus actual cost. D) Cost minus planned value.
C) Mission.
5) The highest priority among strategic choice elements is: A) Objective. B) Strategy. C) Mission. D) Goal.
D) Complementarity.
50) Evaluating projects in terms of their strategic fit with existing project lines or their ability to augment the current product family is known as: A) Balance. B) An open criterion. C) Weighted criterion. D) Complementarity.
C) Emotional issue for the project team.
50) The Microserf was in a blind panic; now that the latest version of the Bob operating system was ready for sale, he would have to latch onto a new project team or face life on the mean streets of Redmond. This is indubitably an: A) Emotional issue for the clients. B) Internal, intellectual issue. C) Emotional issue for the project team. D) External, intellectual issue.
C) Weather station model.
50) The PMO is used as a tracking and monitoring device under the: A) Control tower model. B) Resource pool model. C) Weather station model. D) Radar model.
A) Day 13
51) A project consists of eleven activities (all times are given in days) and has worker requirements as indicated in the table. Assume that all four workers employed by this organization are generalists and are able to work on any of the tasks. What day does activity C start under a leveled project with the four worker limitation? Activity Activity time Workers Needed Predecessor A 10 1 B 4 2 C 7 3 A D 4 1 A E 8 2 B F 9 3 C,E G 13 1 D H 14 2 E,G J 13 3 F K 10 1 H, J L 5 2 K A) Day 13 B) Day 15 C) Day 17 D) Day 19
C) Bottom-up budgeting.
41) 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: A) Zero-based budgeting. B) Top-down budgeting. C) Bottom-up budgeting. D) Activity-based budgeting.
A) 365 hours
41) Use the information in the table and assume that a worker is expected to devote half-time (four hours per day) to this project with work taking place on a 5-day-per-week basis. What is the total resource requirement for the project? Activity Predecessor Hours per Day Time (Days) A -- 4 6 B A 4 11 C A 5 5 D B 4 6 E B 4 6 F B 6 3 G C, D 8 11 H E, F 8 8 J G, H 3 10 K J 6 4 A) 365 hours B) 335 hours C) 320 hours D) 310 hours
D) 23
41) Use the network diagram and activity lengths in the nodes to determine the late start time for activity F. A) 21 B) 24 C) 26 D) 23
A) 26
42) Use the network diagram and activity lengths in the nodes to determine the early finish time for activity G. A) 26 B) 25 C) 24 D) 23
C) 14
43) Use the network diagram and activity lengths in the nodes to determine the late finish time for activity C. A) 12 B) 13 C) 14 D) 15
B) Completion time is an internal performance measure.
43) Which of the following statements about project success criteria is BEST? A) Project cost is an external performance measure. B) Completion time is an internal performance measure. C) Client acceptance is an internal performance measure. D) Client acceptance is often referred to as conducting a "quality" check.
B) worthwhile experience
43) Which of these terms is most likely associated with psychosocial outcomes? A) achieved technical requirements B) worthwhile experience C) schedule maintained D) completed on time
C) Transfer risk.
44) Fred Knievel took out a substantial life insurance policy before he began his trek across North America in his Volvo. Doing so enabled him to: A) Accept risk. B) Minimize risk. C) Transfer risk. D) Share risk.
A) An emotional staff issue.
44) Loss of team identity is: A) An emotional staff issue. B) An emotional client issue. C) An intellectual internal issue. D) An intellectual external issue.
A) Liquidated damages.
46) Project penalty clauses that initiate at mutually agreed-on points in the project's development and implementation are: A) Liquidated damages. B) Milestone adjustments. C) Contingency clauses. D) Penalty points.
D) Up to 75% of software projects are cancelled.
13) Studies of IT projects reveal that: A) Initial cost estimates are overrun by an average of 15%. B) Over 66% of IT projects were delivered to customers but not used. C) About 25% of all IT projects become runaways by overshooting budgets and timetables. D) Up to 75% of software projects are cancelled.
B) unclear goals.
15) Cletus thought they were draining the swamp, but Ace was convinced they were better off building a bridge across it. Their project team was doomed to failure owing to their: A) poorly defined team roles. B) unclear goals. C) lack of motivation. D) poorly defined team interdependencies.
A) Future potential.
48) The dimension of project success that is realized last (chronologically) is: A) Future potential. B) Business success. C) Impact on the customer. D) Efficiency.
C) building trust.
48) The two main challenges for virtual teams include: A) maintaining autonomy. B) automating monotony. C) building trust. D) the bullwhip effect.
C) Fixed price contract.
48) You have agreed to paint your neighbor's house a lovely shade of chartreuse for $1500 and discover much to your dismay that the house has a second floor. Now you're faced with the prospect of buying a ladder or scaffolding or a really long handled brush, not to mention the 15 more gallons of paint that will be needed to cover. You won't get another penny for what will surely be increased efforts since your neighbor transferred risk with a(n): A) Cost-plus contract. B) Contingency reserve. C) Fixed price contract. D) Inflation clause.
C) The 0/100 rule.
49) If an activity's progress is defined as 0% until the activity is complete, the project manager is using: A) The 50/50 rule. B) The all or nothing rule. C) The 0/100 rule. D) The Do Not Pass Go rule.
D) Budgeting.
15) One of the things that the technical side of project management emphasizes is: A) Team building. B) Conflict management. C) Negotiation. D) Budgeting.
C) Private Finance Initiative.
15) The PFI arrangement in the United Kingdom for projects is an acronym for: A) Project Failure Insurance. B) Profiterole Filling Inclusion. C) Private Finance Initiative. D) Primary Figure Investment.
A) Resource 1
17) Use the Gantt chart and activity list to determine which resource is used the least. Activity Resources Activity Resources R 5 M 1 H 1 K 4 G 5 J 3 F 2 P 1 B 2 S 2 T 4 W 3 A) Resource 1 B) Resource 2 C) Resource 4 D) Resource 5
C) Performance, cost, and time.
18) Earned value management jointly considers the impact of: A) Time, cost, and planned cost. B) Project performance, planned performance, and cost. C) Performance, cost, and time. D) Planned cost, planned performance, and time.
A) Well-articulated mission, vision, and value statements
18) Which of the following is NOT an element of organizational structure? A) Well-articulated mission, vision, and value statements B) Formal reporting relationships C) Grouping together of individuals into departments D) Systems designed to ensure effective communication
C) Resource 1
19) Use the Gantt chart and activity list to determine which resource is used the most. Activity Resources Activity Resources R 3, 5 M 1, 2 H 1 K 4 G 2,5 J 3 F 4, 1 P 1 B 2 S 3, 4 T 4 W 3 A) Resource 4 B) Resource 2 C) Resource 1 D) Resource 5
D) Turnkey contract.
21) A project management firm that promises to do everything for a major project and hand over a fully functional, ready-to-use deliverable is performing under a(n): A) Umbrella contract. B) All-inclusive contract. C) Cost-plus contract. D) Turnkey contract.
D) 13.25 hours
23) An activity with a learning rate of 0.85 takes 25 hours for the first iteration. How long will it take to complete this task for the 15th time? A) 12.55 hours B) 12.85 hours C) 13.15 hours D) 13.25 hours
D) Product.
23) The University of Puhonicks hires several professors that specialize in accounting, management, and economics and clusters each into one of three departments. The dean has obviously decided to group employees by: A) Function. B) Geography. C) Project. D) Product.
D) Crashing.
23) The process of accelerating a project is referred to as: A) Streamlining. B) Expediting. C) Rushing. D) Crashing.
D) 22 days
52) A gentleman farmer maniacally works on academic projects to raise funds for his true passion, farming. He has identified seven tasks and developed three time estimates (all in days) of the next big project on the farm, replacing the fence at the comedy pasture. Tasks, precedence requirements, and time estimates are shown in the table. What is the late finish for the Plant Posts activity? Activity Optimistic time Most Likely time Pessimistic time Predecessor Corner Posts 4 5 6 -- String Line 7 8 9 -- Dig Holes 10 12 14 Corner Posts Plant Posts 11 14 17 String Line Weld Top Bar 8 11 14 String Line Paint 9 11 13 Dig Holes, Plant Posts Tack Wire 9 12 16 Weld Top Bar A) 13.3 days B) 8 days C) 20.83 days D) 22 days
D) Increased profits
52) The Atkinson model considers which of these benefits is being accrued by the organization if a project is successful? A) Information quality B) Validity C) Satisfied users D) Increased profits
D) Resource pool model.
52) The PMO is used to maintain and provide a cadre of skilled and trained project professionals as needed under the: A) Control tower model. B) Cadre model. C) Weather station model. D) Resource pool model.
D) created a clear process for addressing conflict and group norms.
53) During the two hours before their 7:30 p.m. appointments on Wednesday evenings, the operations team had a weekly gripe session during which everyone gleefully unloaded on the powers that controlled their miserable lives. This session was valuable since it: A) allowed them to feel like real men, if only for a little while. B) rewarded good behavior. C) established a sense of security and consistency. D) created a clear process for addressing conflict and group norms.
D) technical understanding
53) Which of the following is a traditional duty of a project champion? A) cheerleader B) visionary C) politician D) technical understanding
B) 0.212
54) A gentleman farmer maniacally works on academic projects to raise funds for his true passion, farming. He has identified seven tasks and developed three time estimates (all in days) of the next big project on the farm, replacing the fence at the comedy pasture. Tasks, precedence requirements, and time estimates are shown in the table. What is the probability that the project takes more than 34 days? Activity Optimistic time Most Likely time Pessimistic time Predecessor Corner Posts 4 5 6 -- String Line 7 8 9 -- Dig Holes 10 12 14 Corner Posts Plant Posts 11 14 17 String Line Weld Top Bar 8 11 14 String Line Paint 9 11 13 Dig Holes, Plant Posts Tack Wire 9 12 16 Weld Top Bar A) 0.788 B) 0.212 C) 0.945 D) 0.055
C) The need to recognize the human factor.
54) A recurring problem with establishing accurate or meaningful EVM results has to do with: A) The 0/100 rule. B) Over-reliance on the S-curve. C) The need to recognize the human factor. D) The need to satisfy stakeholders within budget and time parameters.
A) If the project is complex.
54) AOA networks have an advantage over AON networks: A) If the project is complex. B) Because they are easier to read for novices. C) When it comes to software packages for project management. D) When the task of network labeling is considered.
B) about 20% of her time dealing with conflict.
54) One study has estimated that the average manager spends: A) about 10% of her time dealing with conflict. B) about 20% of her time dealing with conflict. C) about 40% of her time dealing with conflict. D) about 80% of her time dealing with conflict.
C) Arbitration.
54) The formalized system of dealing with grievances and administering corrective justice to parties in a bargaining position is: A) Collective bargaining. B) Distributive justice. C) Arbitration. D) Compensation.
B) It helps an organization develop project management skills.
54) The greatest advantage of a PMO is that: A) It is essentially another layer of oversight within the organization. B) It helps an organization develop project management skills. C) It serves as a bottleneck for communication across the organization. D) All project management skills are located at one point in an organization.
B) Cross-training program.
55) Each project team member had a backup that could fill in at a moment's notice should another team member fall by the wayside. The project was able to mitigate risks in this fashion thanks to an aggressive: A) Mentoring program. B) Cross-training program. C) Duplication program. D) Featherbedding program.
A) Technical limitations.
55) In the formation stage, failed projects are more likely to have: A) Technical limitations. B) Personal ambition. C) Clear objectives. D) Team motivation.
D) Baseline.
55) The project's scope fixed at a specific point in time is the: A) Scope. B) Design. C) Historical standard. D) Baseline.
D) PRAM.
56) The European Association for Project Management has developed an integrated program of risk management based on efforts to extend risk management to cover a project's entire life cycle. This program is known as: A) EAPM-RM. B) RMEAPM. C) ERM. D) PRAM.
D) The conversion process a company uses can influence its culture.
56) Which of the following statements about culture is BEST? A) Rules of behavior are formally written down so they can be learned as quickly as possible. B) Rules of behavior are common across the entire organization regardless of how large it is. C) Rules of behavior, since they are informal, may be accepted or rejected by new employees in the organization. D) The conversion process a company uses can influence its culture.
C) The top tier summary network does not give top management the basis for understanding the actual development of the project.
57) A complex project that is managed using a top-down, bottom-up approach to network diagrams means that: A) Management's top-down portion of the network contains the greatest detail. B) Top management does not have a basis for understanding the actual development of the project. C) The top tier summary network does not give top management the basis for understanding the actual development of the project. D) The bottom level information cannot be understood by those performing the actual work.
A) goal-oriented.
57) Conflict associated with disagreement in project scope, priorities, or objectives is: A) goal-oriented. B) administrative. C) interpersonal. D) traditional.
A) Critical incident.
57) The tale of Professor Larry Foster and his grade book filled with Fs was told by one generation of faculty to the next with a mix of envy, awe and delight. If there was one thing you could be sure of, there was no grade inflation in his department, whose culture was formed primarily by: A) Critical incident. B) Reward system. C) Rules and procedures. D) Environment.
C) Not usually a part of the activity-based costing process.
58) Contingency money is: A) The money that must be received before any project work can begin. B) Money that is spent first to lock-in all contract guarantees. C) Not usually a part of the activity-based costing process. D) Valued at a higher rate than non-contingency money when determining project costs.
C) Lack of available resources.
58) Excessive in-process inventory is often caused by: A) Schedule slippage. B) Over-ordering supplies. C) Lack of available resources. D) Too much labor.
B) The scores achieved on each of the dimensions.
58) Maynard and Zed construct a spider-web diagram for their latest initiative at the pawn shop. The rings of their spider web diagram show: A) The dimensions or success factors that are most important to the pawn shop. B) The scores achieved on each of the dimensions. C) The competitive comparison among other pawn shop projects. D) The relative importance of each of the dimensions or critical success factors.
B) administrative conflict posed a serious threat to the project's success.
58) Your first project team meeting got off to a bad start when the functional manager for your team's physician refused to allow her to attend the meeting. This: A) goal-oriented conflict threatened the project's success. B) administrative conflict posed a serious threat to the project's success. C) interpersonal conflict was devastating to the project's chance for success. D) interactionist conflict meant there would be no project completion party in your future.
A) A.
59 Consider the portfolio of projects described in the table. The resource requirements are in numbers of labor hours. The First in Line rule would begin work with project: Project Date Rec'd Date Due Resource 1 Resource 2 Resource 3 A Apr 2006 Oct 2006 125 200 100 B Feb 2006 Sep 2006 200 350 400 C Mar 2006 Aug 2006 100 650 200 D Jan 2006 Nov 2006 150 250 350 A) A. B) B. C) C. D) D.
A) It is imperative that the network is a mutually accessible document.
59) When involved in a project involving many subcontractors: A) It is imperative that the network is a mutually accessible document. B) One subcontractor's network diagram should never be shown to another for ethical reasons. C) PERT/CPM should not be used. D) It is illegal to reveal one subcontractor's plan to another.
B) external environment.
6) Economic conditions are a part of an organization's: A) stakeholders. B) external environment. C) organizational hierarchy. D) organizational structure.
B) Activity b probably has activity a as a predecessor.
6) Which statement about this Gantt chart is BEST? A) Activity a has a duration that could be as short as 1 day and as long as 10. B) Activity b probably has activity a as a predecessor. C) No progress has been made on activity c. D) Activity d is the longest activity.
D) interactionist view of conflict.
60) Some of the team members took great delight in stirring the pot at team meetings. They knew just how to get each team member agitated and then sat back and enjoyed the show. These troublemakers defended their actions by claiming that they took the: A) traditional view of conflict. B) behavioral view of conflict. C) high reliability view of conflict. D) interactionist view of conflict.
C) The project manager should choose a small subset of all risk management tools.
60) Which of these statements about the project risk analysis and management program is BEST? A) Risk management is best handled using an ad hoc approach. B) If a choice between accepting and transferring risk presents itself, risk should be transferred. C) The project manager should choose a small subset of all risk management tools. D) Multiple approaches to risk management should be integrated into a coherent, synthesized approach.
B) B.
61) Consider the portfolio of projects described in the table. The resource requirements are in numbers of labor hours. The Greatest Resource Utilization rule would begin work with project: Project Date Rec'd Date Due Resource 1 Resource 2 Resource 3 A Apr 2006 Oct 2006 200 0 400 B Feb 2006 Sep 2006 150 200 170 C Mar 2006 Aug 2006 0 250 200 D Jan 2006 Nov 2006 150 100 0 A) A. B) B. C) C. D) D.
B) Technical task ability.
61) Knowing the correct steps to take once problems develop is a function of a team's: A) Communication ability. B) Technical task ability. C) Troubleshooting ability. D) Client acceptance ability.
A) about 5% of the unsuccessful projects had a clearly identifiable champion.
62) A recent study of new product development projects at a variety of organizations revealed that: A) about 5% of the unsuccessful projects had a clearly identifiable champion. B) about 25% of the unsuccessful projects had a clearly identifiable champion. C) about 45% of the unsuccessful projects had a clearly identifiable champion. D) about 65% of the unsuccessful projects had a clearly identifiable champion.
D) How departments are expected to interact with each other.
62) One way that organizational culture affects project management is by: A) How the environment is affected by the culture. B) Where the project occurs and how much it ultimately costs. C) The level of resources needed to complete the project. D) How departments are expected to interact with each other.
A) Maintaining the energy and motivation to finish.
63) Some of the greatest challenges facing project teams during termination is: A) Maintaining the energy and motivation to finish. B) Providing accurate data for the project final report. C) Providing accurate root cause analysis for the project final report. D) Finding another project to begin.
B) A project."
64) A classic statement regarding project termination and closeout is, "The termination of a project is: A) The start of the next project." B) A project." C) Never ending." D) An opportunity."
A) schedules and project priorities.
65) Two research studies conducted over a decade apart discovered that the major sources of conflict within project teams are: A) schedules and project priorities. B) personalities and cost. C) human resources and technical opinions. D) administrative procedures and budget.
B) Organizational function
65) Which of these is NOT considered a critical contextual factor in project management? A) Organizational strategy B) Organizational function C) Organizational structure D) Organizational culture
A) shortening the duration of critical path tasks.
66) A project's duration can be reduced by: A) shortening the duration of critical path tasks. B) adding tasks to the critical path. C) adding shorter routes around the critical path. D) completing the backward pass first.
A) Project closeout
66) Which step in project management requires project managers to consider the types of records and reports they and their clients will require at the completion of the project? A) Project closeout B) Completion phase C) Reporting D) Planning
B) Before a project begins.
67) A priori consideration of information needs is performed: A) Several years after a project is completed. B) Before a project begins. C) At the start of a project. D) During the project.
C) intimate allies.
68) The new leader and the led are: A) separate but equal. B) strange bedfellows. C) intimate allies. D) separated by a common language.
C) laddering
68) Which technique would accelerate the completion of a project? A) hammocking B) bursting C) laddering D) passing
B) Resource usage calendar.
7) A resource loading form is also known as a(n): A) Load schedule. B) Resource usage calendar. C) Activity resource schedule. D) Network resource profile.
A) Goal.
7) A strategic element consisting of statements such as "a 5% increase in freshman to sophomore retention" and "a 10% increase in the six-year graduation rate" is BEST described as a: A) Goal. B) Program. C) Strategy. D) Mission.
D) Termination phase.
7) The amount a company has at stake in a project rises above the dollar value of opportunity in the: A) Implementation phase. B) Development phase. C) Concept phase. D) Termination phase.
C) on the critical path.
7) The least amount of float is found: A) in a resource-limited schedule. B) after a burst activity. C) on the critical path. D) after a merge activity.
B) With an ongoing, non-specific purpose.
7) There is no such thing as a project team: A) With a deliverable. B) With an ongoing, non-specific purpose. C) With a goal. D) With a project manager.
D) differentiated from normal functional rewards.
73) A reward system for project management should be: A) greater than rewards for process management. B) based on the money saved managing the project. C) based on the money generated by the project. D) differentiated from normal functional rewards.
D) clear project mission.
8) A key determinant of project success is a: A) rapidly assembled team. B) slowly assembled team. C) project leader voted on by the team. D) clear project mission.
C) Customer satisfaction goal.
8) A project that results in "doing the wrong things well" has ignored the: A) Budgetary goal. B) Technical goal. C) Customer satisfaction goal. D) Scheduling goal.
D) Program.
8) A strategic element that contains formally titled initiatives such as the Customer Survey Project, the Small Business Alliance Project, and the Employee Relations Project is most likely a: A) Mission. B) Strategy. C) Goal. D) Program.
D) Addition.
8) A successful project that also creates a need for a change to organizational structure is probably terminated by: A) Extinction. B) Integration. C) Starvation. D) Addition.
A) Project objectives.
8) Conceptual development for a project concludes with: A) Project objectives. B) Alternative analysis. C) Project delivery. D) Team dissolution.
B) problem solving
8) Which of these lists of duties is more reflective of managerial tasks? A) creating vision and strategies B) problem solving C) long-term risk taking D) communication by word and deed
C) The activity network and the work breakdown structure.
9) A resource loading form can be generated once you have developed: A) The activity network and productivity profile. B) The work breakdown structure and the project budget. C) The activity network and the work breakdown structure. D) The project budget and the productivity profile.
A) Numeric and subjective.
9) A wedding planner allows $10,000 for flowers and three weeks to receive all RSVPs back from the list of 700 guests. Both estimates are correct within a fraction of a percent. We could describe this factoid as: A) Numeric and subjective. B) Numeric and objective. C) Non-numeric and subjective. D) Non-numeric and objective.
B) Cost overruns.
9) One consequence of conceptual development that proceeds with a problem that is poorly understood is: A) Problem restatement. B) Cost overruns. C) Problem clarification. D) Task confusion.
A) flow from one to the next in sequence.
9) Serial activities are those that: A) flow from one to the next in sequence. B) have sequential numbers. C) have the same numbers. D) should be performed simultaneously.
A) The project is further ahead of budget from weeks 36 through 40 than from weeks 8 through 12.
9) Use the S-curve where the solid line is actual cost and the dashed line is budgeted cost to choose the BEST statement. A) The project is further ahead of budget from weeks 36 through 40 than from weeks 8 through 12. B) The project never experiences negative variance. C) The project is further behind budget from weeks 0 through 16 than from 24 through 40. D) The project is in a constant state of positive variance.
C) develop solutions
16) Creating action plans to address the needs of various stakeholder groups is part of the ________ step of Block's framework for stakeholder management. A) define the problem B) test and refine the solutions C) develop solutions D) identify the goals of the principal actors
B) Cost the project on a work package and task basis.
14) A key for developing project cost estimates is to: A) Cost the project while considering the total package. B) Cost the project on a work package and task basis. C) Cost the project on a major module basis. D) Cost the project and add 33% for contingency.
B) Market risk.
26) There is always a chance that the music loving public cannot be convinced of the need to return to the 8-track format for new releases. The probability that we don't sell one million units before the holiday season is: A) Promotion risk. B) Market risk. C) Organizational risk. D) Financial risk.
A) Activity A
29) Given the cost information in the table, what is the cheapest activity to crash on a per week basis? Activity Normal Time Normal Cost Crash Time Crash Cost A 8 $1,000 5 $6,000 B 6 2,000 4 6,000 C 9 2,500 6 8,000 D 12 4,000 8 10,000 A) Activity A B) Activity B C) Activity C D) Activity D
B) disappearing.
51) Regular meetings and ad hoc get-togethers prevent a virtual team member from: A) accomplishing too much. B) disappearing. C) forgetting deadlines. D) missing meetings.
C) Out-of-sync projects and portfolios.
53) If an organization that currently is managing a vast and well-balanced portfolio of projects decides on a new strategic direction, it will initially face the problem of: A) Scarce resources. B) A conservative technical community. C) Out-of-sync projects and portfolios. D) Unpromising projects.
A) Labor hours versus money expended.
6) The classic project S-curve is a plot of: A) Labor hours versus money expended. B) Money expended versus elapsed time. C) Elapsed time versus labor hours. D) Number of personnel versus days behind schedule.
D) understand the activity precedence.
8) Prior to creating a network, it is important to: A) identify all loops through activities. B) identify the party responsible for each activity. C) calculate the float for each activity. D) understand the activity precedence.
C) Both decrease throughout the project life cycle.
8) Risk and opportunity: A) Both increase throughout the project life cycle. B) Vary inversely throughout the project life cycle. C) Both decrease throughout the project life cycle. D) Do not vary throughout the project life cycle.
D) Between 45 and 60
8) Use the Gantt chart and the activity list to determine when resource 5 is free. Activity Resources Activity Resources A 1 F 1 B 5 G 2 C 4 H 5 D 3 J 3 E 2 K 4 A) Between 0 and 15 B) Between 15 and 30 C) Between 30 and 45 D) Between 45 and 60
B) Stakeholders can potentially impact project development.
9) Which statement about stakeholders is BEST? A) Stakeholders wield considerable power. B) Stakeholders can potentially impact project development. C) Stakeholders are external to a company. D) By definition, clients are not stakeholders, they are customers.
C) Contracted terms.
20) The section of the contractual documentation that identifies what are the excusable delays, allowable costs, and criteria for inspection is called the: A) Bylaws. B) Amendments. C) Contracted terms. D) Dissolution factors.
A) team building.
1) Project management people skills include: A) team building. B) scheduling. C) budgeting. D) project evaluation.
B) foundering stage.
27) The forming stage of group development is sometimes called the: A) storming stage. B) foundering stage. C) newbie stage. D) jehosephat stage.
C) Loading.
6) Placing resources on a detailed schedule of tasks is referred to as: A) Placing. B) Rectifying. C) Loading. D) Dragging.
C) Evaluate
64) The PRAM methodology contains an embedded feedback loop after which step? A) Focus B) Plan C) Evaluate D) Identify
D) Logistics
8) Which of these is typically a recurring cost? A) Preliminary market analysis B) Personnel training C) Outplacement services D) Logistics
C) Desire for portfolio balance.
C) Desire for portfolio balance.
A) about 10 days
23) An activity has a pessimistic time that is three times as long as its most likely time and five times as long as its optimistic time. If the activity variance is 10, what is the expected time? A) about 10 days B) about 14 days C) about 19 days D) about 23 days
B) Cost estimate risk.
24) The probability that funds allocated to the project will be insufficient to complete it is: A) Technical risk. B) Cost estimate risk. C) Financing risk. D) Operating risk.
A) Check on understanding and assess progress.
24) The task-oriented behavior of summarizing accomplishes which specific outcome? A) Check on understanding and assess progress. B) Guide and sequence discussion. C) Check on agreement. D) Increase comprehension.
B) consensus testing
25) Which of these behaviors is task-oriented? A) harmonizing B) consensus testing C) standard setting D) process analyzing
B) The internal project team structure specifies the arrangement of all units or interest groups participating in the development of the project.
25) Which statement about organization for project management is BEST? A) The overall structure of the organization specifies how project team members should communicate with the project manager. B) The internal project team structure specifies the arrangement of all units or interest groups participating in the development of the project. C) Two distinct organizational structures operate simultaneously within the project management context: the organizational structure and the project team structure. D) All of these statements are correct.
A) S-curves.
26) A graphical display of costs against project schedule is called a(n): A) S-curves. B) Gantt chart. C) Radar chart. D) Budget plot.
B) Schedule performance index.
26) A project manager can calculate the projected schedule of the project to completion by using the: A) Cost performance index. B) Schedule performance index. C) Budgeted cost at completion index. D) Budget efficiency index.
C) Fix the problems.
26) An important guideline to follow in a lessons-learned meeting is to: A) Make sure to properly assign blame for all that went wrong. B) Make sure that events receive necessary spin. C) Fix the problems. D) Include all stakeholders.
B) Functional.
26) Probably the most common type of organizational structure today is: A) Project. B) Functional. C) Matrix. D) Organic.
D) termination
26) The general contractor handed Antoni Gaudi the keys to his dream home during the ________ phase of the project life cycle. A) planning B) conceptualization C) execution D) termination
D) leadership by example.
27) Based on a study of successful American project managers as perceived by project team members, the most important characteristic of a project manager is: A) visionary. B) good communicator. C) good motivator. D) leadership by example.
C) Project organization.
28) A major player in the software industry stumbles from one new edition of its operating system and office automation package to another. As soon as one package is released, the programmers and developers have two weeks to latch onto a different team that is updating a different package. Failure to find another team to work for means an end to their employment. This organizational structure is BEST classified as a: A) Functional organization. B) Matrix organization C) Project organization. D) Flexible organization.
C) norm.
28) An unwritten rule of behavior is a(n): A) law. B) codicil. C) norm. D) ethic.
D) punctuated equilibrium.
29) Gersick's model for team development rejects the standard model in favor of something called: A) forming-storming-norming-performing-adjourning. B) directed chaos. C) the golden rule. D) punctuated equilibrium.
D) social skill.
31) Friendliness with a purpose describes: A) empathy. B) self-regulation. C) obsequiousness. D) social skill.
A) Creates legions of project management experts.
35) A project structure for an organization is a peach when you consider how well it: A) Creates legions of project management experts. B) Maintains a pooled supply of intellectual capital. C) Assuages the fear of unemployment by project team members once the project has ended. D) Fosters loyalty to the overall organization by project team members.
C) 0.81
35) Use the data to calculate the schedule performance index for the project for the end of week 10. All amounts are in thousands of dollars. A) 1.24 B) 0.93 C) 0.81 D) 0.76
C) 40 hours
35) Use the project described in the table to determine the total resources required for this project during week 2 if a worker is expected to devote half-time (four hours per day) to this project. Assume that the project work is conducted on a 5-day-per-week basis. Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) 30 hours B) 20 hours C) 40 hours D) 36 hours
D) Termination stage of the project life cycle.
4) The period of highest risk impact for a project risk exists primarily in the: A) Development stage of the project life cycle. B) Concept stage of the project life cycle. C) Implementation stage of the project life cycle. D) Termination stage of the project life cycle.
C) time conception.
40) George believes that time is cyclical while Brad has a linear view. This is a significant difference in their: A) timeline orientation. B) future time perspective. C) time conception. D) polychronic preference.
C) project schedule
42) Which of these terms is most likely associated with task outcomes? A) satisfying endeavor B) worthwhile experience C) project schedule D) productive use of time
D) Intellectual and emotional issues.
43) The work breakdown for project termination issues can be broadly categorized into: A) Emotional and devotional issues. B) Visceral and discrete issues. C) Intellectual and intersectional issues. D) Intellectual and emotional issues.
C) 14
45) Use the network diagram and activity lengths in the nodes to determine the early start time for activity D. A) 8 B) 13 C) 14 D) 21
A) Time-phased budget.
47) A budget containing disaggregated figures across the schedule when work is planned is a: A) Time-phased budget. B) Chronic budget. C) Temporal budget. D) Calendar budget.
D) Efficiency.
47) The dimension of project success that is realized first (chronologically) is: A) Future potential. B) Business success. C) Impact on the customer. D) Efficiency.
D) Resource allocation.
48) A typical PMO could supply a company's project manager with assistance in: A) Composing a project culture document. B) Establishing organizational structure. C) Crafting a mission statement. D) Resource allocation.
D) communication.
49) Virtual teams are often slowed down by difficulty with: A) superordinate goals. B) task reliance. C) punctuated equilibrium. D) communication.
B) A stakeholder benefit.
50) In the Atkinson model of project success, a project's impact to the surrounding community would be classified as: A) An element of the iron triangle. B) A stakeholder benefit. C) An organizational benefit. D) A strategic goal.
B) B and D
51) Which of the activities in the diagram have slack? A) C and D B) B and D C) C and E D) B and E
B) The 0/100 rule.
52) Very short work packages would be better managed by: A) The percentage complete rule. B) The 0/100 rule. C) The caveat emptor rule. D) The prior knowledge rule.
C) 38
52) What is the duration of the project shown in the network? A) 36 B) 37 C) 38 D) 39
A) 20
58) Activities C, D, and E in the project represented by the network are to be hammocked. What is the activity length of the hammock activity? A) 20 B) 16 C) 13 D) 11
A) Project mission.
59) The critical success factor that relates to the underlying purpose for the project is the: A) Project mission. B) Technical acceptance. C) Technical tasks. D) Client consultation.
C) Murphy's Law.
62) "If anything can go wrong it often will" is an articulation of: A) Taylor's Theorem. B) Pinto's Postulate. C) Murphy's Law. D) The Pareto Principle.
D) Problem complexity.
63) Mathematical programming is sometimes used to generate optimal solutions to resource constrained problems in a multi-project setting but suffers from: A) An inability to model project and activity due dates. B) Resource substitution. C) Resource constraints. D) Problem complexity.
D) Normal conditions.
63) Project cost estimates usually anticipate that resources will be available, that the weather will not be extreme, and that funding will materialize, creating what are called: A) Hyperactivity. B) Standard operating procedures. C) Standard duress. D) Normal conditions.
C) faulty attribution.
63) The misconception of the reason behind another person's behavior is: A) faulty communication. B) a personal grudge. C) faulty attribution. D) prejudice.
A) Ad hoc.
64) Among the maturity models presented in this chapter, the one term that could be used to characterize the lowest level of each is: A) Ad hoc. B) Ad nauseam. C) Integrated. D) Derivative.
B) defuse.
66) A manager engaged in conflict mediation may choose to: A) evade. B) defuse. C) excuse. D) peruse.
A) Time-constrained.
1) A project that must be finished by December 31st is: A) Time-constrained. B) Resource-constrained. C) Mix-constrained. D) Capacity-constrained.
A) the process by which she influences the project team.
1) For the project manager, leadership is: A) the process by which she influences the project team. B) the process of assembling a group of individuals. C) the process of building skills among all team members. D) the process of maintaining control of the budget.
A) The plans that have been made to deal with problems as they arise.
1) The difference between projects that fail and those that are ultimately successful has to do with: A) The plans that have been made to deal with problems as they arise. B) The fact that a successful project doesn't encounter problems. C) Whether the project is for an internal or external customer. D) Whether the problem is time- or budget-related.
A) Labor
1) Which of the following is a direct cost? A) Labor B) Rent C) Depreciation on equipment D) Health benefits
B) The customer requirements
10) Which of the following is NOT a project constraint? A) The budget B) The customer requirements C) The schedule D) The technical specifications
C) What to measure.
3) Measurement mechanisms should include a clear definition of: A) The project baseline. B) The reporting relationships among members of the project team. C) What to measure. D) Trigger points.
C) -$69,387
38) A project manager is using the net present value method to make the final decision on which project to undertake. The company has a 12% required rate of return and expects a 3% rate of inflation for the following four years. What is the NPV of a project that has cash flows as shown in the table? Year Cash Flow 0 -$250,000 1 $50,000 2 $60,000 3 $70,000 4 $80,000 A) -$9,762 B) -$56,859 C) -$69,387 D) -$98,780
C) Execution phase.
38) The commitment of financial, human, and technical resources is highest during the: A) Conceptualization phase. B) Planning phase. C) Execution phase. D) Termination phase.
C) 0.236
38) The overall risk factor for the project is known to be 0.5. The individual failure probability and consequence scores are not known with certainty, only that all of the failure probability scores are identical and all of the consequence scores are identical. What are the individual failure probability scores? A) 0.316 B) 0.267 C) 0.236 D) 0.347 Maturity X Cost Y Complexity X Schedule Y Dependency X Reliability Y Performance Y
B) Week 2
38) Use the information in the table and assume that a worker is expected to devote half-time (four hours per day) to this project with work taking place on a 5-day-per-week basis. Which week has the highest resource usage? Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) Week 6 B) Week 2 C) Week 4 D) Week 3
D) physical proximity.
39) The design team's location in one centralized cube farm made it convenient for them to interact with each other and overhear conversations that they had something to contribute to, proving once again the value of: A) accessibility. B) rules and procedures. C) superordinate goals. D) physical proximity.
D) Uncertainty.
39) The only component that does NOT exhibit a wave throughout the project life cycle is the: A) Client interest. B) Resources. C) Creativity. D) Uncertainty.
D) Week 8
40) Use the information in the table and assume that a worker is expected to devote half-time (four hours per day) to this project with work taking place on a 5-day-per-week basis. Which week has the lowest resource usage? Activity Predecessor Hours per Day Time (Days) A -- 4 6 B A 4 11 C A 5 5 D B 4 6 E B 4 6 F B 6 3 G C, D 8 11 H E, F 8 8 J G, H 3 10 K J 6 4 A) Week 3 B) Week 2 C) Week 9 D) Week 8
C) 14
40) Use the network diagram and activity lengths in the nodes to determine the early start time for activity D. A) 8 B) 13 C) 14 D) 21
B) task outcomes.
41) Cooperation influences this factor that is involved in the actual implementation of the project and is known as: A) project results. B) task outcomes. C) work packages. D) work breakdown structure.
C) WBS codes to each activity.
45) In order to allocate costs more precisely, a company will assign: A) Bar codes to each activity. B) Activity codes to each subdeliverable. C) WBS codes to each activity. D) Level 4 codes to each package element.
A) Set tight deadlines and then relax them.
46) Which of these approaches is NOT a research-based approach for building a high performing team? A) Set tight deadlines and then relax them. B) Make the project team as tangible as possible. C) Reward good behavior. D) Develop a personal touch.
C) time warping and polychronicity.
48) Present-oriented tasks make use of the temporal skills of: A) time conception and chunking time. B) recapturing the past and predicting. C) time warping and polychronicity. D) creating future vision and monochronicity.
A) merge activity.
5) An activity with two or more immediate predecessors is a(n): A) merge activity. B) burst activity. C) float activity. D) event.
C) Social and environmental impact.
51) In the Atkinson model of project success, stakeholder benefits NOT accrued by the organization might include: A) Improved effectiveness. B) Improved efficiency. C) Social and environmental impact. D) Increased profits.
A) $131,279
55) What is the total project budget for design in this time-phased budget? A) $131,279 B) $155,330 C) $124,688 D) $146,983
B) Top management support exists.
56) In the build-up stage of a successful project, it is important that: A) An adequate budget exists. B) Top management support exists. C) The project personnel are in a state of flux. D) There is a clear sense of earned value management.
D) Improvisation by project teams.
57) Multiple project environments thrive on: A) Multi-layered bureaucracy. B) Rigid development processes. C) Narrow communication channels. D) Improvisation by project teams.
C) Key organizational members.
59) Herb Kelleher of Southwest Airlines frequently takes Southwest flights to check out operations and informally interview passengers to find out how satisfied they are with their service. Herb's attention to customer service and emphasis of it over profits permeates the organization. Southwest's corporate culture is influenced strongly by: A) Reward systems. B) Rules and procedures. C) Key organizational members. D) Environment.
B) Resource costs could be better estimated.
60) A final report section on the techniques of project management would include an honest assessment of whether the: A) Benefits promised to the client were actually delivered. B) Resource costs could be better estimated. C) Project workers came together as a team. D) The project finished on time.
C) 8, 24
60) Activities C, D, and E in the project represented by the network are to be hammocked. What are the late start and early finish times of the hammock activity? A) 6, 24 B) 6, 26 C) 8, 24 D) 8, 26
D) 7, 36
61) A project has the precedence requirements and activity durations shown in the table. After he draws the network, the project manager decides that activities B, C, and D can be represented by a hammock activity. What are the early start and late finish times associated with this hammock activity? Time Predecessor A 7 B 8 A C 13 B D 8 C E 7 A F 6 E G 6 A H 11 G I 12 H J 14 D, F, I A) 11, 30 B) 7, 24 C) 11, 24 D) 7, 36
C) Deliverables.
61) At each phase, the project risk analysis and management program should produce: A) Alternatives. B) A budget. C) Deliverables. D) Meetings.
C) Self-actualization
62) The Project Implementation Profile includes this critical success factor. A) Task interdependence B) Continuous quality improvement C) Self-actualization D) Technical tasks
C) How customers perceive mission and vision
63) Which of the following does NOT constitute an impact of organizational culture on project management? A) The way departments interact with each other B) How much trust exists among project team members C) How customers perceive mission and vision D) How committed employees are to goals
C) Escalation of commitment.
64) A failing project becomes a black hole for money, time, and personnel as management continues to pour resources into it despite the growing expectation that it will fail miserably. This phenomenon is known in project management circles as: A) The vanishing horizon. B) The Pareto principle. C) Escalation of commitment. D) Negative outcome disposition.
C) 13, 7
64) A project has the precedence requirements and activity durations shown in the table. After he draws the network, the project manager decides that activities E and F can be represented by a hammock activity. What are the duration and the early start time associated with this hammock activity? Time Predecessor A 7 B 8 A C 13 B D 8 C E 7 A F 6 E G 6 A H 11 G I 12 H J 14 D, F, I A) 13, 36 B) 7, 0 C) 13, 7 D) 7, 14
D) faulty communication.
64) Andy Ambiguous concluded the project meeting and the puzzled team compared notes as they walked down the hall from the meeting room. Each team member had a different spin on what their assignment was before the next meeting and this was sure to create some problems, thanks to the: A) prejudice. B) faulty attribution. C) personal grudges. D) faulty communication.
B) Each element of the iron triangle is represented by its own area.
65) Which statement regarding the Project Management Institute's Project Management Body of Knowledge (PMBoK) is BEST? A) The PMBoK consists of seven knowledge areas of project management skills and activities. B) Each element of the iron triangle is represented by its own area. C) Project risk management is part of the integration section. D) The institute's position that a properly planned project will not require any changes precludes the need for change control in the model.
C) $18 million.
66) A contingency rate of 10% on a building project budgeted at $20 million means the project organization is hoping to bring the project in for around: A) $22 million. B) $2 million. C) $18 million. D) $200 million.
C) $200.10
7) Workers paid $15.00 per hour with an overhead charge of 1.45 and a personal time allowance of 1.15, have what total direct labor cost for an 8-hour work day? A) $151.30 B) $174.00 C) $200.10 D) $236.80
D) Subjective and inaccurate.
8) A writer estimates it will take three months to generate spiffy documents to accompany a seminal work in operations management. He grossly underestimates the time required and misses his deadline by two months. This estimate was: A) Objective and accurate. B) Subjective and accurate. C) Objective and inaccurate. D) Subjective and inaccurate.
D) matrix structure.
9) A dual hierarchy is the salient feature of a: A) project structure. B) bi-modal structure. C) functional structure. D) matrix structure.
D) Manage.
65) The PRAM step that occurs while the project work is being carried out is: A) Ownership. B) Identify. C) Focus. D) Manage.
C) Contingency funds are applied for.
67) An early warning signal for the potential of an overdrawn budget is created when: A) Activity-based costing cannot identify drivers. B) A bottom-up budget never makes it up the chain of command. C) Contingency funds are applied for. D) A top-down process moves too quickly down to the functional managers.
B) what is important.
67) The Bennis article on competencies that determine a project leader's success indicates that it is crucial to continually remind the team: A) what the deadline is. B) what is important. C) who their leader is. D) who the customer is.
B) the longest tasks.
67) The best candidate activities for shortening the overall project are: A) the shortest tasks. B) the longest tasks. C) the merge tasks. D) the burst tasks.
A) personnel should be in a state of flux with regard to job assignment.
69) In the new project management professionalism model: A) personnel should be in a state of flux with regard to job assignment. B) process skills will not be important. C) traditional project champion activities will supplant the currently emphasized nontraditional skills. D) project management should be a dedicated career path.
A) Suppliers.
14) The group that provides raw materials or resources that the project team needs to complete the project is: A) Suppliers. B) Intervenor groups. C) Top management. D) Functional managers.
C) Time.
14) The independent axis of a resource loading chart is in units of: A) Nothing — it is simply relative magnitude. B) Resources. C) Time. D) Workers/people.
B) stakeholders.
1) The management department at the university decides to add a new program in restaurant, hotel, and institutional management. As part of the development process they hold focus groups consisting of area business leaders, current and former students, and restaurant and hotel owners. These groups can be described as: A) clients. B) stakeholders. C) project workers. D) project leaders.
A) Finish to start relationship.
1) The most common type of logical sequencing between tasks is referred to as the: A) Finish to start relationship. B) Finish to finish relationship. C) Start to start relationship. D) Start to finish relationship.
A) Extinction.
1) The project was over, so each worker went back to her usual assignment, taking with them the notebook they were issued when the project began. They never were sure whether the project had been successful or unsuccessful, but they could be positive that the project was terminated by: A) Extinction. B) Addition. C) Integration. D) Starvation.
A) tasks must either precede or follow other tasks in project planning and management.
1) The term ordered activity means: A) tasks must either precede or follow other tasks in project planning and management. B) tasks cannot be performed unless the project manager issues a specific command to perform the work. C) prior project planning removes the need for any rush so that tasks can be performed in a methodical fashion. D) tasks are not performed unless the customer issues a specific request to perform the work.
D) Europe
1) Which of these countries is NOT identified in the text as having a developing economy with a substantial market? A) Russia B) China C) India D) Europe
C) Analysis of probability and consequences phase of risk management.
14) The residents of Enumclaw, Washington, live in the shadow of majestic Mount Rainier and its 26 glaciers. The Cascades form a ring of fire around the Pacific Northwest and erupt with surprising regularity, although Mount Rainier hasn't erupted on a major scale since about a thousand years ago. When it does erupt, the pyroclastic flow (a massive cloud of superheated ash and rock up to 1500 degrees Fahrenheit that can travel at speeds up to 300 miles per hour) will make Enumclaw a less pleasant place to live. City leaders have completed the: A) Control and documentation phase of risk management. B) Risk identification phase of risk management. C) Analysis of probability and consequences phase of risk management. D) Risk mitigation strategies phase of risk management.
A) results orientation.
14) The semester project was due at 8:00 a.m. the next day and as the sun rose swiftly in the east, the team of four graduating seniors held their collective breath. If their database project worked (and why wouldn't it, they had begun early yesterday afternoon) they would complete their quest and graduate in a week with their shiny diplomas in MIS. Their drive to finish the project with A quality work was clear testament to their: A) results orientation. B) trust. C) cohesiveness. D) enthusiasm.
B) a sponsor in top management that is keenly interested in the project's success.
15) A project champion is: A) a project manager that always completes projects within the allotted time frame. B) a sponsor in top management that is keenly interested in the project's success. C) a project manager that always completes projects within the allotted budget. D) a project manager that always completes projects within the allotted time frame and under budget.
A) Acceptance criteria
15) A testing plan would be outlined in which section of a statement of work? A) Acceptance criteria B) Risks and concerns C) Description and scope D) Approach
B) Activity E has one predecessor, Activity B.
15) Based on the activity network pictured, what is the best statement? A) Activity C is a burst activity. B) Activity E has one predecessor, Activity B. C) Activity A and Activity C are merge activities. D) There are no serial activities in this network.
D) Each bar in the tracking Gantt chart varies from 100% solid if the activity is completed to 100% alternative pattern if the activity has not begun.
15) How does a tracking Gantt chart's appearance differ from a standard Gantt chart? A) The tracking Gantt chart has a plot against time on the X1 axis and shows progress against budget on the X2 axis. B) The tracking Gantt chart is composed of dollar signs that show the relative expense of the activity in comparison with other activities. C) Each bar in the tracking Gantt chart shows who is responsible for completion of the activity in question. D) Each bar in the tracking Gantt chart varies from 100% solid if the activity is completed to 100% alternative pattern if the activity has not begun.
C) Starting an activity, interrupting it to use a resource elsewhere, and then returning to work on the activity.
15) Splitting activities refers to: A) Assigning the work to two or more workers. B) Assigning the work to two or more days. C) Starting an activity, interrupting it to use a resource elsewhere, and then returning to work on the activity. D) Breaking each non-critical activity into two or more components and subdividing the resources they use by a similar divisor.
B) Assess the environment.
15) The first step in Block's framework of the political process as applied to stakeholder management is to: A) Assess your own capabilities. B) Assess the environment. C) Identify the goals of the principal actors. D) Define the problem.
D) Integration risk.
15) The marketing team would develop the advertising campaign to promote the newest product but the engineers wanted to keep all product details a secret during development. The service and operations branches of the company were also in the dark, so product rollout was going to be their initiation as well. This project has a very high: A) Political risk. B) Operating risk. C) Organizational risk. D) Integration risk.
B) Change in physical environment.
10) An internal operating issue in project screening and selection is: A) Expected return on investment. B) Change in physical environment. C) Patent protection. D) The chance that the firm's goodwill will suffer due to the quality of the finished project.
A) Intervenor groups.
10) External stakeholders that are external to a project but possess the power to effectively disrupt the project's development are: A) Intervenor groups. B) Environmental groups. C) Stressor groups. D) Special-interest groups.
B) Equipment rental.
10) The charge that is most likely a fixed cost is for: A) Materials. B) Equipment rental. C) Direct labor. D) Utilities.
A) Punch list.
10) The final items that are left to accomplish or correct at the end of a construction project are on the: A) Punch list. B) Check list. C) Check sheet. D) Errata sheet.
A) controller.
12) A more apt title for a project manager is: A) controller. B) comptroller. C) project director. D) project leader.
C) Activities A, B and C must be complete before Activity D can be done.
12) Network logic suggests that: A) Activity D can start any time. B) Activity A must be complete before Activity B can be done. C) Activities A, B and C must be complete before Activity D can be done. D) Activity C must begin before Activity B begins.
D) to apply a laissez faire approach and let the work progress unimpeded.
13) A project manager's function should be: A) to control the "soft" people issues. B) to manage the hard technical details. C) to holistically manage the entire project. D) to apply a laissez faire approach and let the work progress unimpeded.
A) Product life cycle.
11) A product is introduced into a market, gains the acceptance of a fickle public, and finally is supplanted by a new and improved offering. This phenomenon is known as the: A) Product life cycle. B) Rule of 80. C) Mendoza line. D) Beta.
D) Reactive control system.
11) A project manager that uses milestones as a project control device is using a: A) Proactive control system. B) Predictive control system. C) Feedback control system. D) Reactive control system.
C) Work package.
11) An activity has an expected duration and an expected cost. Another name for an activity is a(n): A) Event. B) Node. C) Work package. D) Critical path.
D) Resources.
11) In addition to identifying overallocation of people, a resource usage table can also be used to identify overallocation of: A) Tasks. B) Managers. C) Money. D) Resources.
B) Finish the work.
11) Of the project closeout management steps listed, the first is to: A) Hand over the project. B) Finish the work. C) Gain acceptance for the product. D) Review how it all went.
B) The firm's reputation may suffer when the product becomes available.
11) Quality risk refers to the chance that: A) The project relies on developing new or untested technologies. B) The firm's reputation may suffer when the product becomes available. C) The well-being of the users or developers may decline dramatically. D) The firm may face a lawsuit.
D) All of these are elements of a statement of work.
11) The statement of work should contain: A) Information on the key objectives for the project. B) A brief and general description of the work to be performed. C) Expected project outcomes. D) All of these are elements of a statement of work.
B) Clients tend to be concerned with receiving the project as quickly as they can possibly get it.
11) Which of the following statements about clients is BEST? A) Client refers to the entire customer organization. B) Clients tend to be concerned with receiving the project as quickly as they can possibly get it. C) Client groups tend to have similar agendas. D) A single presentation is best when dealing with all client groups in an organization so that everyone hears exactly the same message.
D) inspire trust
11) Which of these is more characteristic of a leader? A) strive for control B) do things right C) demand respect D) inspire trust
C) make sure that project team roles are clear.
16) All of the members of the ladies' circle were horrified when each of them arrived at the parish hall with 20 gallons of potato salad. It was all quite delicious but wasn't the well-balanced spread they customarily set out. The potato salad disaster of '89 was passed from generation to generation along with a stern warning to: A) make sure that every team member is motivated. B) make sure that project goals are clear. C) make sure that project team roles are clear. D) make sure that turnover is low.
D) Changing the duration of the activities.
16) In general, when constructing a resource loading chart, one should avoid: A) Splitting the activities. B) Obeying the pre-established precedence requirements for the activities. C) Identifying the slack for each activity. D) Changing the duration of the activities.
A) Only positive deviations from the schedule baseline with a tracking Gantt chart.
16) It is possible to measure: A) Only positive deviations from the schedule baseline with a tracking Gantt chart. B) Only negative deviations from the schedule baseline with a tracking Gantt chart. C) Both positive and negative deviations from the schedule baseline with the tracking Gantt chart. D) Both positive and negative deviations from the budget with the tracking Gantt chart.
C) within each team member.
16) Project team motivation comes primarily from: A) the project manager. B) the project champion. C) within each team member. D) the project client's acceptance.
B) Leadership.
16) The behavioral side of project management emphasizes: A) Scheduling. B) Leadership. C) Planning. D) Project selection.
D) Ballpark.
16) When asked to provide an estimate of an irrigation system, Pete looked from one end of the field to the other, licked a finger and held it in the air, squinted into the sun and said $25,000, give or take 30%. The technique employed for cost estimation is: A) Parametric. B) Comparative. C) Definitive. D) Ballpark.
A) The project organization must operate the work product of the project for a while.
17) Under the BOT option for a project: A) The project organization must operate the work product of the project for a while. B) The customer organization must accept the work product of the project at the scheduled delivery date. C) The project organization may build the work product to their own specifications instead of the customer's. D) The customer organization transfers employees to the project organization for the duration of the project.
B) Score values assigned to each criterion in terms of its rating.
18) A simple scoring model for project evaluation requires: A) Importance weights from 1 to 10 assigned to each criterion. B) Score values assigned to each criterion in terms of its rating. C) A division of weights by scores to arrive at a standardized score for each criterion. D) A summation for each criterion to achieve an overall criterion score.
D) Senior executives.
18) Project management is a useful training ground for: A) Interns. B) Recent graduates C) Employees of recently acquired companies. D) Senior executives.
A) better leadership, the project might have succeeded.
18) The Dean's laissez faire attitude hit its zenith when he had missed five department chair meetings in a row despite the pressing needs of the MBA Curriculum Revision Team. No one was sure what to do so they did nothing, and the MBA program remained as it had always been as the revision team slunk back to their offices. If only there had been: A) better leadership, the project might have succeeded. B) less turnover among project members, the project might have succeeded. C) a clear goal, the project might have succeeded. D) more motivation among team members, the project might have succeeded.
A) [1/6(b-a)]2
18) The variance of an activity is given by: A) [1/6(b-a)]2. B) 1/6[b-a]. C) [1/36(b-a)]2. D) 1/36[b-a].
D) Resource 5
18) Use the Gantt chart and activity list to determine which resource is used the most. Activity Resources Activity Resources R 5 M 1 H 1 K 4 G 5 J 3 F 2 P 1 B 2 S 2 T 4 W 3 A) Resource 1 B) Resource 2 C) Resource 4 D) Resource 5
B) The Delphi method.
19) A method for conducting risk factor identification that consolidates the judgments of isolated anonymous respondents is: A) A brainstorming meeting. B) The Delphi method. C) Past history. D) Multiple assessments.
B) less than 26 days but greater than or equal to 25 days
19) An activity has an optimistic time estimate of 15 days, a most likely estimate of 24 days, and a pessimistic estimate of 40 days. What is the expected duration of the activity? A) less than 27 days but greater than or equal to 26 days B) less than 26 days but greater than or equal to 25 days C) less than 25 days but greater than or equal to 24 days D) less than 24 days
C) True comparability between the current project and previous project work.
19) Effective comparative estimates rely most heavily on: A) An accurate inflation factor. B) The correct number of years elapsed between the old project and the current one. C) True comparability between the current project and previous project work. D) The correct number of employees on the new project compared with the previous one.
B) provide a forum for airing grievances with stakeholders and team members.
19) Project meetings do not generally serve this purpose for the project team: A) help all stakeholders increase their commitment to the project. B) provide a forum for airing grievances with stakeholders and team members. C) provide visibility for the project manager's role in managing the project. D) define the project and all the major team players.
C) Higher financial risks.
19) The disadvantage of a BOOT contract to the project organization is that they must take on: A) Higher safety risks. B) Higher failure risks. C) Higher financial risks. D) Higher competitive risks.
B) On the line adjoining the two activity nodes.
2) A finish to start lag delay is usually shown: A) As an added value in the predecessor's activity time. B) On the line adjoining the two activity nodes. C) As an added value in the predecessors early start time. D) As a subtracted value in the follower's early finish time.
B) Internal process improvement is accomplished via project management.
2) Low inflation is a trigger for improved project management skills because: A) Rampant cost increases must be passed along to the consumer. B) Internal process improvement is accomplished via project management. C) Lower inflation means narrower product launch windows. D) Global markets are a prerequisite for low inflation.
B) An accurate work breakdown structure.
2) Project goal setting includes setting a baseline plan, which is predicated on: A) The progress measurement. B) An accurate work breakdown structure. C) The type of gap analysis the project team plans to use. D) The budget and schedule limitations.
B) Concept stage of the project life cycle.
2) Project risk is highest during the: A) Termination stage of the project life cycle. B) Concept stage of the project life cycle. C) Implementation stage of the project life cycle. D) Development stage of the project life cycle.
B) Will the project work as intended?
2) Souder's project screening criterion of realism addresses the question: A) How many workers will the project need? B) Will the project work as intended? C) Who are the stakeholders? D) How often should the project team meet?
D) A goal."
2) The Scope Management chapter begins and ends with the quote, "It's a dream until you write it down. Then it's: A) Etched in stone." B) A scope statement." C) A documented dream." D) A goal."
B) Project Runway
20) A project manager is using a simple scoring model to decide which of four projects is best, given the company's limited resources. The criteria, importance weights, and scores for each are shown in the table. Which project should be chosen? Project Criteria Importance Weight Score 1 1 3 Greenlight 2 2 2 3 3 1 1 1 2 Runway 2 2 1 3 3 3 1 1 1 X 2 2 2 3 3 2 1 1 2 Ilevomit 2 2 2 3 3 2 A) Project Greenlight B) Project Runway C) Project X D) Project Ilevomit
D) Gaining acceptance for the product.
20) A research study on the critical success factors for projects found that an important determination of whether the project is successful is the element of: A) Putting it all to bed. B) Reviewing how it all went. C) Disbanding the team. D) Gaining acceptance for the product.
C) 17.36
20) An activity has an optimistic time estimate of 15 days, a most likely estimate of 24 days, and a pessimistic estimate of 40 days. What is the variance of the activity? A) 4.17 B) 25.17 C) 17.36 D) 10.33
C) Project Fring
21) A project manager is using a simple scoring model to decide which of four projects is best, given the company's limited resources. The criteria, importance weights, and scores for each are shown in the table. Which project should be chosen? Project Criteria Importance Weight Score 1 1 2 White 2 2 2 3 3 3 1 1 3 Pinkman 2 2 3 3 3 2 1 1 3 Fring 2 2 2 3 3 3 1 1 3 Salamanca 2 2 1 3 3 3 A) Project White B) Project Pinkman C) Project Fring D) Project Salamanca
D) 12.5 days
21) An activity has an optimistic time estimate of 7 days, a most likely estimate of 12 days, and a pessimistic estimate of 20 days. What is the expected duration of the activity? A) 13 days B) 13.5 days C) 12 days D) 12.5 days
C) Past history.
21) One source of information on future risks and the leading indicators that accompany risks is: A) A brainstorming meeting. B) The Delphi method. C) Past history. D) Multiple assessments.
A) Discrete activities.
21) Projects differ from classic organizational processes because projects are: A) Discrete activities. B) Part of line organization. C) Well established systems in place to integrate efforts. D) Multi-objective.
A) Cost.
21) Take the factors considered by earned value analysis and subtract those considered by tracking Gantt charts. The factor(s) you have remaining are: A) Cost. B) Cost and schedule. C) Schedule and performance. D) Performance.
B) Resource leveling.
21) The process that addresses the complex challenges of project constraints is known as: A) TOC. B) Resource leveling. C) Constraint scheduling. D) Resource scheduling.
A) Resource 2
21) Use the Gantt chart and activity list to determine which resource is released from this project for use in another project the earliest. Activity Resources Activity Resources R 3, 5 M 1, 2 H 1 K 4 G 2, 5 J 3 F 4, 1 P 1 B 2 S 3, 4 T 4 W 3 A) Resource 2 B) Resource 4 C) Resource 1 D) Resource 3
D) When my computer broke, the project manager had it replaced immediately.
21) Which of these behaviors is task-oriented? A) Every Friday is ice-cream day at the job site; everyone gets a double dip of their favorite flavor. B) The employee of the month plaque is updated monthly and placed in a prominent position near the checkout stand. C) The dean reached into his pocket, extracted his money clip and peeled off $3,000, saying, "Why don't you pick out some window treatments for the office? Something nice." D) When my computer broke, the project manager had it replaced immediately.
D) Project A is better than project B for this company at this point in time.
22) A simple scoring model is used to decide among three projects that we'll call A, B, and C. The total score for project A is 30, for project B is 20, and for project C is 10. Which of the following statements is BEST? A) If project A is successfully completed, it will yield three times the benefits that project C would have provided. B) If project C is chosen, the company would benefit only half as much as if they had chosen project B. C) Project C is better than project B for this company at this point in time. D) Project A is better than project B for this company at this point in time.
A) storming stage of group development.
22) Conflict begins as team members begin to resist authority and demonstrate hidden agendas and prejudices in the: A) storming stage of group development. B) performing stage of group development. C) forming stage of group development. D) norming stage of group development.
B) A and B
22) Consider the project that is neatly summarized in this table. What are the top two priority activities when using the smallest duration leveling heuristic? Activity Duration Predecessors Workers Required A 2 -- 3 B 4 A 4 C 6 A 2 D 7 B 5 E 9 C, D, E 2 A) B and C B) A and B C) C and E D) A and E
D) works with subordinates to understand their problems.
22) Group maintenance behavior would be exhibited by a project manager who: A) provides the necessary support and technical assistance. B) plans and schedules activities and resources appropriately. C) contributes to the completion of project assignments. D) works with subordinates to understand their problems.
B) A cost estimate of the budgeted resources across the project's life cycle.
22) Planned value is: A) The total budget for the project. B) A cost estimate of the budgeted resources across the project's life cycle. C) The real budgeted value of the work that has actually been performed to date. D) The cumulative total costs incurred in accomplishing the various project work packages.
C) fewer numbers of goals and objectives
22) Process management features ________ with respect to project management. A) greater team member heterogeneity B) greater certainty of performance C) fewer numbers of goals and objectives D) lower adherence to established practices
C) The number of employees one person supervises.
22) Span of control refers to: A) The number of departments involved in a project. B) The number of days that the project manager is allowed to complete the project. C) The number of employees one person supervises. D) The number of levels from top to bottom in an organization.
D) Cost-plus contracts are prone to budget overruns while turnkey contracts are typically overbid by the contractor.
22) Which pair of statements is BEST? A) Cost-plus contracts are prone to budget overruns while turnkey contracts are typically underbid by the contractor. B) Cost-plus contracts are prone to a budget surplus while turnkey contracts are typically underbid by the contractor. C) Cost-plus contracts are prone to a budget surplus while turnkey contracts are typically overbid by the contractor. D) Cost-plus contracts are prone to budget overruns while turnkey contracts are typically overbid by the contractor.
A) A
23) Consider the project that is neatly summarized in this table. What are the top priority activity when using the most successors leveling heuristic? Activity Duration Predecessors Workers Required A 8 -- 3 B 2 -- 4 C 6 A 2 D 7 B 5 E 9 C, D 2 A) A B) B C) C D) D
A) Is a method to split the weights assigned to subcriteria.
23) The pairwise comparison approach: A) Is a method to split the weights assigned to subcriteria. B) Is a method to compare pairs of hierarchies prior to any further analysis. C) Is a means of achieving all project objectives within the allocated time frame. D) May be used instead of AHP if time is limited.
A) Financial risk
23) The probability that project revenues will NOT be sufficient to repay the debts is: A) Financial risk B) Cost estimate risk. C) Market risk. D) Promotion risk.
A) Cost-plus contract.
23) Your professor moonlights to make ends meet during the summer months and has a knack for painting houses. You agree to pay $500 over whatever the materials and equipment rental cost for the job and delight in sipping lemonade in the shade watching your poor professor perform under a(n): A) Cost-plus contract. B) Lump-sum contract. C) Time and material contract. D) Fixed wage contract
A) Heviewing how it all went.
24) A lessons-learned analysis falls under the project closeout management element of: A) Heviewing how it all went. B) handing over the product. C) Finishing the work. D) Putting it all to bed.
D) B and D
24) Consider the project that is neatly summarized in this table. What are the lowest priority activities when using the smallest amount of slack leveling heuristic? Activity Duration Predecessors Workers Required A 8 -- 3 B 2 -- 4 C 6 A 2 D 7 B 5 E 9 C, D 2 A) A and B B) C and E C) A and D D) B and D
A) The design of systems for effective communication.
24) One thing that organizational structure must include is: A) The design of systems for effective communication. B) The standards of performance for all employees. C) The expected outcomes for all projects in the company portfolio. D) The mission and vision statements.
D) Consists of constructing a hierarchy of criteria and subcriteria.
24) The first step in the Analytical Hierarchy Process: A) Requires supporting requirements to be combined into Level II challenges. B) Is analyzing the process you intend to improve before undertaking any improvement project. C) Requires Saatyfication of the team members. D) Consists of constructing a hierarchy of criteria and subcriteria.
D) adjourning stage of group development.
25) "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: A) forming stage of group development. B) norming stage of group development. C) performing stage of group development. D) adjourning stage of group development.
C) C and D
25) Consider the project that is neatly summarized in this table. What are the highest priority activities when using the most resources required leveling heuristic? Activity Duration Predecessors Workers Required A 8 -- 3 B 2 -- 4 C 6 A 5 D 7 B 6 E 9 C, D 2 A) E and B B) C and E C) C and D D) B and D
A) planning
25) Individual activities and their durations are developed during the ________ phase of the project life cycle. A) planning B) conceptualization C) execution D) termination
C) 38 hours and 16 minutes, give or take.
25) It took 44 hours of analysis to complete the first phase, but the second phase was done in 42 hours. If this learning rate continues, then the 8th analysis should take a mere: A) 36 hours and 26 minutes, give or take. B) 37 hours and 36 minutes, give or take. C) 38 hours and 16 minutes, give or take. D) 39 hours and 6 minutes, give or take.
A) Cost performance index.
25) The earned value divided by the actual, cumulative cost of the work to date is the: A) Cost performance index. B) Budgeted cost at completion index. C) Budget efficiency index. D) Schedule performance index.
C) Cost performance index.
27) A project manager can calculate the projected budget to completion by using the: A) Budgeted cost at completion index. B) Budget efficiency index. C) Cost performance index. D) Schedule performance index.
D) Market risk.
27) Based on the projected selling price of $20 per unit, the manufacturer invested a substantial portion of its available cash in a machine that could produce twenty-thousand gumballs in an hour. If consumers weren't willing to pay this much for gum, then the manufacturer faced significant: A) Financial risk. B) Promotion risk. C) Cost estimate risk. D) Market risk.
C) The execution stage of the project life cycle.
27) Keith Monroe nails hundreds of pieces of culled lumber in the blazing July sun to form a parquet deck for his barn roof. He and his assistant are clearly in: A) The termination stage of the project life cycle. B) The planning stage of the project life cycle. C) The execution stage of the project life cycle. D) Way over their heads.
D) From all possible viewpoints.
27) The goal of a lessons-learned meeting is to recapitulate the series of events: A) As subjectively as possible. B) From the project manager's viewpoint. C) As intuitively as possible. D) From all possible viewpoints.
D) Matrix organization.
29) John Drone toils endlessly at Hurts Corporation on his routine assignment and also on a number of project teams. His annual evaluation features input from his line manager and each of the project managers, all of whom have equal say in how his 12-hour work day is partitioned. John Drone is employed by a: A) Functional organization. B) Project organization. C) Cross-functional organization. D) Matrix organization.
D) Management plan.
29) The organizational structure for the project team, including policies and procedures, is the: A) Work breakdown structure. B) Rules statement. C) Scope statement. D) Management plan.
A) Political risk.
29) The probability that a project to establish infrastructure in a third-world country teetering on the brink of civil war is fraught with: A) Political risk. B) Operating risk. C) Organizational risk. D) Integration risk.
B) Activity B
29) The project described in the table uses the same resource for activities A, B, C, and D. Which activity gets first use of this resource if we assign the resource based on the activity with the greatest number of successor tasks? Activity Duration Predecessor WBS ID W 4 -- 12 A 3 W 16 B 4 W 15 C 5 W 13 D 6 W 14 E 1 B 17 Z 7 A, E, C, D 18 A) Activity A B) Activity B C) Activity C D) Activity D
A) $38,500
29) Use the data to calculate the earned value for the project. All amounts are in thousands of dollars. A) $38,500 B) $43,250 C) $54,750 D) $100,000
D) 17
29) What is the early start time for Activity G given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 4 -- B 7 -- C 8 A D 2 A E 4 B F 5 C, D G 9 E, F H 7 G A) 14 B) 15 C) 16 D) 17
B) emotional intelligence
29) Which of these is the more meaningful measure of leadership effectiveness? A) subject matter knowledge B) emotional intelligence C) technical skill D) analytical ability
A) A defined start and end date.
3) A project typically has: A) A defined start and end date. B) A defined start date but no defined end date. C) No defined start but a defined end date. D) No defined start or end date.
C) Terminated by integration.
3) Once the project was successfully concluded, the team members returned to their roles in the organization, occasionally congregating at the water cooler to relive their halcyon days of yore. No one could argue that their project was: A) Terminated by extinction. B) Terminated by addition. C) Terminated by integration. D) Terminated by starvation.
C) Termination stage of the project life cycle.
3) Project risk is lowest during the: A) Concept stage of the project life cycle. B) Implementation stage of the project life cycle. C) Termination stage of the project life cycle. D) Development stage of the project life cycle.
C) Mix-constrained.
3) The assistant professor frantically prepared his tenure and promotion dossier for the personnel committee. The deadline loomed and he had several other things to accomplish - deadlines for papers and key correspondence that demanded replies. By his reckoning, he probably didn't have enough toner, paper, or computing time available to accomplish all that he had left to do. His project is unfortunately: A) Time constrained. B) Resource constrained. C) Mix-constrained. D) Personally constrained.
C) You always negotiate with the functional supervisor before you talk to potential team members.
3) Which two steps of project team building are out of sequence? A) You always identify skills before you identify people. B) You always negotiate with the functional supervisor before you negotiate with top management. C) You always negotiate with the functional supervisor before you talk to potential team members. D) You always identify personnel before you talk to potential team members.
C) Priorities among functional departments may be different and competing.
30) A functional organization structure is a weakness for project management because: A) In-depth knowledge and intellectual capital development are enabled. B) No disruption or changes to a firm's design are necessitated by projects developed within this structure. C) Priorities among functional departments may be different and competing. D) Standard career paths are enabled so team members only perform their duties as needed.
A) Celebrated so there is motivation for future projects.
30) Disbanding the project team should be: A) Celebrated so there is motivation for future projects. B) Done in a highly structured manner. C) Done in a highly informal manner. D) Handled in an off-hand manner.
C) Execution phase.
30) The degree of innovation and creativity is typically at its highest during the: A) Conceptualization phase. B) Planning phase. C) Execution phase. D) Termination phase.
C) self-awareness.
30) The emotional intelligence element that implies having a deep understanding of one's own strengths and weaknesses, ego needs, drives, and motives is called: A) motivation. B) self-regulation. C) self-awareness. D) social skill.
D) Schedule risk.
30) The probability that a project will overrun its allocated duration is: A) Volume market risk. B) Price market risk. C) Integration risk. D) Schedule risk.
B) $46,550
30) Use the data to calculate the earned value for the project. All amounts are in thousands of dollars. A) $38,500 B) $46,550 C) $56,750 D) $61,125
A) 17
30) What is the early finish time for Activity F given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 4 -- B 7 -- C 8 A D 2 A E 4 B F 5 C, D G 9 E, F H 7 G A) 17 B) 12 C) 13 D) 26
C) Greater than 0.56 but less than or equal to 0.89.
31) A project team assesses their primary risk factor's probability of failure with a maturity risk of 0.3, a complexity risk of 0.7, and a dependency risk of 0.8. The probability of failure is: A) Less than or equal to 0.3. B) Greater than 0.3 but less than or equal to 0.55. C) Greater than 0.56 but less than or equal to 0.89. D) Greater than or equal to 0.9.
A) A shorter payback period than project B.
31) Between projects A and B, project A will be considered a superior financial undertaking if it has: A) A shorter payback period than project B. B) A lower average rate of return than project B. C) A lower net present value than project B. D) A longer payback period than project B.
B) Work breakdown structure.
31) The mountaineers all agreed that their quest to build a bridge between the two peaks of Mount Kilimanjaro was a noble one, but they had no idea how long it would take to complete until they finished their: A) Project goal criteria. B) Work breakdown structure. C) Scope baseline. D) Management plan.
B) halfway between the first meeting and the deadline.
31) The trigger point of the punctuated equilibrium model occurs: A) during the second meeting. B) halfway between the first meeting and the deadline. C) when the project is 20% complete. D) when the project is 80% complete.
B) $13,000 in year 1; $12,000 in year 2; $11,000 in year 3; and $10,000 in year 4
32) Net present value is being used to break the tie among four otherwise equal projects. If the interest rate is 4%, which of these anticipated four-year flows would yield the greatest net present value? A) $10,000 in year 1; $11,000 in year 2; $12,000 in year 3; and $13,000 in year 4 B) $13,000 in year 1; $12,000 in year 2; $11,000 in year 3; and $10,000 in year 4 C) $10,000 in year 1; $10,000 in year 2; $13,000 in year 3; and $13,000 in year 4 D) $11,000 in year 1; $11,000 in year 2; $12,000 in year 3; and $12,000 in year 4
A) a people management challenge.
32) Project management is first and foremost: A) a people management challenge. B) a customer service challenge. C) a perception management challenge. D) a budget management challenge.
C) Work breakdown structure.
32) The new Magic Pan coming soon to your area usually serves 20,000 customers in the first year of operation. Construction plans include site selection, foundation, framing, finishing, egg-laying, and chicken acquisition. The scope statement step that determines relationships among these steps, e.g. does the chicken acquisition come before the egg laying, etc., is the: A) Project goal criteria. B) Management plan. C) Work breakdown structure. D) Scope baseline
C) Low initial estimate is a common reason for a cost overrun.
32) There was no way that the study tour to Italy could cost only $1500 for 14 days and 13 nights and include all transportation, meals and hotels, but the smarmy professor knew that students would balk at a higher advertised price. Once they were thousands of miles away from home in a country where none of them spoke the language it would be easier to tell them about unanticipated charges and approach the more realistic price of $3500 per person. This type of: A) Specification change is a common reason for a cost overrun. B) Lack of definition is a common reason for a cost overrun. C) Low initial estimate is a common reason for a cost overrun. D) Unexpected technical difficulty is a common reason for a cost overrun.
C) 0
32) What is the slack time for Activity C given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 4 -- B 7 -- C 8 A D 2 A E 4 B F 5 C, D G 9 E, F H 7 G A) 2 B) 1 C) 0 D) 3
A) 0.23.
33) A project team assigns probabilities of 0.1, 0.2, and 0.4 respectively to the maturity, complexity, and dependency categories. The probability of failure can be calculated as: A) 0.23. B) 0.33. C) 0.65. D) 0.70
A) 2.5
33) At the end of week 10, this project has cost $9,000 and has an earned value as indicated in the table. Use the data to calculate the cost performance index for the project. All amounts are in thousands of dollars. A) 2.5 B) 2.1 C) 1.8 D) 1.5
A) 4 hours
33) Use the project described in the table to determine the total resources required for this project on day 2 if a worker is expected to devote half-time (four hours per day) to this project. Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) 4 hours B) 2 hours C) 8 hours D) 6 hours
D) 4
33) What is the float start time for Activity C given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 5 -- B 8 A C 4 A D 5 B, C A) 1 B) 2 C) 3 D) 4
D) self-efficacy
33) Which of these factors does NOT influence cross-functional cooperation? A) accessibility B) physical proximity C) rules and procedures D) self-efficacy
A) $172,000
34) A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project in 40 days? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $22,000 B A 12 $18,000 9 $32,000 C A 15 $22,000 9 $62,000 D B 3 $9,000 2 $18,000 E C 9 $15,000 5 $35,000 F E 7 $5,000 5 $8,000 G D 8 $13,000 6 $23,000 H A 12 $20,000 8 $32,000 J H 6 $45,000 4 $56,000 A) $172,000 B) $218,000 C) $192,000 D) $159,000
B) 20 hours
34) Use the project described in the table to determine the total resources required for this project during week 1 if a worker is expected to devote half-time (four hours per day) to this project. Assume that the project work is conducted on a 5-day-per-week basis. Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) 40 hours B) 20 hours C) 28 hours D) 36 hours
A) the emotional and psychological effects that strong performance will have on the project team
34) What are psychosocial outcomes as contained in the cross-functional cooperation model? A) the emotional and psychological effects that strong performance will have on the project team B) the psychopathic behaviors exhibited by members of the project team in a social setting C) the psychomotor skills needed to complete many of the tasks by members of the project team D) the psychological profile of introversion/extroversion and intuitive/sensing that determine how team members interact with each other
D) If net outflows follow a period of net inflows, IRR may give conflicting results.
34) Which of these statements about internal rate of return analysis is BEST? A) If the IRR is less than the company's required rate of return, the project is worth funding. B) Projects having lower IRR are generally superior to those having higher IRR. C) IRR and NPV calculations always make the same investment recommendations. D) If net outflows follow a period of net inflows, IRR may give conflicting results.
B) $197,500
35) A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the lowest total cost for completing this project in 35 days? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $22,000 B A 12 $18,000 9 $32,000 C A 15 $22,000 9 $62,000 D B 3 $9,000 2 $18,000 E C 9 $15,000 5 $35,000 F E 7 $5,000 5 $8,000 G D 8 $13,000 6 $23,000 H A 12 $20,000 8 $32,000 J H 6 $45,000 4 $56,000 A) $211,500 B) $197,500 C) $203,500 D) $194,500
A) superordinate goal.
35) An overall goal or purpose that is important to all functional groups involved, but whose attainment requires the resources and efforts of more than one group, is a(n): A) superordinate goal. B) means goal. C) end goal. D) field goal.
C) The low probability of achieving technical or commercial success.
35) Research indicates that the number one reason for terminating research and development projects is: A) That the project is found to be inconsistent with organizational goals. B) The project costs more to complete than originally planned. C) The low probability of achieving technical or commercial success. D) Increased government restrictions.
D) Termination phase.
35) The amount of corporate investment is typically at its highest in the: A) Conceptualization phase. B) Planning phase. C) Execution phase. D) Termination phase.
D) IRR is a more robust determinant of project viability than NPV.
35) Which of these statements about valuation models is NOT correct? A) NPV employs a weighted average cost of capital discount rate that reflects potential reinvestment. B) IRR and NPV calculations typically make the same investment recommendations only when the projects are independent of each other. C) If cash flows are not normal, IRR may arrive at multiple solutions. D) IRR is a more robust determinant of project viability than NPV.
B) $184,000
36) A project has the activity duration and cost information indicated in the table where all times are in weeks. There is a penalty of $4,000 per week for every week the project exceeds 37 weeks. What is the lowest total cost for completing this project? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $22,000 B A 12 $18,000 9 $32,000 C A 15 $22,000 9 $62,000 D B 3 $9,000 2 $18,000 E C 9 $15,000 5 $35,000 F E 7 $5,000 5 $8,000 G D 8 $13,000 6 $23,000 H A 12 $20,000 8 $32,000 J H 6 $45,000 4 $56,000 A) $172,000 B) $184,000 C) $187,000 D) $192,500
B) psychosocial outcomes and task outcomes.
36) Cross-functional cooperation directly affects both: A) superordinate goals and psychosocial outcomes. B) psychosocial outcomes and task outcomes. C) task outcomes and self-actualization. D) self-actualization and superordinate goals.
A) Planned value.
37) In earned value management analysis, the cumulative amount of the budget becomes the: A) Planned value. B) Scheduled value. C) Cost basis. D) Cost driver.
C) the rules and procedures factor in the cross-functional cooperation model.
37) The formalized processes established by organizations that mandate or control activities of project team members are represented by: A) the physical proximity factor in the cross-functional cooperation model. B) the accessibility factor in the cross-functional cooperation model. C) the rules and procedures factor in the cross-functional cooperation model. D) the superordinate goals factor in the cross-functional cooperation model.
C) Week 6
39) Use the information in the table and assume that a worker is expected to devote half-time (four hours per day) to this project with work taking place on a 5-day-per-week basis. Which week has the highest resource usage? Activity Predecessor Hours per Day Time (Days) A -- 4 6 B A 4 11 C A 5 5 D B 4 6 E B 4 6 F B 6 3 G C, D 8 11 H E, F 8 8 J G, H 3 10 K J 6 4 A) Week 4 B) Week 5 C) Week 6 D) Week 7
B) 0 days
39) What is the slack time for activity E? Task Predecessor Duration Early Start Early Finish Late Start Late Finish A -- 8 B A 14 C A 23 8 D C, B 6 23 26 E C 32 F D, E 32 38 A) 1 day B) 0 days C) 2 days D) 4 days
D) work breakdown structure.
4) A project manager can identify the skills needed for the project from the: A) departmental personnel listings. B) project budget. C) stakeholder meeting. D) work breakdown structure.
D) Can we define the problem?
4) A strategic perspective on project management might ask which of the following questions prior to undertaking a project? A) What is our corporate culture? B) Does this project support the company vision? C) Do we have the necessary budget for this project? D) Can we define the problem?
C) joint accountability.
4) In a partnership, each member of the project team is responsible for the project's outcomes and the current situation, whether it is positive or shows evidence of project problems. The term that best describes this responsibility is: A) exchange of purpose. B) a right to say no. C) joint accountability. D) absolute honesty.
D) departments.
4) Organizational structure identifies the grouping of individuals into: A) organizations. B) silos. C) companies. D) departments.
A) Multifunctional.
4) The Project Management Body of Knowledge Guide definition of a project indicates that a project is: A) Multifunctional. B) Permanent. C) Designed to avoid using human resources. D) Not limited by a budget.
D) burst activities
4) These can be located by doing a backward pass through a network. A) critical paths B) merge activities C) successors D) burst activities
D) Day 29
4) What is the early start time for activity C if it has the start to start relationship shown? A) Day 20 B) Day 25 C) Day 27 D) Day 29
D) Taxes
4) Which of these indirect costs is typically classified as an overhead cost? A) Advertising B) Shipping C) Sales commissions D) Taxes
C) The number of human resource coordination meetings is considered.
40) 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.
B) $12,450
40) A project has the activity duration and cost information indicated in the table where all times are in weeks. There is a penalty of $250 per week for every week the project extends beyond 32 weeks. What is the cost of the least expensive project possible? Activity Normal time Crash time Normal Cost Crash Cost Predecessor A 8 5 $1,000 2,000 B 6 4 1,500 2,000 A C 8 5 1,800 2,300 A D 12 9 1,000 1,800 B E 14 11 950 1,450 B F 9 7 1,500 1,900 C, D G 7 5 2,300 2,800 E, F A) $11,450 B) $12,450 C) $13,450. D) $14,450
C) 5.0 years
40) A project manager is using the payback method to make the final decision on which project to undertake. The company has a 10% required rate of return and expects a 4% rate of inflation for the following five years. What is the discounted payback of a project that has cash flows as shown in the table? Year Cash Flow 0 -$100,000 1 $20,000 2 $50,000 3 $50,000 4 $25,000 5 $500,000 A) 3.4 years B) 2.6 years C) 5.0 years D) 4.2 years
A) That top management estimates of project costs are often quite accurate, at least in aggregate.
40) An advantage of top-down budgeting is: A) That top management estimates of project costs are often quite accurate, at least in aggregate. 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) That top management budgets, by definition, cannot experience overruns.
A) accessibility was at an all-time high. Surely the cross-functional cooperation of the team would soon peak.
40) Even though he was an assistant director with the county, Keith loosened his tie and waded into the raw, untreated sewage with the rest of the project team. As they stood there together in the quagmire of mud and feces, the team members found Keith less intimidating and his: A) accessibility was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. B) proximity was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. C) equanimity was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. D) task orientation was at an all-time high. Surely the cross-functional cooperation of the team would soon peak.
C) $12,250
41) A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the lowest total cost for completing this project in 33 weeks? Activity Normal time Crash time Normal Cost Crash Cost Predecessor A 8 5 $1,000 2,000 B 6 4 1,500 2,000 A C 8 5 1,800 2,300 A D 12 9 1,000 1,800 B E 14 11 950 1,450 B F 9 7 1,500 1,900 C, D G 7 5 2,300 2,800 E, F A) $11,250 B) $11,500 C) $12,250 D) $12,500
B) As it is a dynamic document.
42) When a supporting document functions as a project control device throughout the project's development, it is NOT prepared in advance: A) Due to time constraints. B) As it is a dynamic document. C) Since micromanaging can occur. D) Because control devices are left to project completion.
C) psychosocial outcomes.
44) The fact that a project experience was worthwhile and satisfying means that the project scored high on: A) ego fulfillment. B) self-actualization. C) psychosocial outcomes. D) id.
D) 0
44) Use the network diagram and activity lengths in the nodes to determine the slack time for activity D. A) 3 B) 2 C) 1 D) 0
A) Future potential.
45) A design project is completed on time, under budget, to the customer's satisfaction, and in adherence to the technical specifications agreed. The new product takes the market by storm and everyone associated with the project receives a coveted gold star. Under the four dimensions of project success model, the project still needs to show: A) Future potential. B) Business success. C) Impact on the customer. D) Efficiency.
B) Day 19
45) A project consisting of six activities is shown in the table. If the project manager decides to operate on an early start schedule, which of these days has the lowest resource requirements? Activity Duration (days) Activity Cost Predecessor K 10 140 L 8 64 K, M M 12 96 N 6 120 M P 14 168 L Q 12 144 N A) Day 15 B) Day 19 C) Day 24 D) Day 29
B) Loss of project-derived motivation
45) Construction of the largest egg in the world seemed like a good idea when the Pixley city council awarded Halliburton the construction contract, but as the weeks turned into months the idea had lost much of its charm. What emotional issues might the project team be facing? A) Availability of key personnel B) Loss of project-derived motivation C) Disposal of unused material D) Communicating closure
A) Project management offices.
46) Centralized units within an organization or department that oversee or improve the management of projects are called: A) Project management offices. B) PERT units. C) Tiger teams. D) Central clearinghouses.
D) Define the work to be accomplished.
46) Organizational breakdown structure (OBS) allows companies to: A) Assign the duties of tracking costs to the customer's accounting function. B) Circumvent the onerous task of work breakdown structure. C) Issue a preliminary TPS report. D) Define the work to be accomplished.
C) Week 4
47) Use the information in the table and assume that a worker is expected to devote half-time (four hours per day) to this project with work taking place on a 5-day-per-week basis. If the project manager is told that the total number of hours per week cannot exceed 48, what is the first week that some resource leveling must occur? Activity Predecessor Hours per Day Time (Days) A -- 4 6 B A 4 11 C A 5 5 D B 4 6 E B 4 6 F B 6 3 G C, D 8 11 H E, F 8 8 J G, H 3 10 K J 6 4 A) Week 2 B) Week 6 C) Week 4 D) Week 5
D) Intellectual and external issue.
47) When a project is shut down, the project team must ensure that all relevant stakeholders are clearly aware of the project shut down, including the date by which all activities will cease. This is an: A) Intellectual and internal issue. B) Emotional issue of the project team. C) Emotional issue of the clients. D) Intellectual and external issue.
B) 56 days
48) A project consists of eleven activities (all times are given in days) and has worker requirements as indicated in the table. Assume that all six workers employed by this organization are generalists and are able to work on any of the tasks. What is the fastest the project can be completed? Activity Activity time Workers Needed Predecessor A 10 1 B 4 2 C 7 3 A D 4 1 A E 8 2 B F 9 3 C,E G 13 1 D H 14 2 E,G J 13 3 F K 10 1 H, J L 5 2 K A) 54 days B) 56 days C) 58 days D) 60 days
D) Cumulative time for each expense
48) Which of the following is NOT contained in a typical time-phased budget? A) Total expenses for each activity B) Total expenses for each time unit C) Cumulative expenses for each time unit D) Cumulative time for each expense
B) Trend monitoring been regularly performed.
49) 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) Configuration controls been established. B) Trend monitoring been regularly performed. C) Design controls been appropriately deployed. D) Document control been conducted assiduously.
C) 7
49) Project Test Bank is composed of activities we will refer to as A, B, C, and D for convenience (and lack of creativity). Durations and precedence requirements are shown in the table. Each of these activities can be conveniently laddered into two sub-activities of equal duration, so activity C in the original project becomes two activities, C1 and C2, each of which lasts 7 days. The first half of each activity serves as the predecessor to its second half and the first half of the original following activity. What is the difference in the late start time for activity C in the original project and activity C1 in the laddered project? Activity Length Predecessor A 10 -- B 18 A C 14 A D 20 B, C A) 3 B) 5 C) 7 D) 9
D) champion.
49) Your professor (yes, that person that has been informing and entertaining you for the past few weeks) has tirelessly advocated for a project management class. When the Dean and most of the rest of the faculty said "no," your professor took the case for project management to the streets, ultimately securing it on the schedule this semester. The project management term that best describes your professor's role is: A) director. B) advocate. C) instigator. D) champion.
B) Ease of use.
5) If a model can be applied successfully by people in all areas and levels of an organization, it is said to possess the trait of: A) Capability. B) Ease of use. C) Flexibility. D) Realism.
A) The monitoring and control cycle begins anew.
5) If significant deviations from the project plan are detected, corrective action is taken and then: A) The monitoring and control cycle begins anew. B) Project goals are adjusted to reflect current reality. C) The project stakeholders are informed of the budget or time difficulties. D) The critical chain is reviewed for task dependency.
A) project managers.
5) Most project resources are negotiated with: A) project managers. B) potential team members. C) top management. D) external stakeholders.
B) Constraints.
5) Restrictions that affect project development are: A) Problems. B) Constraints. C) Stop-limits. D) Limitations.
B) the number of employees one person supervises.
5) Span of control refers to: A) the number of levels from top to bottom in an organization. B) the number of employees one person supervises. C) the number of departments involved in a project. D) the number of days that the project manager is allowed to complete the project.
C) The Project Management Body of Knowledge.
5) The acronym PMBoK stands for: A) The Personal Management Before or Kernel. B) The Project Movement Behind our Kernel. C) The Project Management Body of Knowledge. D) The Performance Measurement Body of Knowledge.
A) Loading.
5) The amounts of individual resources that a schedule requires during specific time periods is referred to as the resource's: A) Loading. B) Capacity. C) Constraint. D) Drag.
A) The probability of the event is high and the consequences of the event are high.
5) The greatest project risk occurs when: A) The probability of the event is high and the consequences of the event are high. B) The probability of the event is high and the consequences of the event are low. C) The probability of the event is low and the consequences of the event are high. D) The probability of the event is low and the consequences of the event are low.
A) Secretarial support
5) Which of these indirect costs is typically classified as a selling or administrative cost? A) Secretarial support B) Utilities C) Insurance D) Depreciation
A) Addition and integration
5) Which two types of project termination are reserved for successful projects? A) Addition and integration B) Integration and starvation C) Starvation and extinction D) Extinction and addition
A) creative originator.
50) A champion that is an engineer, scientist, or similar person who is the driving force behind an idea is termed a(n): A) creative originator. B) entrepreneur. C) godfather. D) sponsor.
B) Day 11
50) A project consists of eleven activities (all times are given in days) and has worker requirements as indicated in the table. Assume that all four workers employed by this organization are generalists and are able to work on any of the tasks. What is the first day where this project exceeds the four worker maximum? Activity Activity time Workers Needed Predecessor A 10 1 B 4 2 C 7 3 A D 4 1 A E 8 2 B F 9 3 C,E G 13 1 D H 14 2 E,G J 13 3 F K 10 1 H, J L 5 2 K A) Day 10 B) Day 11 C) Day 12 D) Day 13
A) have them meet face-to-face.
50) A splendid way to improve the efficiency and effectiveness of virtual teams is to: A) have them meet face-to-face. B) restrict team members to audio communication only. C) mandate audio and video in all electronic communication. D) use e-mail most of the time since the printed word is rarely misinterpreted.
C) Design control.
50) Systems for monitoring the project's scope, schedule, and costs during the design stage fall under the heading of: A) Configuration control. B) Acquisition control. C) Design control. D) Specification control.
B) 1.56 days
51) A gentleman farmer maniacally works on academic projects to raise funds for his true passion, farming. He has identified seven tasks and developed three time estimates (all in days) of the next big project on the farm, replacing the fence at the comedy pasture. Tasks, precedence requirements, and time estimates are shown in the table. What is the standard deviation of the project's critical path? Activity Optimistic time Most Likely time Pessimistic time Predecessor Corner Posts 4 5 6 -- String Line 7 8 9 -- Dig Holes 10 12 14 Corner Posts Plant Posts 11 14 17 String Line Weld Top Bar 8 11 14 String Line Paint 9 11 13 Dig Holes, Plant Posts Tack Wire 9 12 16 Weld Top Bar A) 1.33 days B) 1.56 days C) 1.25 days D) 1.75 days
D) The determinants of requirements for audit trail data.
51) An example of an external intellectual issue is: A) The control of charges to the project. B) The screening of partially completed tasks. C) The identification of outstanding commitments. D) The determinants of requirements for audit trail data.
D) Document control," whimpered the manager.
51) As the 80th change order floated across his desk, the project manager wished that he had kept the first 79. What money he had saved in scrap paper might well be lost in charges that could never be recouped from the client. "What I need is better: A) Trend monitoring," muttered the manager. B) Configuration control," sighed the manager. C) Specification control," fumed the manager. D) Document control," whimpered the manager.
A) The change in a project portfolio with an addition of a new project.
51) Realignment describes: A) The change in a project portfolio with an addition of a new project. B) The shifting of project resources from one to another. C) The change in strategy for a firm. D) The annual recasting of all project managers.
C) Control tower model.
51) The PMO is used to protect and support the skill of project management under the: A) Resource pool model. B) Weather station model. C) Control tower model. D) Project model.
B) entrepreneur.
51) Tim slapped together his first web page and proudly showed it to all his colleagues, pointing out what he thought were obvious and overwhelming advantages in simplicity and portability. His championing of web pages that he had read about in a trade journal ultimately shamed everyone else into adopting a web-based approach for all communication and cemented his status as a true: A) creative originator. B) entrepreneur. C) godfather. D) project manager.
B) As the project nears completion, the budgeted reserves tend to decrease.
51) What is the relationship between a project's progress and the level of budget reserves? A) As the project nears completion, the budgeted reserves tend to increase. B) As the project nears completion, the budgeted reserves tend to decrease. C) As the budgeted reserves increase, the project tends to near completion. D) As the budgeted reserves decrease, the project tends to near completion.
B) Is an integrated family of projects with a common strategic goal.
52) A proactive project portfolio: A) Is as simple as moving from one project opportunity to another project opportunity. B) Is an integrated family of projects with a common strategic goal. C) Is a collection of projects under the umbrella of single project manager carrying the title of portfolio manager. D) Is developed with respect to short-term operational concerns.
C) Day 29
52) A project consists of eleven activities (all times are given in days) and has worker requirements as indicated in the table. Assume that all four workers employed by this organization are generalists and are able to work on any of the tasks. What day does activity H start under a leveled project with the four worker limitation? Activity Activity time Workers Needed Predecessor A 10 1 B 4 2 C 7 3 A D 4 1 A E 8 2 B F 9 3 C,E G 13 1 D H 14 2 E,G J 13 3 F K 10 1 H, J L 5 2 K A) Day 27 B) Day 28 C) Day 29 D) Day 30
A) There is no contractual basis for a claim.
52) An ex-gratia claim made when a project is closed down is made when: A) There is no contractual basis for a claim. B) The project company fails to perform to the terms of the contract. C) The client company fails to perform to the terms of the contract. D) A third party causes either the client or project company to fail to perform to the terms of the contract.
D) Can settle outstanding claims or disputes provided that all parties agree to its use.
55) Binding arbitration: A) Requires that a terminated project be completed before damages are awarded. B) Requires empanelment of equal numbers from both the client and project organizations to reach a verdict. C) Should be used to settle disputes only if the principle of caveat emptor does not apply. D) Can settle outstanding claims or disputes provided that all parties agree to its use.
C) Organizational culture.
55) The solution to external and internal problems that has worked consistently for a group and that is therefore taught to new members as the correct way to perceive, think about, and feel in relation to these problems is known as: A) Groupthink. B) Socialization. C) Organizational culture. D) A frame of reference.
C) On days 13 through 18 for an early start schedule.
56) A project consisting of six activities is shown in the table. The project manager must achieve the lowest possible maximum resource requirement while adhering to a 34-day deadline. The lowest possible peak resource demand occurs: Activity Duration (days) Activity Cost Predecessor K 10 140 L 8 64 K, M M 12 96 N 6 120 M P 14 168 L Q 12 144 N A) On days 19 through 20 for an early start schedule. B) On days 17 through 20 for a late start schedule. C) On days 13 through 18 for an early start schedule. D) On days 21 through 22 for a late start schedule.
A) Configuration management.
56) All pieces of a project must be developed and assembled to produce the final product functionality. Designing, making, and assembling these components is the role of: A) Configuration management. B) Baseline scope control. C) Systematic management. D) Baseline configuration.
D) Ascertain all stakeholders relevant to a project in the conceptualization phase.
56) Project management maturity models are NOT used to: A) Compare practices against an industry standard. B) Define a systematic route for improving project management practices. C) Evaluate current project management practices. D) Ascertain all stakeholders relevant to a project in the conceptualization phase.
B) $18,409
56) What is the project budget for November in this time-phased budget? A) $8,186 B) $18,409 C) $389,828 D) $408,237
A) Showing company performance on a number of criteria simultaneously.
57) A spider-web diagram is useful for: A) Showing company performance on a number of criteria simultaneously. B) Collecting data on how a competitor manages projects. C) Identifying industry standards for project management maturity. D) Coaching, evaluating, and auditing projects.
B) Budget contingency.
57) An allocation of extra funds to cover uncertainties and improve chances that the project can be completed within the timeframe originally specified is a: A) Setback. B) Budget contingency. C) Reallocation budget. D) Reserve line budget.
C) Close-out phase.
57) An unmotivated team is a key success inhibitor in every project stage with the EXCEPTION of the: A) Main phase. B) Formation phase. C) Close-out phase. D) Build-up phase.
A) Risk management is integrated throughout the project's life cycle.
57) Which of these statements about the project risk analysis and management program is BEST? A) Risk management is integrated throughout the project's life cycle. B) The risk management strategy should be unwavering throughout the entire project life cycle. C) The project manager should choose a small subset of all risk management tools. D) Risk management is best handled using an ad hoc approach.
D) handling the important executive side of the project.
58) The administrative duty is best described by: A) managing and controlling the activities of the team. B) gaining access to the necessary resources to ensure a smooth development process. C) the ability to provide leadership for the project team. D) handling the important executive side of the project.
B) Technology.
58) The information systems department prides itself on being on the often bleeding edge of high-tech course offerings. They were the first department to create online classes and the first to battle all of the issues associated with these offerings. When Wally interviewed for the new assistant professor position, he knew that his subcutaneous chip was only a hiring decision away. Corporate culture in this department is probably most affected by: A) The environment. B) Technology. C) Geographical location. D) Critical incidents.
B) 6, 26
59) Activities C, D, and E in the project represented by the network are to be hammocked. What are the early start and late finish times of the hammock activity? A) 6, 20 B) 6, 26 C) 9, 20 D) 9, 26
A) adjust project schedules and priorities accordingly.
6) If a functional manager will not release the resources you need as project manager, your best course of action is to: A) adjust project schedules and priorities accordingly. B) try to negotiate for partial assistance. C) notify top management of the consequences. D) update your resume.
D) Alternative analysis step.
6) The cat-skinning project management team considers the many ways to accomplish their objective before settling on one technique as part of their: A) Information gathering step. B) Need statement step. C) Project objectives step. D) Alternative analysis step.
B) Starvation and extinction
6) Which two types of project termination can occur for unsuccessful projects? A) Integration and starvation B) Starvation and extinction C) Extinction and addition D) Addition and integration
B) There is a tendency to overestimate activity lengths.
60) Research has shown that, in general: A) There is a tendency to underestimate activity lengths. B) There is a tendency to overestimate activity lengths. C) The activity lengths are estimated correctly. D) The activity lengths are estimated correctly but the networks are drawn incorrectly.
A) Common language.
60) The most basic level in Kerzner's project management maturity model is: A) Common language. B) Common processes. C) Initial process. D) Ad hoc.
B) ambassador
60) Which project champion role is least likely to be emphasized in the next project management article you read? A) leadership B) ambassador C) administrative D) technical
A) Change in project scope.
61) After years of tinkering and reverse engineering initiatives, Kimray had finally unlocked the secrets of the Beta tape format. A quick trip to the rental store was an epiphany for company leadership when they realized that only a handful of Beta tapes were available; the rest of the world had adopted the VHS format seemingly overnight. Now they would have to buy a few of those newfangled VHS machines to see how they ticked. The contingency funds that management had set aside would be put to good use on this: A) Change in project scope. B) Abnormal condition. C) Unanticipated interaction cost. D) Latest evidence of Murphy's Law.
B) Optimizing.
61) Carnegie Mellon's SEI model, ESI International's project framework, and the Center for Business Practices all call their highest level of maturity: A) Continuous improvement. B) Optimizing. C) Ganbei. D) Comprehensive.
A) Configuration control.
61) If viewed from a flow standpoint, the stage of configuration management that has provision for variable routing to the next step, depending on outcome at this stage, is: A) Configuration control. B) Configuration review. C) Status accounting. D) Configuration identification.
A) differentiation.
61) The Liberal Arts faculty failed to see the reason that every professor on campus would not make exactly the same amount of money, arguing that every person is of equal value. The business faculty relied on the laws of supply and demand and market forces to guide their wages and couldn't fathom why their counterparts could be such dunderheads. The source of conflict between these two groups is: A) differentiation. B) uncertainty. C) reward systems. D) scarce resources.
C) Lay the groundwork for successful future projects.
61) The primary goal in requiring a project final report is to: A) Formally close out the project. B) Provide the customer with a sense of completion. C) Lay the groundwork for successful future projects. D) Find out the root cause for all failures, both major and minor.
B) Rules and procedures.
61) When grades aren't submitted in a timely fashion, the course management system assigns an incomplete. When a graduating student receives an incomplete in a senior level course, his job offer is withdrawn. When his job offer is withdrawn, the student has to crash at his buddy's apartment. When a student crashes at his buddy's apartment, he has to sleep on the couch. When a student sleeps on the couch, he wakes up covered with cat hair. In an effort to keep students free from cat hair, college leadership demands that all grades are submitted within ten hours of administering a final exam. This college's corporate culture is influenced strongly by: A) Reward systems. B) Rules and procedures. C) Key organizational members. D) Environment.
B) Define.
62) One phase of the project risk analysis and management program is concerned more with the project than the management of risk. The latter is facilitated by successful completion of this step, but not the focal point. This phase in the project risk analysis and management program is: A) Estimate. B) Define. C) Focus. D) Manage.
B) Normal conditions are rarely encountered."
64) "If the weather holds and the utility service has correctly marked the location of the gas, telephone, and electric lines zigzagging across my property, I should be able to install the accent lighting in my back yard in an afternoon's time," the do-it-yourselfer commented to his jealous (and skeptical) neighbor. The only reply he received was his neighbor's, "Good luck with all that, I remember reading somewhere that: A) Project scope is fixed once the planning period is completed." B) Normal conditions are rarely encountered." C) There are no truly external factors in project execution." D) Activity based costing shouldn't be used in a project of this scale."
C) often refuse to give up on a project that has completely failed.
64) Champions bring a great deal of energy and emotional commitment to their project ideas, but: A) most organizations have an oversupply of this. B) cannot effectively be the manager of a project. C) often refuse to give up on a project that has completely failed. D) must spend an equal amount of time and effort discouraging other projects that compete for the same resources.
C) Termination by extinction
7) Which type of project termination can occur for a project that is successful and for a project that is unsuccessful? A) Termination by addition B) Termination by integration C) Termination by extinction D) Termination by starvation
C) adjust schedules and scope documents.
7) With a failure to secure personnel releases from functional managers, a project manager should: A) proceed as originally planned. B) abandon the project. C) adjust schedules and scope documents. D) relinquish project leader status.
D) What is my opponent's price?
70) Anyone entering a negotiation needs to consider three questions. Which one of the questions shown below is NOT among the three? A) How much power do I have? B) What sort of time pressures are there? C) Do I trust my opponent? D) What is my opponent's price?
A) early tasks opposed to later tasks.
70) In general, the better candidates for shortening are: A) early tasks opposed to later tasks. B) later tasks opposed to early tasks. C) merge tasks opposed to burst tasks. D) burst tasks opposed to merge tasks.
A) introverted
70) Which personality trait is a poor match for project work? A) introverted B) outgoing C) gregarious D) people-oriented
B) verify whether there is only a fixed set of alternatives.
72) Managers involved in negotiation should: A) search for the absolute best answer. B) verify whether there is only a fixed set of alternatives. C) realize that solving the other party's problem is actually the other party's problem. D) exercise premature judgment.
C) formalize the organization's commitment with training programs.
72) One practical step that should be taken in order for an organization to begin developing a core of project management professionals is to: A) fire the unprofessional project managers. B) hire professional project managers. C) formalize the organization's commitment with training programs. D) review instances where projects were poorly managed.
D) The total amount spent on the project at the end of the 40th week is approximately $110,000.
8) Use the S-curve to choose the BEST statement about the project it describes. The horizontal axis is in weeks. A) More time passes from weeks 5 to 10 than from weeks 20 to 25. B) More time passes from $50,000 to $60,000 than from $5,000 to $10,000. C) More money is spent from weeks 0 to 10 than from weeks 30 to 40. D) The total amount spent on the project at the end of the 40th week is approximately $110,000.
D) Review how it all went.
12) Of the project closeout management steps listed, the last is to: A) Hand over the project. B) Finish the work. C) Gain acceptance for the product. D) Review how it all went.
A) Conceptualization phase.
34) The amount of corporate investment is typically at its lowest in the: A) Conceptualization phase. B) Planning phase. C) Execution phase. D) Termination phase.
C) 0.4
34) The consequences of failure categories of cost, schedule, reliability, and performance were believed to be 0.25, 0.35, 0.45, and 0.55. What is the overall consequence of failure? A) 0.2 B) 0.3 C) 0.4 D) 0.5
C) The early finish time for B increases to 31.
3) Activities A and B have a finish to finish relationship and early start and finish times as shown. What is the result of incorporating a 4-day lag between activities C and B? A) The early finish for A increases to 31. B) The early start time for A increases to 24. C) The early finish time for B increases to 31. D) The early start time for D falls to 23.
C) node.
3) One of the defining points of a network, a junction point joined to some or all of the others by dependency lines, is called a(n): A) event. B) path. C) node. D) burst.
B) Explain the company's reason for existence.
3) One purpose of a mission statement is to: A) Establish a sense of what the organization hopes to accomplish. B) Explain the company's reason for existence. C) Support the tactical plans of the organization. D) Explicitly enumerate the projects in the company's portfolio.
C) $288
3) Three workers complete a full 8-hour day finishing concrete for a terrace. All three workers are paid $12 an hour and the job bills to the customer for $450. What are the total direct labor costs? A) $450 B) $12 C) $288 D) $96
A) Project champion
3) Which of these is NOT an element of project scope management? A) Project champion B) Scope statement C) Project closeout D) Control systems
C) effective influencing skills.
36) Pettersen's study of project managers found that most do not have the capacity to exercise power that derives from formal positional authority and therefore they must develop: A) project champions. B) cadres of trained professionals. C) effective influencing skills. D) efficient communications networks.
D) The expenses allocated to the activities
10) Which of the following would NOT typically be displayed in a resource loading table? A) The project team members B) The tasks the project team members have been assigned C) The time the activities are expected to take D) The expenses allocated to the activities
C) Richie's task, which has high start up costs
17) It's resource leveling time at Satriale's Pork Store and management is pondering four possibilities for task splitting. Which of these activities would be the worst candidate for splitting? A) Silvio's task, which requires several workers B) Paulie's task, which is the most expensive C) Richie's task, which has high start up costs D) Ralph's task, which is the least expensiv
C) dysfunctional behavior.
20) Disruptive acts of some project team members due to personality issues, hidden agendas, or interpersonal problems are categorized as: A) poor communication. B) lack of motivation. C) dysfunctional behavior. D) poor leadership.
D) Departments.
20) Organizational structure identifies the grouping of individuals into: A) Organizations. B) Companies. C) Silos. D) Departments.
D) Schedule performance index.
24) The earned value to date divided by the planned value of work scheduled to be performed is the: A) Cost performance index. B) Budgeted cost at completion index. C) Budget efficiency index. D) Schedule performance index.
C) process analyzing
26) Which of these behaviors is indicative of group maintenance? A) stimulating communication B) clarifying communication C) process analyzing D) process structuring
D) $262,000
38) A project has the activity duration and cost information indicated in the table where all times are in weeks. What is the total cost for completing this project as quickly as possible? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $22,000 B A 12 $18,000 9 $32,000 C A 15 $22,000 9 $62,000 D B 3 $9,000 2 $18,000 E C 9 $15,000 5 $35,000 F E 7 $5,000 5 $8,000 G D 8 $13,000 6 $23,000 H A 12 $20,000 8 $32,000 J H 6 $45,000 4 $56,000 A) $244,000 B) $255,600 C) $258,333 D) $262,000
A) The work breakdown structure, the budget, and the schedule.
38) The project plan is supported by: A) The work breakdown structure, the budget, and the schedule. B) The work breakdown structure, the budget, and the work packages. C) The work breakdown structure, the work packages, and the schedule. D) The work breakdown structure, the schedule, and the contingency plan.
A) time orientation.
38) The temporal context or space to which an individual is oriented is their: A) time orientation. B) chronometer. C) chronological clock. D) biological clock.
A) 6 days
38) Use the information in the table to determine the slack time for Activity B. Task Predecessor Duration Early Start Early Finish Late Start Late Finish A -- 8 B A 14 C A 23 8 D C, B 6 23 26 E C 32 F D, E 32 38 A) 6 days B) 4 days C) 2 days D) 0 days
B) 37 weeks
39) A project has the activity duration and cost information indicated in the table where all times are in weeks. There is a penalty of $250 per week for every week the project extends beyond 32 weeks. What is the duration of the least expensive project possible? Activity Normal time Crash time Normal Cost Crash Cost Predecessor A 8 5 $1,000 2,000 B 6 4 1,500 2,000 A C 8 5 1,800 2,300 A D 12 9 1,000 1,800 B E 14 11 950 1,450 B F 9 7 1,500 1,900 C, D G 7 5 2,300 2,800 E, F A) 38 weeks B) 37 weeks C) 36 weeks D) 35 weeks
A) 3.875 years
39) A project manager is using the payback method to make the final decision on which project to undertake. The company has a 10% required rate of return and expects a 4% rate of inflation for the following four years. What is the non-discounted payback of a project that has cash flows as shown in the table? Year Cash Flow 0 -$250,000 1 $50,000 2 $60,000 3 $70,000 4 $80,000 A) 3.875 years B) 3.625 years C) 3.750 years D) 3.500 years
B) time span.
39) Geoff sits at his desk and daydreams about what life will be like in 2030 when he retires. He can clearly picture events throughout the almost two decades that must elapse between now and then and what elements must come together to fulfill his lifelong dream of traveling the country in his RV. The temporal skill that Geoff is blessed (some would say cursed) with is: A) future time perspective. B) time span. C) time conception. D) timeline orientation.
B) Top-down budgeting.
39) Input is received from an organization's management to create a project budget in: A) Zero-based budgeting. B) Top-down budgeting. C) Bottom-up budgeting. D) Activity-based budgeting.
C) The new product being developed was targeting a market that few new products and firms were entering or exiting.
39) Researchers have determined that one significant early warning sign of project failure is: A) The time to complete the project lengthens. B) The rewards were available on an intermittent basis. C) The new product being developed was targeting a market that few new products and firms were entering or exiting. D) There was little prior experience on the project team.
B) Weak matrix.
39) 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) Strong matrix. B) Weak matrix. C) Project organization. D) Chevre organization.
A) 0.026
39) The overall project risk factor is known to be 0.5. The probability of dependency failure is twice the probability of complexity failure and four times the probability of maturity failure. The consequence of performance failure is twice the consequence of reliability failure, four times the consequence of schedule failure and eight times the consequence of cost failure. What is the difference between the probability of maturity failure and the consequence of cost failure? A) 0.026 B) 0.033 C) 0.041 D) 0.048 Maturity X Cost Y Complexity 2X Schedule 2Y Dependency 4X Reliability 4Y Performance 8Y
B) Deliverables.
39) The second level in work breakdown structure contains the: A) Projects. B) Deliverables. C) Subdeliverables. D) Work packages.
D) Gap analysis.
4) A measurement process that determines the project goals and then the degree to which the actual performance lives up to these goals is: A) A metric system. B) Goal-performance linkage. C) Five degrees of separation. D) Gap analysis.
A) Regard all projects as unified assets.
47) The concept of project portfolio management holds that firms should: A) Regard all projects as unified assets. B) Manage projects as independent entities. C) Focus on short-term strategic goals. D) Focus on long-term constraints.
A) conflict resolution process assured the project team of success.
52) Everyone on the virtual project team agreed to respond to e-mail within 24 hours of receipt, and this: A) conflict resolution process assured the project team of success. B) augmented communication assured the project team of success. C) code of conduct assured the project team of success. D) heuristic assured the project team of success.
C) godfather.
52) Michael wants to carry out his mentor's long-range strategic vision of expanding the company's customer base by entering the casino business in Las Vegas. He issues a series of memos that explain the importance of these projects and makes sure that all necessary resources are at the disposal of the project management team, which is fortunate to have such a(n): A) creative originator at the helm. B) entrepreneur. C) godfather. D) project manager.
C) Five
59) The project maturity model developed by the Center for Business Practices would have ________ rings if a spider-web diagram were used. A) Three B) Four C) Five D) Six
A) manages and runs the activities of the team.
59) The traditional project champion duties of coordination and control are on display when the project champion: A) manages and runs the activities of the team. B) handles the important administrative side of the project. C) maintains a clear sense of purpose and a firm idea of what is involved in creating the project. D) provides the needed motivation for the team.
B) Different risk management strategies should be deployed at various points in the project life cycle.
59) Which of these statements about the project risk analysis and management program is BEST? A) If a choice between accepting and transferring risk presents itself, risk should be transferred. B) Different risk management strategies should be deployed at various points in the project life cycle. C) The project manager should choose a small subset of all risk management tools. D) Risk management is best handled using an ad hoc approach.
D) Tailored to the needs and culture for which an organization intends it.
63) Project control should be: A) Maintained by the project organization using the most complete measurement system, earned value management. B) Maintained by the project organization using the simplest measurement, an S-curve. C) Maintained by both the project organization and the customer using the most complete measurement system, earned value management. D) Tailored to the needs and culture for which an organization intends it.
D) Feasibility estimates.
20) Cost estimates that are based as a guideline on real numbers, or figures derived after the completion of preliminary design work, are: A) Definitive estimates. B) Order of magnitude estimates. C) Parametric estimates. D) Feasibility estimates.
D) High in probability and low in consequence.
10) Jim knew instinctively that his professor wouldn't appreciate it if he brought his single scoop of vanilla ice cream into the lecture hall with him. He could almost hear the inevitable question, "Did you bring enough for everyone?" To avert such an embarrassment, he practically inhaled his frozen confection as he raced down the hall. He had eaten ice cream in this fashion before and knew he would soon have an ice cream headache, which could be described as: A) High in consequence and high in probability. B) Low in consequence and low in probability. C) Low in probability and high in consequence. D) High in probability and low in consequence.
A) stakeholders must be communicated with on a continual basis throughout the project's development.
18) The project management pearl of wisdom that declares, "If they know nothing of what you are doing, they assume you are doing nothing," means that: A) stakeholders must be communicated with on a continual basis throughout the project's development. B) the duration of most projects is sufficiently long as to contain many days when no actual progress is being made. C) the more complex a project is, the more likely that the client who will ultimately receive the project has no idea how it is being executed. D) a project manager that holds lengthy progress meetings with his team will generally complete projects more successfully.
D) Activity D
18) Use this resource load chart to determine which activity uses the fewest resources. A) Activity A B) Activity B C) Activity C D) Activity D
C) Activity C
30) The project described in the table uses the same resource for activities A, B, C, and D. Which activity gets first use of this resource if we assign the resource based on the activity with the lowest activity identification number? Activity Duration Predecessor WBS ID W 4 -- 12 A 3 W 16 B 4 W 15 C 5 W 13 D 6 W 14 E 1 B 17 Z 7 A, E, C, D 18 A) Activity A B) Activity B C) Activity C D) Activity D
A) cataclysmic events promote growth after long periods of no change.
30) The punctuated equilibrium model of team development says that: A) cataclysmic events promote growth after long periods of no change. B) change occurs as the team leader insists upon it. C) there can be no equilibrium until suffering has occurred. D) if team members are punctual, the project can achieve equilibrium.
C) $6,790
30) Use the information in the table (all times are in days) to determine the lowest cost minimum completion time if the base cost for each activity finished in normal time is $1,000. Activity Normal Time Minimum Time Crash Cost ($/day) Predecessor A 10 6 $70 -- B 6 3 $40 -- C 2 2 -- B D 4 2 $60 C E 6 4 $80 A F 8 5 $90 D, E A) $7,120 B) $6,910 C) $6,790 D) $6,830
C) Less than 96 percent but greater than or equal to 95 percent
30) What learning rate is being demonstrated if the first unit takes 25 hours and the seventh unit takes 22 hours to complete? A) Greater than or equal to 97 percent B) Less than 97 percent but greater than or equal to 96 percent C) Less than 96 percent but greater than or equal to 95 percent D) Less than 95 percent
D) 0.148
40) The overall project risk factor is known to be 0.6. The probability of dependency failure is twice the probability of complexity failure and four times the probability of maturity failure. The consequence of performance failure is twice the consequence of reliability failure, four times the consequence of schedule failure and eight times the consequence of cost failure. What is the probability of maturity failure? A) 0.213 B) 0.197 C) 0.104 D) 0.148 Maturity X Cost Y Complexity 2X Schedule 2Y Dependency 4X Reliability 4Y Performance 8Y
A) Client interest
40) Which of these effects exhibits an intensity level that is a nearly perfect sinusoid? A) Client interest B) Uncertainty C) Creativity D) Resources
D) External reasons, such as a change in the organization's environment, are often the reasons for project termination.
40) Which of these statements about early termination decisions is BEST? A) The decision to pull the plug is usually clear-cut. B) A project's viability is usually a purely internal issue. C) Projects that can fulfill a useful purpose in the marketplace are not killed. D) External reasons, such as a change in the organization's environment, are often the reasons for project termination.
D) Subdeliverables summarize the outcomes of work packages.
40) Which of these statements about subdeliverables is BEST? A) Subdeliverables have durations of their own. B) Subdeliverables consume resources. C) Subdeliverables have direct assignable costs. D) Subdeliverables summarize the outcomes of work packages.
A) When the project no longer meets strategic fit criteria.
41) A mainframe computer company decided to enter the personal computer market with its Floridian Project, but subsequently decided to leave the market to focus on the mainframe business. The decision rule that they probably applied was to get out: A) When the project no longer meets strategic fit criteria. B) When deadlines continue to be missed. C) When project personnel turn over too rapidly. D) When technology evolves beyond the project's scope.
C) Low in probability and high in consequence.
9) To protect his poultry from meteorites, the gentleman farmer made hard hats for each bird and installed a meteor detection system that opened umbrellas throughout the yard if a meteor were detected. The safety of his flock thus assured, the farmer was surprised when he read his latest issue of Risk Management Magazine and discovered that this event was: A) High in consequence and high in probability. B) Low in consequence and low in probability. C) Low in probability and high in consequence. D) High in probability and low in consequence.
A) Between 0 and 15
9) Use the Gantt chart and the activity list to determine when resource 2 is free. Activity Resources Activity Resources A 1 F 1 B 5 G 2 C 4 H 5 D 3 J 3 E 2 K 2 A) Between 0 and 15 B) Between 15 and 30 C) Between 30 and 45 D) Between 45 and 60
C) motivation and inspiration
9) Which of these duties is more reflective of a leader's tasks? A) efficiency of operations B) delegation and maintaining C) motivation and inspiration D) marshalling resources
D) Traditional process management functions of planning, organizing, and controlling do not apply to project management.
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.
D) Unexpected technical difficulties.
C) Low initial estimate is a common reason for a cost overrun. 33) Whether it is the Boeing V-22 Osprey or a simple storm door installation for a do-it-yourselfer, nothing is ever completed as quickly or as cheaply as initial estimates due to: A) Lack of definition. B) Low initial estimates. C) Specification changes. D) Unexpected technical difficulties.
B) Objectives
C) Mission. 6) Which of these strategic elements exists at a higher level than the others? A) Programs B) Objectives C) Goals D) Strategies
A) Realism.
1) Souder's project screening criterion that indicates an effective model must reflect organization objectives, including a firm's strategic goals and mission is called: A) Realism. B) Capability. C) Comparability. D) Ease of use.
A) Setting a goal.
1) The first step in the control cycle is: A) Setting a goal. B) Measuring progress. C) Comparing actual with planned performance. D) Taking action.
D) Eliminating cross-functional decisions
1) Which of the following is NOT an element of strategic management? A) Formulating cross-functional decisions B) Implementing cross-functional decisions C) Evaluating cross-functional decisions D) Eliminating cross-functional decisions
A) Scope management must take place during the conceptual development, full definition, execution, and termination phases.
1) Which statement about scope management is BEST? A) Scope management must take place during the conceptual development, full definition, execution, and termination phases. B) Project goals don't matter in scope management as long as the budget is not exceeded. C) Scope management is accomplished in a single step by any one project team member. D) Scope management can begin once a project hits operational level.
B) activities that can be performed at the same time.
10) Concurrent activities are: A) activities that must be done one after the other. B) activities that can be performed at the same time. C) activities that use labor from the same group of workers. D) activities that use resources from the same resource pool.
B) the degree of knowledge the team members have and the importance they attach to interrelatedness of efforts.
10) Productive interdependencies hinge upon: A) the project manager's role as the hub of the team with all team members as spokes. B) the degree of knowledge the team members have and the importance they attach to interrelatedness of efforts. C) the cohesiveness of the project team's supply chain and the degree of assistance they render the project team. D) the support the key stakeholders offer to the overall project success.
B) Resource 3
10) Use the Gantt chart and the activity list to determine which resource is used the least. Activity Resources Activity Resources A 1 F 2 B 1 G 3 C 4 H 4 D 2 J 3 E 2 K 5 A) Resource 1 B) Resource 3 C) Resource 4 D) Resource 2
B) With regards to budget, the project starts badly but finishes well
10) Use the S-curve where the solid line is actual cost and the dashed line is budgeted cost to choose the BEST statement. A) The project never experiences negative variance. B) With regards to budget, the project starts badly but finishes well C) With regards to budget, the project starts well but finishes badly. D) The project is in a constant state of positive variance.
C) state their position
10) Which of these is more characteristic of a manager? A) develop new processes B) originate C) state their position D) focus on people
C) Conceptual development begins with the process of reducing the project's overall complexity to a more basic level.
10) Which statement about conceptual development is BEST? A) A project goal of "significantly increase computer performance" is better than "improve processing speed 20%" because the team may exceed 20%. B) It is vital that a best approach to solving a problem be locked in as soon as possible to save analysis time downstream. C) Conceptual development begins with the process of reducing the project's overall complexity to a more basic level. D) Project goals should be optimistic to the point of excess.
B) cohesiveness in spades.
11) The study group that Philip had formed in his first MBA class had gotten him through his management science course of that there could be no question. Now as he neared the end of his MBA he reflected on how team members had chosen courses together each semester, keeping the study group intact and keeping themselves one step ahead of their classmates. His MBA project team had: A) trust coming out of their ears. B) cohesiveness in spades. C) an overabundance of enthusiasm. D) a plethora of results orientation.
C) Resource 1
11) Use the Gantt chart and the activity list to determine which resource is used the most. Activity Resources Activity Resources A 1 F 2 B 3 G 3 C 4 H 4 D 2 J 5 E 2 K 1 A) Resource 4 B) Resource 3 C) Resource 1 D) Resource 2
D) Activity D is a merge activity.
11) Which of these statements about this network is best? A) Activities A and B are serial activities. B) Activities B and C are serial activities. C) Activities A and C are serial activities. D) Activity D is a merge activity.
A) High in consequence and high in probability.
11) While thrilling, there is a chance that you would have an accident if you elected to drive on the wrong side of a divided highway in Woodward, an outcome that could be described as: A) High in consequence and high in probability. B) Low in consequence and low in probability. C) Low in probability and high in consequence. D) High in probability and low in consequence.
C) Materials.
11) You are probably looking at a bill for a variable cost when you are paying for: A) Leased capital equipment. B) Salaries. C) Materials. D) Health insurance.
D) The aggressive baseline plan is adhered to.
12) A normal cost is incurred when: A) Overtime is used more than originally planned. B) Shipments are expedited. C) Additional temporary workers are brought on site. D) The aggressive baseline plan is adhered to.
A) A need.
12) A statement of work identifies: A) A need. B) A project organization. C) Members of the project team. D) Alternatives.
A) Milestones.
12) An excellent way to coordinate schedules with vendors and suppliers is through the use of: A) Milestones. B) S-curves that plot expenditures against time. C) S-curves that plot planned expenditures against time. D) A tracking Gantt chart.
C) The potential for lawsuits or legal obligation.
12) One facet of risk in project screening is: A) The change in manufacturing operations resulting from the project. B) The initial cash outlay. C) The potential for lawsuits or legal obligation. D) The strategic fit of the project with the company.
B) Four-stage process.
12) Risk management is a: A) Three-stage process. B) Four-stage process. C) Five-stage process. D) Six-stage process.
B) Launch window.
12) The period of time that is ideal to achieve the success of a new product is the: A) Moment. B) Launch window. C) Window of opportunity. D) Momentito.
C) "I trust you to be able to accomplish this task."
12) Trust based on a person's competence would be summarized by this team member's affectionate statement towards another team member: A) "I trust you to honor your commitments." B) "Does it feel right to allow you to make this decision?" C) "I trust you to be able to accomplish this task." D) "I trust you to do the right thing."
D) Resource 2
12) Use the Gantt chart and the activity list to determine which resource is free for use in another project before the others. Activity Resources Activity Resources A 1 F 2 B 3 G 3 C 4 H 4 D 2 J 5 E 2 K 1 A) Resource 4 B) Resource 3 C) Resource 1 D) Resource 2
A) Suki
12) Use the resource loading table to determine which of the Yaki sisters is over-allocated. Resource Work Details 23-Oct 30-Oct Suki 64 hrs Work 32h 32h A 16 hrs Work 16h C 24 hrs Work 16h 8h D 24 hrs Work 24h Terri 40 hrs Work 16h 16h 8h B 24 hrs Work 16h 8h E 16 hrs Work 8h 8h A) Suki B) Terri C) both D) Can't be determined from the information provided.
C) Functional managers
12) Which of the following is an internal project stakeholder group? A) Clients B) Suppliers C) Functional managers D) Competitors
B) The amount of resources required as a function of time.
13) A resource loading chart displays: A) The amount of time needed as a function of resource limits. B) The amount of resources required as a function of time. C) The amount of time needed as a function of money. D) The amount of resources needed as a function of money.
B) Key project review gates.
13) Milestones are generally considered to be: A) Demotivators for the project team. B) Key project review gates. C) The end of the project for all team members except the project manager. D) Points where two or more activities merge.
C) Need to develop employees.
13) One project factor that directly impacts a firm's internal operations is the: A) Expected return on investment. B) Financial risk. C) Need to develop employees. D) Impact on company's image.
B) Risk mitigation.
13) The construction foreman posted a large sign requiring all work site visitors to don a hard hat and safety glasses. He also purchased copious quantities of both items and made them readily available at the entrance. The foreman is engaged in: A) Risk identification. B) Risk mitigation. C) Analysis of probability and consequences. D) Control and documentation.
C) Expected benefits.
13) The description and scope section of a statement of work would contain statements regarding: A) Environmental risks. B) Termination of project information. C) Expected benefits. D) Major milestones.
D) enthusiasm.
13) The key to creating the energy and spirit that drives effective project efforts is: A) results orientation. B) trust. C) cohesiveness. D) enthusiasm.
A) Expedited costs.
13) Unplanned costs incurred when steps are taken to speed up a project's completion are called: A) Expedited costs. B) Accelerated costs. C) Pass-through costs. D) Normal costs.
A) Resource 2
13) Use the Gantt chart and the activity list to determine which resource is needed earliest in this project. Activity Resources Activity Resources A 5 F 2 B 6 G 3 C 7 H 4 D 1 J 5 E 2 K 1 A) Resource 2 B) Resource 3 C) Resource 1 D) Resource 4
B) day 7
13) What is the earliest that Activity D can begin if Activity A takes 3 days, Activity B takes 5 days, and Activity C takes 7 days? A) day 15 B) day 7 C) day 5 D) day 3
D) Environmental groups
13) Which of the following is an external stakeholder group? A) Project team members B) Top management C) Internal accountants D) Environmental groups
A) Disband the team
13) Which of these project closeout management steps listed is ongoing throughout the closeout process? A) Disband the team B) Finish the work C) Gain acceptance for the product D) Review how it all went
C) Product life cycles are compressing.
14) A business reality that makes effective project management critical is the fact that: A) Products are becoming increasingly simple. B) Inflation is rampant. C) Product life cycles are compressing. D) Product launch windows are widening.
C) The long-term market dominance.
14) A commercial factor in project selection and screening might be: A) A need to develop employees. B) The likelihood that users of the project are injured. C) The long-term market dominance. D) The impact on the company's image.
C) Maintain focus on the current project.
14) A significant challenge during the finishing the work element of project closeout management is to: A) Demonstrate viability of the project. B) Gain customer acceptance of the product. D) Capitalize on new opportunities that arise from this project.
C) Identifies the stage of completion for each task.
14) A tracking Gantt chart: A) Monitors costs and budget expenditures. B) Identifies key points in the project's progress. C) Identifies the stage of completion for each task. D) Identifies the performance to budget for the overall project by a certain date.
A) Before starting Activity C, Activity A and Activity B must be completed.
14) Based on the activity network pictured, what is the best statement? A) Before starting Activity C, Activity A and Activity B must be completed. B) Before starting Activity D, Activity A and Activity B need to be completed. C) Before starting Activity E, Activity A and Activity B need to be completed. D) Before starting Activity C, Activity A and Activity D must be completed.
D) Resource requirements section of the SOW.
14) Expected commitments from other departments in support of the project would most likely be detailed in the: A) Approach section of the SOW. B) Risks and concerns section of the SOW. C) Acceptance criteria section of the SOW. D) Resource requirements section of the SOW.
A) the project requirements were deliberately understated
14) Projects are often underfunded in the concept stage because: A) the project requirements were deliberately understated. B) there is complete trust in project managers by top management so more resources can be asked for at any time. C) the project's goals are too clearly defined. D) the project's top management sponsor is too influential.
B) Between 10 and 20
14) Use the Gantt chart and activity list to determine when resource 3 is free. Activity Resources Activity Resources R 3 M 1 H 1 K 5 G 4 J 3 F 2 P 1 B 2 S 2 T 4 W 3 A) Between 0 and 10 B) Between 10 and 20 C) Between 20 and 30 D) Between 30 and 40
C) Information or time is scarce.
15) The order of magnitude cost estimate is used when: A) Ballpark estimates are not considered accurate enough. B) Historical data are readily available. C) Information or time is scarce. D) Parametric estimation has already been performed.
C) Resource 2
15) Use the Gantt chart and activity list to determine which resource has the greatest continual use. Activity Resources Activity Resources R 3 M 1 H 1 K 5 G 4 J 3 F 2 P 1 B 2 S 2 T 4 W 3 A) Resource 3 B) Resource 1 C) Resource 2 D) Resource 4
D) Every decision model has both objective and subjective factors.
15) Which statement regarding project selection is BEST? A) Organizational reality can be perfectly captured by most decision-making models. B) Before selecting any project, the team should identify all the relevant issues that play a role in project selection. C) Decision models must contain either objective or subjective factors. D) Every decision model has both objective and subjective factors.
D) Limit risk for the customer in the short run.
16) The BOT option for large projects is designed to: A) Automate the payment process. B) Automate the closeout process. C) Keep the door open for new projects between the customer and project organization. D) Limit risk for the customer in the short run.
C) Acts of God had come true.
16) The house had almost been framed when an F-5 tornado ripped across the plains and turned the house back into a lumber pile, albeit not stacked as neatly as it was originally. The homeowner's fears of: A) Technical risks had come true. B) Operating risks had come true. C) Acts of God had come true. D) Environmental risks had come true.
C) most likely duration.
16) The length of time expected to complete an activity assuming that its development proceeds normally is called the: A) optimistic duration. B) pessimistic duration. C) most likely duration. D) normal duration.
C) Work authorization.
16) The step that reflects the formal "go ahead" given to the project to commence once the scope definition, planning documents, and other contractual documents have been prepared and approved is the: A) Go ahead. B) Send off. C) Work authorization. D) Work release.
D) Resource 5
16) Use the Gantt chart and activity list to determine which resource has the greatest continual use. Activity Resources Activity Resources R 5 M 1 H 1 K 5 G 5 J 3 F 2 P 1 B 2 S 2 T 4 W 3 A) Resource 4 B) Resource 2 C) Resource 3 D) Resource 5
A) The most complete model in the world is still only a partial reflection of organization reality.
16) Which statement regarding project selection and screening criteria is BEST? A) The most complete model in the world is still only a partial reflection of organization reality. B) It is possible, given enough time and effort, to identify all relevant issues that play a role in project selection. C) Decision models are either objective or subjective. D) For many projects, more than 80% of the decision criteria are vital.
A) Whether one criterion is more important than another.
17) A checklist screening model does NOT consider: A) Whether one criterion is more important than another. B) Governmental or stakeholder interference. C) Product durability and future market potential of the product line. D) The riskiness of the new venture.
D) Is a recurring cycle that allows new stakeholders to be considered at any time.
17) Cleland's project stakeholder management cycle: A) Requires all stakeholders to be identified and locked in as a first step. B) Is used to identify only internal stakeholders. C) Is used to identify only external stakeholders. D) Is a recurring cycle that allows new stakeholders to be considered at any time.
A) The golden triangle method (GTM).
17) Earned value management is also known as: A) The golden triangle method (GTM). B) The achieved value method (AVM). C) The program evaluation and review method (PERM). D) Earned value analysis (EVA).
A) Comparative estimates.
17) Estimates based on the assumption that historical data can be used as a frame of reference for current estimates are: A) Comparative estimates. B) Ballpark estimates. C) Definitive estimates. D) Feasibility estimates.
D) Contractual obligations.
17) In the case of projects developed for external clients, work authorization typically addresses: A) Budget linkage. B) Audit trail establishment. C) Resource requirements. D) Contractual obligations.
D) operates on the boundary between strategy and tactics.
17) It is most important that a project manager: A) focuses on meeting daily challenges head on. B) focuses on meetings. C) remembers the overall picture, or goals, that define the project. D) operates on the boundary between strategy and tactics.
C) Technical and behavioral challenges.
17) One unique feature of projects is that they blend both: A) Financial and behavioral challenges. B) Technical and temporal challenges. C) Technical and behavioral challenges. D) Financial and temporal challenges.
B) Resource constraint.
2) The One Shovel Construction Company is hired by the City of Edmond to lay sewer pipe from the east end of town to the west end of town using their single shovel to dig the trench. While the crew would like to begin at both ends simultaneously and have a dramatic ceremony when both ends meet, they find themselves with a bit of a: A) Time constraint. B) Resource constraint. C) Mixed constraint. D) Partial network.
D) the project activity of Material Delivery was pretty close to the pessimistic estimate
17) Ray's shipment of materials hit every red light and traffic jam on the way to the site. Upon arrival, half of the material was judged defective, necessitating a trip back to the supplier, and then the same arduous journey back to the site once the new materials were loaded. Traffic was a little better on the second round but the flat tire and subsequent repair caused as much if not more delay than the first trip. In the final analysis: A) the project activity of Material Delivery was pretty close to the optimistic estimate. B) the project activity of Material Delivery was pretty close to the most likely estimate. C) the project activity of Material Delivery had a much higher variance than anticipated. D) the project activity of Material Delivery was pretty close to the pessimistic estimate.
D) lack of motivation.
17) The department chair had allotted plenty of time for all department (and project) members to prepare sections of their five-year program review. Administration demanded no less than 50 pages be devoted to a thorough and thoughtful review of activities and goals. What happened to the report was anybody's guess no one had actually seen one or ever heard back from administration once they had submitted it. Most of the project team members thought the report was immediately sent to the steam tunnels running underneath the campus or perhaps it would sit collecting dust as part of a make-work program to justify an assistant VP's job. No wonder that team meetings were poorly attended and that all the sections of the report were filled with trite phrases and wide margins. This team suffers from: A) tenure. B) poorly developed goals. C) poorly defined team interdependencies. D) lack of motivation.
A) Contractual requirements.
18) All projects are promised in terms of the specific functionality or performance criteria they will meet. The key feature of the contractual documentation that specifies this functionality or criteria is the: A) Contractual requirements. B) Valid consideration. C) Contracted terms. D) Contractual performance.
C) The project organization must take initial ownership of the product.
18) The difference between a BOT contract and a BOOT contract is that under the BOOT contract: A) The customer must observe all phases of the project process before the product is handed over. B) The project organization is obligated to complete the project on time. C) The project organization must take initial ownership of the product. D) The customer must organize the project's resources for the project organization.
D) Technical risk.
18) The mouse executive board meeting was drawing to a conclusion; the only way they would be able to detect the presence of the cat was to tie a bell around its tail. Under their risk management identification scheme, this would fall under: A) Commercial risk. B) Execution risk. C) Financial risk. D) Technical risk.
B) Parametric estimation, was highly accurate.
18) When their baby was ready to head off to college, the beleaguered parents pulled out the college folder from their file cabinet and added up the cost of putting their first child through college from 1995-2000. The mother whimpered as she factored in the rising cost of tuition, fees, books, and inflation by multiplying the total by 2.5. The father felt a searing pain go through his chest as he saw the total, knowing full well that their cost estimation approach, called: A) An order of magnitude estimate, was highly accurate. B) Parametric estimation, was highly accurate. C) Feasibility estimation, was highly accurate. D) Definitive estimation, was highly accurate.
B) Organizational structure.
19) The assistant to the manager did not report to the assistant manager, only to the manager. This reporting relationship was clearly delineated in the: A) Company culture. B) Organizational structure. C) Stakeholder analysis. D) Company mission statement.
B) Valid consideration.
19) The exchange that is specified by the contractual documentation documents is: A) The terms. B) Valid consideration. C) Reciprocity. D) Fair and unencumbered.
C) Activities D and E
19) The project represented by this resource load chart has a maximum limit of 6 units of resource activity in any day. The first activities that are strong candidates for shifting are: A) Activity A B) Activities B and C C) Activities D and E D) Activity E and F
B) high turnover.
19) The project team's office needed a revolving door to facilitate the influx and outflow of personnel. Team members needed name tags to keep track of who was who and what their duties were. The project was jeopardized by: A) poor leadership. B) high turnover. C) lack of team motivation. D) poor communication among team members.
C) Scaling models allow decision makers to treat one criterion as more important than another.
19) The simple scoring model has this advantage over a checklist model for screening projects. A) Scaling from 1 to 5 is extremely accurate. B) Scaling models ensure a reasonable link between the selected and weighted criteria and the business objectives that motivated their selection. C) Scaling models allow decision makers to treat one criterion as more important than another. D) Scaling models have been proven to make correct decisions better than 95% of the time while checklists only achieve 80% accuracy.
D) An activity that establishes its own work rules
19) Which of the following types of activities is more closely associated with projects rather than processes? A) An activity that is ongoing B) An activity that is day-to-day C) An activity that uses existing systems D) An activity that establishes its own work rules
C) S-curve
19) Which of these tools allows a project team to make future projections of project status based on its current state? A) Tracking Gantt chart B) Milestone chart C) S-curve D) Earned value management
B) The project is so successful that it becomes institutionalized.
2) Termination by addition occurs when: A) Scope creep adds too many activities to the project that prevent it from being completed on time or within budget. B) The project is so successful that it becomes institutionalized. C) A new project is added to the organization and it commands all of the resources for the original project. D) New members join the project team once the project has begun and their skills are insufficient to successfully complete the project.
A) exchange of purpose.
2) The facet of partnership that describes the requirement that every worker be responsible for defining the project's vision and goals is called: A) exchange of purpose. B) a right to say no. C) joint accountability. D) absolute honesty.
B) identify the required skills.
2) The first step in assembling a project team is to: A) talk to potential team members. B) identify the required skills. C) negotiate with the functional supervisor. D) notify top management.
A) Inspirational
2) Which of the following is descriptive of a vision statement? A) Inspirational B) Functional C) Supportive D) Critical
D) Clients are concerned with receiving the project as quickly as they can possibly get it.
2) Which of the following statements about clients is best? A) Client groups tend to have similar agendas. B) Client refers to the entire customer organization. C) A single presentation is best when dealing with all client groups in an organization so that everyone hears exactly the same message. D) Clients are concerned with receiving the project as quickly as they can possibly get it.
B) The brick mason
2) Which worker's wages would constitute a direct cost for a construction project? A) The project's cost accountant B) The brick mason C) The architect's assistant D) The foreman
A) A brainstorming meeting.
20) A method for conducting risk factor identification that generates ideas but doesn't focus on decision making is: A) A brainstorming meeting. B) The Delphi method. C) Past history. D) Multiple assessments.
D) Performance.
20) Take the factors considered by earned value analysis and subtract those considered by project S-curves. The factor(s) you have remaining are: A) Performance and cost. B) Cost and schedule. C) Time. D) Performance.
C) contributing to the completion of project assignments.
20) Task-oriented leadership behavior is characterized by: A) showing trust in project team members. B) acting friendly and supportive towards project team members. C) contributing to the completion of project assignments. D) recognizing the accomplishments of team members.
D) Activity E and F
20) The project represented by this resource load chart has a maximum limit of 6 units of resource activity in any day. Which activity could be split to help the project team finish on time and meet the resource cap? A) Activity A B) Activities B and C C) Activities D and E D) Activity E and F
D) Resource 3
20) Use the Gantt chart and activity list to determine which resource is used the least. Activity Resources Activity Resources R 3, 5 M 1, 2 H 1 K 4 G 2, 5 J 3 F 4, 1 P 1 B 2 S 3, 4 T 4 W 3 A) Resource 4 B) Resource 2 C) Resource 1 D) Resource 3
C) A software developer creates a new crash-proof operating system.
20) Which of the following is accomplished through project management? A) A cellular phone company activates a new customer's service. B) An automotive manufacturer produces a day's quota of vehicles. C) A software developer creates a new crash-proof operating system. D) A retailer restocks the shelves after a day of brisk sales.
A) The project development phase.
21) In order to facilitate acceptance for the project, the project team should start planning for the project's transfer and use during: B) The project termination phase. C) The project close-out phase. D) The project work phase.
D) Geography.
21) Individuals are commonly organized into departments for all of the following reasons EXCEPT: A) Seniority. B) Function. C) Product. D) Geography.
A) definitive estimate
21) Once most of the design work is complete, at a point when the scope and capabilities of the project are quite well understood, a ________ may be developed. A) definitive estimate B) comparative estimate C) parametric estimate D) non-parametric estimate
D) forming stage of group development.
21) Team members get to know each other in the: A) adjourning stage of group development. B) storming stage of group development. C) performing stage of group development. D) forming stage of group development.
C) Permits scheduling resources well before they are needed.
22) A basic Gantt chart: A) Clearly displays early and late start and finish times for all activities. B) Cannot be used to track the project's progress. C) Permits scheduling resources well before they are needed. D) Shows dummy activities to preserve network logic.
D) between 5 and 6 days
22) An activity has an optimistic time estimate of 7 days, a most likely estimate of 12 days, and a pessimistic estimate of 20 days. What is the expected standard deviation of the activity? A) between 2 and 3 days B) between 3 and 4 days C) between 4 and 5 days D) between 5 and 6 days
A) Client relationship with the project team.
22) The key to begin harvesting the benefits of a project is to first develop an effective: A) Client relationship with the project team. B) Measurement system for project use and value assessment. C) BOOT agreement that clearly stipulates when transfer of title occurs. D) Enterprise resource planning package to manage human, financial, and material resources.
D) A multiple assessments approach to risk factor identification.
22) The terpsichorean was familiar with the risks associated with various moves, the accountant knew financial risks forwards and backwards, while the civil engineer could quantify the risks associated with distributed loads on the temporary stage. Their input was used as part of: A) A brainstorming meeting approach to risk factor identification. B) The Delphi method approach to risk factor identification. C) A past history approach to risk factor identification. D) A multiple assessments approach to risk factor identification.
B) Definitive
22) Which of these estimates should be the most accurate? A) Parametric B) Definitive C) Comparative D) Order of magnitude
C) The real budgeted value of the work that has actually been performed to date.
23) Earned value is: A) The total budget for the project. B) A cost estimate of the budgeted resources across the project's life cycle. C) The real budgeted value of the work that has actually been performed to date. D) The cumulative total costs incurred in accomplishing the various project work packages.
B) performing stage of group development.
23) Everyone in the Tagi tribe agreed to vote out Gervasse at the next tribal council. Their 39-day project to make it to the final four together was two steps away from completion. This project group is in the: A) storming stage of group development. B) performing stage of group development. C) forming stage of group development. D) norming stage of group development.
B) conceptualization
23) Geoffco's project manager names three individuals and requests a project budget of $3,000,000 for the new 8-Pod, a backpack-sized personal music player for 8-track tapes capable of holding up to 100 songs from the '60s and '70s. This important step takes place during ________ of the project life cycle. A) planning B) conceptualization C) execution D) termination
D) The result of an internal cause.
23) Systematic errors could be BEST described as: A) The result of a one-time occurrence. B) The result of an external cause. C) The result of some freak accident. D) The result of an internal cause.
D) increase comprehension.
23) The group maintenance behavior of gatekeeping helps to: A) increase and equalize participation. B) reduce tension and hostility. C) regulate behavior. D) increase comprehension.
B) Activity X has a higher standard deviation than Activity Z.
24) Activity Z has estimates a = 5, b = 10, m = 7; activity X has estimates a = 4, b = 11, m = 6; and activity Y has estimates a = 3, b = 12, m = 8. Which of the following statements is best? A) Activity X is longer than Activity Y. B) Activity X has a higher standard deviation than Activity Z. C) Activity Z is shorter than Activity Y. D) Activity Y has a smaller variance than Activity Z.
B) 289 hours
24) If it takes 40 hours to complete the first unit and the company knows from experience that the learning rate should be 0.80, how fast can they be expected to finish all twelve units? A) 18 hours B) 289 hours C) 264 hours D) 316 hours
C) norming stage of group development.
24) 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: A) storming stage of group development. B) forming stage of group development. C) norming stage of group development. D) performing stage of group development.
C) execution
24) The man-hours requirement is typically at a peak during the ________ phase of the project life cycle. A) planning B) conceptualization C) execution D) termination
A) Promotion risk.
25) The probability that investments made to fund the front-end activities will be lost due to project abandonment is: A) Promotion risk. B) Political risk. C) Organizational risk. D) Financial risk.
B) Failure to enforce the archiving of this knowledge.
25) The project review session was one epiphany after another for the project organization. A number of systematic errors were properly identified and the root causes of a number of problems were identified. Sadly, the review session was not leveraged to its fullest extent thanks to: A) The disbanding of the project team. B) Failure to enforce the archiving of this knowledge. C) A restrictive BOOT contract. D) A liberal BOT contract.
B) Schedule status.
25) Updates on how the project is performing against milestones can be accomplished by issuing a report containing: A) S-curves. B) Schedule status. C) Earned value. D) Technical performance.
C) 11
25) What is the early start time for Activity D given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 5 -- B 6 A C 4 A D 5 B, C A) 5 B) 9 C) 13 D) 18
B) Increase the bureaucratic oversight.
25) Which of these approaches will NOT accelerate the completion of a project? A) Improve the productivity of existing project resources. B) Increase the bureaucratic oversight. C) Improve the working method. D) Increase the quantity of personnel and equipment.
B) AHP can be used to capture choice options that do not yield positive outcomes.
25) Which statement about the Analytical Hierarchy Process is FALSE? A) AHP scores are significant. B) AHP can be used to capture choice options that do not yield positive outcomes. C) AHP can improve the process of developing project proposals. D) AHP groups subcriteria that share the weight of a common higher-level criterion.
C) The slope of the line is negative because it costs more to finish an activity more quickly.
26) If an activity's cost is plotted against its duration on axes with zeros at the origin: A) The slope of the line is positive because it costs more to finish an activity more quickly. B) The slope of the line is negative because a shorter activity costs less than a longer one. C) The slope of the line is negative because it costs more to finish an activity more quickly. D) The slope of the line is positive because a longer activity costs more than a shorter one.
C) Intermediate-term cost receives a weighting of 12%.
26) The Analytic Hierarchy Process is being employed in a project selection decision. One major criteria, cost, receives a weighting value of 40%, which is split into short term (50%), intermediate term (30%), and long term (20%). Which of these statements is BEST? A) Short term, intermediate term, and long term must receive overall weightings that total 100%. B) There must be at least one other major criteria that has 40% weighting. C) Intermediate-term cost receives a weighting of 12%. D) Long-term cost receives an overall weighting of 80%.
A) forming stage of group development.
26) The role of the team leader is to create structure and set the tone for future cooperation and positive team attitudes in the: A) forming stage of group development. B) norming stage of group development. C) performing stage of group development. D) adjourning stage of group development.
D) 5
26) What is the late start time for Activity B given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 5 -- B 8 A C 4 A D 5 B, C A) 18 B) 9 C) 13 D) 5
A) Greater than or equal to 97 percent
26) What learning rate is being demonstrated if the first unit takes 25 hours and the third unit takes 24 hours to complete? A) Greater than or equal to 97 percent B) Less than 97 percent but greater than or equal to 95 percent C) Less than 95 percent but greater than or equal to 93 percent D) Less than 93 percent
C) Project structure.
34) All major decisions and authority are under the control of the project manager in a: A) Matrix structure. B) Functional structure. C) Project structure. D) Process structure.
C) A common approach to analyzing resource-leveling problems is to apply heuristics.
26) Which of these statements about resource management is BEST? A) A mathematically optimal solution is almost always attainable and should be pursued. B) The project manager should level resources as to maximize fluctuations from time period to time period. C) A common approach to analyzing resource-leveling problems is to apply heuristics. D) Resource management is usually a univariate, combinatorial problem.
C) 3.135 hours
27) An activity with a learning rate of 0.8 takes 30 hours for the first six units. How long will it take to complete this task for the 12th time? A) 2.985 hours B) 3.055 hours C) 3.135 hours D) 3.325 hours
B) Functional organizations.
27) Companies that are structured by grouping people performing similar activities into departments are: A) Project organizations. B) Functional organizations. C) Matrix organizations. D) Departmental organizations.
A) Project A is twice as good as project C.
27) The Analytical Hierarchy Process is used to decide among three projects that we'll call A, B, and C. The total score for project A is .650, for project B is .514, and for project C is .321. Which of the following statements is BEST? A) Project A is twice as good as project C. B) The analysis must be incorrect because the total scores should sum to 1.00. C) The analysis must be incorrect because there are two total scores that exceed 0.50. D) The analysis must be incorrect because project C's total score is odd.
D) Increase project resources.
27) The most common method for shortening activity durations involves the decision to: A) Eliminate bureaucracy. B) Alter the technology used in the activity. C) Assign more senior personnel to the activity. D) Increase project resources.
D) Activity D
27) The project described in the table uses the same resource for activities A, B, C, and D. Which activity gets first use of this resource if we assign the resource based on the activity with the smallest amount of slack? Activity Duration Predecessor WBS ID W 4 -- 12 A 3 W 16 B 4 W 15 C 5 W 13 D 6 W 14 E 1 B 17 Z 7 A, E, C, D 18 A) Activity A B) Activity B C) Activity C D) Activity D
B) 13
27) What is the late start time for Activity E given the activity times and precedence requirements shown in the table? Activity Time Predecessor A 4 -- B 7 -- C 8 A D 2 A E 4 B F 5 C, D G 9 E, F H 7 G A) 12 B) 13 C) 14 D) 15
C) $25,000 per week
28) An activity performed by a subcontractor is scheduled for 20 weeks at an anticipated cost of $100,000. Due to slippage on the critical path you need to reduce this activity by three weeks. If the subcontractor informs you that the activity can be completed in 16 weeks for $200,000, what is the slope for the activity? A) $5,000 per week B) $33,333 per week C) $25,000 per week D) $12,500 per week
B) Deliverable.
28) Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project is a: A) Product. B) Deliverable. C) Tangible. D) Work product.
C) 218.46 hours
28) If it takes 40 hours to complete the first unit and the company knows from experience that the learning rate should be 0.75, how fast can they be expected to finish all ten units? A) 208.48 hours B) 213.52 hours C) 218.46 hours D) 223.54 hours
D) Termination phase.
28) The MBA redesign committee presents the results of their five-year project to their bemused Dean. They hope it is not just wishful thinking that they are in the: A) Planning phase. B) Conceptualization phase. C) Execution phase. D) Termination phase.
A) Putting it all to bed.
28) The closeout step that requires all contractual documents be recorded and archived is: A) Putting it all to bed. B) Finishing the work. C) Reviewing how it all went. D) Harvesting the benefits.
C) Organizational risk.
28) The probability that legal and managerial structures put together to develop and operate the project will NOT perform well is: A) Operating risk. B) Political risk. C) Organizational risk. D) Integration risk.
A) Activity A
28) The project described in the table uses the same resource for activities A, B, C, and D. Which activity gets first use of this resource if we assign the resource based on the activity with the shortest duration? Activity Duration Predecessor WBS ID W 4 -- 12 A 3 W 16 B 4 W 15 C 5 W 13 D 6 W 14 E 1 B 17 Z 7 A, E, C, D 18 A) Activity A B) Activity B C) Activity C D) Activity D
A) intelligence
28) Which of these is NOT an element of emotional intelligence? A) intelligence B) self-awareness C) motivation D) empathy
C) Execution phase.
29) Client interest is typically at its lowest during the: A) Conceptualization phase. B) Planning phase. C) Execution phase. D) Termination phase.
C) 54 hours and 33 minutes, give or take.
29) It took 66 hours of analysis to complete the first phase, but the second phase was done in 61 hours. If this learning rate continues, then the 8th analysis should take a mere: A) 52 hours and 11 minutes, give or take. B) 53 hours and 22 minutes, give or take. C) 54 hours and 33 minutes, give or take. D) 55 hours and 44 minutes, give or take.
C) A maximum return for a minimum risk.
29) The efficient frontier in project management is the set of portfolio options that offer: A) A minimum return for a minimum risk. B) A minimum return for a maximum risk. C) A maximum return for a minimum risk. D) A maximum return for a maximum risk.
B) Comparability.
3) A selection model that is broad enough to be applied to multiple projects has the benefit of: A) Ease of use. B) Comparability. C) Capability. D) Flexibility.
A) The management plan
30) Which of these scope statement steps creates the all-important bureaucracy for a project? A) The management plan B) The work breakdown structure C) The scope baseline D) The project goal criteria
A) Lack of definition.
34) Poor initial scope development and work breakdown structure often creates cost overruns that are attributable to: A) Lack of definition. B) Deliberate low initial estimates. C) Unexpected technical difficulties. D) External factors.
D) For a given level of risk, a positive move on the return axes would indicate a superior project.
30) 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.
D) Siloing.
31) 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) Layering. B) Myopia. C) Nepotism. D) Siloing.
C) $71,100
31) Use the data to calculate the earned value for the project. All amounts are in thousands of dollars. A) $65,500 B) $69,550 C) $71,100 D) $76,125
B) Getting the project signed off discourages other closeout activities.
31) Which statement about project closeout activities is BEST? A) Closeout activities are usually given a high priority. B) Getting the project signed off discourages other closeout activities. C) Because all projects are unique, the actual carryover from project to project is minimal. D) Closeout activities are impossible to ignore.
B) A job that is substantially re-engineered will have no disruption of its learning curve.
31) Which statement about the use of learning curves is BEST? A) Learning curve effects stay constant across projects. B) A job that is substantially re-engineered will have no disruption of its learning curve. C) It may be more likely to see learning curve effects in construction than in research and development. D) Every worker performing an identical task will exhibit the same learning effect.
C) But they may have several common points.
32) All projects are unique: A) Therefore all project management circumstances are equally unique. B) So knowledge cannot be transferred. C) But they may have several common points. D) So knowledge should not be transferred to avoid bias in future projects.
D) 0.90
32) At the end of week 20, this project has cost $79,000 and has an earned value as indicated in the table. Use the data to calculate the cost performance index for the project. All amounts are in thousands of dollars. A) 1.11 B) 0.82 C) 0.94 D) 0.90
C) cooperation and outcomes.
32) The two sets of factors that contribute to cross-functional cooperation influence: A) criticality and accessibility. B) functionality and outcomes. C) cooperation and outcomes. D) cooperation and criticality.
D) $460
32) Use the information in the table (all times are in days) to determine the lowest extra cost for an 18-day project if the base cost for each activity finished in normal time is $1,000. Activity Normal Time Minimum Time Crash Cost ($/day) Predecessor A 10 6 $70 -- B 6 3 $40 -- C 2 2 -- B D 4 2 $60 C E 6 4 $80 A F 8 5 $90 D, E A) $400 B) $420 C) $440 D) $460
D) 128 hours
32) Use the project described in the table to determine the total resources required for this project if a worker is expected to devote half-time (four hours per day) to this project. Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) 36 hours B) 40 hours C) 64 hours D) 128 hours
C) Uncertainty and Project Stake
32) Which of these factors are essentially complete opposites from an intensity perspective across the project life cycle? A) Client Interest and Uncertainty B) Creativity and Resources C) Uncertainty and Project Stake D) Project Stake and Client Interest
C) $15,000 in year 1; $15,000 in year 2; $15,000 in year 3; and $15,000 in year 4
33) A company facing an interest rate of 8% must choose among projects offering the following four-year cash flows. If the company is employing the net present value criterion, which project should they choose? A) $25,000 in year 1; $15,000 in year 2; $10,000 in year 3; and $5,000 in year 4 B) $5,000 in year 1; $5,000 in year 2; $20,000 in year 3; and $30,000 in year 4 C) $15,000 in year 1; $15,000 in year 2; $15,000 in year 3; and $15,000 in year 4 D) $5,000 in year 1; $5,000 in year 2; $25,000 in year 3; and $25,000 in year 4
B) honest.
33) A large sample survey was used to ask a total of 2,615 managers within U.S. corporations what they considered to be the most important characteristic of effective leaders. The item that ranked #1 was: A) inspiring. B) honest. C) imaginative. D) dependable.
D) Scope baseline.
33) Budget and schedule information for each activity in a project is contained in the: A) Project goal criteria. B) Management plan. C) Work breakdown structure. D) Scope baseline.
B) Functional structure.
33) In general, the poorest organizational structure when it comes to managing projects is probably the: A) Matrix structure. B) Functional structure. C) Project structure. D) Process structure.
C) $1,780
33) It costs $75 per day for each day that a construction crew is on site. The project manager determines that most activities can be crashed and has listed the crashing costs next to the minimum time for each activity. Use this information to determine the lowest cost for this project. All times given are in days. Activity Normal Time Minimum Time Crash Cost ($/day) Predecessor A 10 6 $70 -- B 6 3 $40 -- C 2 2 -- B D 4 2 $60 C E 6 4 $80 A F 8 5 $90 D, E A) $1,720 B) $1,750 C) $1,780 D) $1,810
D) An organizational learning process.
33) Lessons-learned analysis is BEST described as: A) A bookkeeping process. B) A personnel reassignment process. C) A pressure relief process. D) An organizational learning process.
B) Creativity and Resources
33) Which of these factors are highly similar from an intensity perspective across the project life cycle? A) Client Interest and Creativity B) Creativity and Resources C) Resources and Project Stake D) Project Stake and Uncertainty
B) High sunk costs.
34) A static factor that may lead to early termination for a project is: A) Less capital availability. B) High sunk costs. C) Intermittent rewards. D) Loss of the project champion.
C) productive creativity
34) A survey of 58 firms on their project management practices and skills identified which of the following as an essential skill? A) complex simplicity B) enthusiastic apathy C) productive creativity D) honest duplicity
A) Scope baseline.
34) The final step in the process of systematically laying out all pre-work information is the creation of the: A) Scope baseline. B) Work breakdown structure. C) Management plan. D) Project goal criteria.
B) 0.88
34) Use the data to calculate the schedule performance index for the project for the end of week 20. All amounts are in thousands of dollars. A) 1.14 B) 0.88 C) 0.94 D) 0.81
A) day 23
34) Use the information in the table to determine the late start time for Activity E. Task Predecessor Duration Early Start Early Finish Late Start Late Finish A -- 8 B A 14 C A 23 8 D C, B 6 23 26 E C 32 F D, E 32 38 A) day 23 B) day 26 C) day 32 D) day 17
B) "There were some specification changes, sorry."
35) It began as a simple macro that would extract grades and post them on a web site, but once the web programmer began the work, he became obsessed with various charting features, grade summaries, and reports that could be added to make this the grandest web site in the tri-county area. As 2 hours of programming work grew to 20 and then 80, he knew that the client wouldn't be happy with the cost overrun. The only comment he mumbled as he finished his work was: A) "I had some technical difficulties, sorry." B) "There were some specification changes, sorry." C) "This project lacked definition from the outset, sorry." D) "I thought I'd never get the wizard's hat! Oh, by the way, your grades work."
B) Work breakdown structure.
35) The PMBoK definition stating, "a process that sets a project's scope by breaking down its overall mission into a cohesive set of synchronous, increasingly specific tasks," is for the: A) Project plan. B) Work breakdown structure. C) Deliverable statement. D) Scope expansion.
B) day 8
35) Use the information in the table to determine the early start time for Activity B. Task Predecessor Duration Early Start Early Finish Late Start Late Finish A -- 8 B A 14 C A 23 8 D C, B 6 23 26 E C 32 F D, E 32 38 A) day 10 B) day 8 C) day 9 D) day 11
B) $12,500 initial outlay with $10,000 cash inflows during the following five years
36) A project manager is using the internal rate of return method to make the final decision on which project to undertake. Which of these four projects has the highest internal rate of return? A) $25,000 initial outlay with $10,000 cash inflows during the following five years B) $12,500 initial outlay with $10,000 cash inflows during the following five years C) $25,000 initial outlay with $5,000 cash inflows during the following five years D) $12,500 initial outlay with $5,000 cash inflows during the following five years
C) This external factor.
36) The 1974 model Eldorado is a three-ton behemoth with a 500-cubic-inch engine that is long on style but short on gas mileage. During its five-year development process no one could possibly have anticipated that gas prices would go through the roof in 1973, making it far more expensive to operate and subsequently less attractive to a gas-price-conscious public. Design engineers scrambled to change the car in the last few months leading up to its debut, adding a slimmed down version with a smaller engine. All of the design overtime meant that the project budget took a big hit though, thanks to: A) The initial low estimate. B) The unexpected technical difficulties. C) This external factor. D) The lack of definition.
A) Conceptualization phase.
36) The degree of risk associated with the project is typically at its highest during the: A) Conceptualization phase. B) Planning phase. C) Execution phase. D) Termination phase.
D) Clearly define each activity that will be performed including its resource needs and budget.
36) The first step in earned value management is to: A) Create the activity and resource usage schedules. B) Develop a time-phased budget that shows expenditures across the project's life. C) Total the actual costs of doing each task to arrive at the actual cost of work performed. D) Clearly define each activity that will be performed including its resource needs and budget.
B) 0.107
36) The overall consequence of failure was 0.4 and curiously enough, the consequence of performance is twice that of reliability; the consequence of reliability is twice that of schedule; and the consequence of schedule is twice that of cost. What is the consequence of failure cost? A) 0.091 B) 0.107 C) 0.123 D) 0.136
C) day 29
36) Use the information in the table to determine the early finish time for Activity D. Task Predecessor Duration Early Start Early Finish Late Start Late Finish A -- 8 B A 14 C A 23 8 D C, B 6 23 26 E C 32 F D, E 32 38 A) day 23 B) day 26 C) day 29 D) day 32
D) 8 hours
36) Use the project described in the table to determine the total resources required for this project on day 10 if a worker is expected to devote half-time (four hours per day) to this project. Assume that the project work is conducted on a 5-day-per-week basis. Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) 5 hours B) 10 hours C) 4 hours D) 8 hours
D) Low probability of return on investment
36) Which of these factors weighs heavily in the decision to terminate a project? A) Inability to protect results B) Increased market receptiveness C) Meeting project cost milestones D) Low probability of return on investment
A) Worker commitment.
37) A behavioral issue that is crucial to maintaining the ongoing viability of a project is: A) Worker commitment. B) Increasing importance to the firm. C) Financial impact to the company. D) Relatively minor technical problems.
B) Matrix structure.
37) A dual hierarchy is the salient feature of a: A) Project structure. B) Matrix structure. C) Functional structure. D) Bi-modal structure.
D) The project budget.
37) A plan that identifies the allocated resources, the project's goals, and the schedule that allows an organization to achieve those goals is: A) The work breakdown structure. B) The risk management plan. C) The statement of work. D) The project budget.
A) 34 weeks
37) A project has the activity duration and cost information indicated in the table where all times are in weeks. There is a penalty of $6,000 per week for every week the project extends beyond 25 weeks. What is the lowest total cost duration for completing this project? Activity Predecessor Normal Time Normal Cost Crash Time Crash Cost A -- 8 $12,000 5 $22,000 B A 12 $18,000 9 $32,000 C A 15 $22,000 9 $62,000 D B 3 $9,000 2 $18,000 E C 9 $15,000 5 $35,000 F E 7 $5,000 5 $8,000 G D 8 $13,000 6 $23,000 H A 12 $20,000 8 $32,000 J H 6 $45,000 4 $56,000 A) 34 weeks B) 36 weeks C) 40 weeks D) 43 weeks
D) $50,000 initial outlay with $5,000 cash inflows during the first two years, $15,000 during the third and fourth years, and $20,000 during the fifth year
37) A project manager is using the internal rate of return method to make the final decision on which project to undertake. Which of these four projects has the highest internal rate of return? A) $100,000 initial outlay with $10,000 cash inflows during the first two years, $20,000 during the third and fourth years, and $30,000 during the fifth year B) $100,000 initial outlay with a $5,000 cash inflow during the first year, $15,000 cash inflow during the second year, and $25,000 cash inflows during years three through five C) $75,000 initial outlay with a $5,000 cash inflow during the first year, increasing by $5,000 per year through the fifth year D) $50,000 initial outlay with $5,000 cash inflows during the first two years, $15,000 during the third and fourth years, and $20,000 during the fifth year
D) what the leaders do.
37) If all the project management studies discussed in the text are synthesized, it quickly becomes apparent that the key to understanding leadership behavior is to focus on: A) where in the organizational hierarchy the project leaders are located. B) where in the organizational hierarchy the project team members are located. C) who the leaders are. D) what the leaders do.
D) Work packages.
37) The lowest level in work breakdown structure contains the: A) Atoms. B) Activities. C) Finite elements. D) Work packages.
D) Greater than 0.9
37) The project team toiled long into the night to develop consequence of failure scores and probability of failure scores as indicated below. What is the overall risk factor for the project? A) Less than or equal to 0.7 B) Greater than 0.7 but less than or equal to 0.8 C) Greater than 0.8 but less than or equal to 0.9 D) Greater than 0.9 Maturity 0.7 Cost 0.4 Complexity 0.6 Schedule 0.6 Dependency 0.8 Reliability 0.8 Performance 0.9
D) Termination phase.
37) The technical challenges that the project has to face are typically at their lowest during the: A) Conceptualization phase. B) Planning phase. C) Execution phase. D) Termination phase.
A) Week 6
37) Use the information in the table and assume that a worker is expected to devote half-time (four hours per day) to this project with work taking place on a 5-day-per-week basis. Which week has the lowest resource usage? Activity Duration Predecessor A 5 days -- B 4 days A C 5 days A D 6 days B E 6 days C, D F 6 days E A) Week 6 B) Week 2 C) Week 4 D) Week 3
D) day 23
37) Use the information in the table to determine the late finish time for Activity B. Task Predecessor Duration Early Start Early Finish Late Start Late Finish A -- 8 B A 14 C A 23 8 D C, B 6 23 26 E C 32 F D, E 32 38 A) day 17 B) day 26 C) day 20 D) day 23
C) making sure he was in close proximity to the rest of the faculty.
38) "Loose Cannon" Buchanan said and did whatever he wanted, which was usually at odds with the behavior of the rest of the business faculty. An appropriate mechanism for bringing him into alignment with the rest of the team is: A) issuing superordinate goals. B) creating a formalized set of rules. C) making sure he was in close proximity to the rest of the faculty. D) have the team adopt his aberrant behavioral patterns.
B) The difference between the earned value and the planned value.
38) In earned value management, schedule variance is defined as: A) The difference between the earned value and the actual cost. B) The difference between the earned value and the planned value. C) The difference between the actual cost and the planned value. D) The difference between the cost and schedule performance indices multiplied by the budgeted cost at completion.
B) The lack of viable commercial objectives.
38) Surveys on the early warning signs of project failure indicate that a red flag for failure is: A) The time to complete the project lengthens. B) The lack of viable commercial objectives. C) The political forces have turned against the project. D) The benefits of the project won't be realized until the end.
A) Strong matrix.
38) The project manager controls most of the project activities and functions, including the assignment and control of project resources in the: A) Strong matrix. B) Weak matrix. C) Dual matrix. D) Primal matrix.
C) Capability.
4) A project screening criterion that allows the company to compare long-term versus short-term projects, projects with different technologies, and projects with different commercial objectives is: A) Flexibility. B) Ease of use. C) Capability. D) Realistic.
D) Resource loading charts.
4) The BEST method for establishing the existence of resource conflicts across project activities uses: A) Gantt charts. B) Network diagrams. C) Pareto diagrams. D) Resource loading charts.
D) Starvation.
4) The departmental patriarch spent his last years at the university developing and promoting a Student Portfolio Project that required all departmental faculty to create integrated course projects and maintain a database of their students' work. New graduates could refer their prospective employers to the Student Portfolio Project database to mine examples of their work. The patriarch retired, funding and effort dried up, and the project lingered in a few syllabi and on the department's web site for a year or two but now any mention of it elicits either puzzled looks or wry grins from the remaining faculty. The patriarch's Student Portfolio Project has officially been terminated by: A) Extinction. B) Addition. C) Integration. D) Starvation.
D) Project importance is enhanced by setting authority equal to that of functional departments.
41) A matrix organization for project management has a distinct advantage because: A) Dual hierarchies mean two bosses. B) A significant amount of time is spent negotiating the sharing of critical resources. C) Workers must reconcile competing project and functional demands. D) Project importance is enhanced by setting authority equal to that of functional departments.
D) -$122,569
41) A project manager is using the net present value method to make the final decision on which project to undertake. The company has a 15% required rate of return and expects a 5% rate of inflation for the following four years. What is the NPV of a project that has cash flows as shown in the table? Year Cash Flow 0 -$350,000 1 $50,000 2 $80,000 3 $100,000 4 $150,000 A) $4.955 B) $42,586 C) -$23,667 D) -$122,569
D) polychronic preference.
41) Bill runs his life like he runs Windows, always working on six or seven things at once. He exhibits: A) multitasking skills. B) simultaneity. C) co-processing ability. D) polychronic preference.
A) Are the summary of the work packages that support it.
41) The costs attached to subdeliverables: A) Are the summary of the work packages that support it. B) Are called phantom costs. C) Should be subtracted directly from deliverable costs. D) Are not recoverable unless explicitly stated in the work breakdown structure.
D) Client acceptance.
41) The most recent addition to the four criteria of project success is: A) Time. B) Cost. C) Performance. D) Client acceptance.
A) Greater than 0.7
41) Use the failure probability and consequence scores shown in the table to determine the consequence of failure for the project. A) Greater than 0.7 B) Less than or equal to 0.7 but greater than 0.5 C) Less than or equal to 0.5 but greater than 0.3 D) Less than 0.2 Maturity 0.6 Cost 0.2 Complexity 0.8 Schedule 0.3 Dependency 0.6 Reliability 0.2 Performance 0.5
A) $14,250
42) A project has the activity duration and cost information indicated in the table where all times are in weeks. For every week longer than 30 weeks, there is a penalty of $300. What is the highest total cost for completing this project? Activity Normal time Crash time Normal Cost Crash Cost Predecessor A 8 5 $1,000 2,000 B 6 4 1,500 2,000 A C 8 5 1,800 2,300 A D 12 9 1,000 1,800 B E 14 11 950 1,450 B F 9 7 1,500 1,900 C, D G 7 5 2,300 2,800 E, F A) $14,250 B) $13,950 C) $13,550 D) $13,150
B) 4.1 years
42) A project manager is using the payback method to make the final decision on which project to undertake. The company has a 10% required rate of return and expects a 4% rate of inflation for the following five years. What is the non-discounted payback of a project that has cash flows as shown in the table? Year Cash Flow 0 -$500,000 1 $50,000 2 $75,000 3 $150,000 4 $150,000 5 $750,000 A) 3.7 years B) 4.1 years C) 5.0 years D) 4.8 years
D) Accept it.
42) If the risk of a negative outcome is slight, the BEST course of action might be to: A) Minimize it. B) Share it. C) Transfer it. D) Accept it.
A) Heavyweight project organization.
42) The belief that organizations can sometimes gain tremendous benefit from creating a fully dedicated project organization is captured by the term: A) Heavyweight project organization. B) Matrix organization. C) Benevolent society. D) Leveraged benefits.
C) Performance.
42) The project success criteria that functions as a quality check is: A) Time. B) Cost. C) Performance. D) Client acceptance.
B) Obsolete before it can be finished.
42) The rapid evolution of technology and the need to freeze a project's scope can combine to render a project: A) Too costly to complete. B) Obsolete before it can be finished. C) A poor fit with current company strategy. D) So complex that it will take too long to complete.
A) timeline orientation.
42) Uncle Rico spends every waking hour selling Tupperware and reminiscing about his glory years in high school, mostly the latter. The past is his: A) timeline orientation. B) time span. C) time conception. D) temporal preference.
B) 88 hours
42) Use the information in the table and assume that a worker is expected to devote half-time (four hours per day) to this project with work taking place on a 5-day-per-week basis. What is the total resource requirement for activity G? Activity Predecessor Hours per Day Time (Days) A -- 4 6 B A 4 11 C A 5 5 D B 4 6 E B 4 6 F B 6 3 G C, D 8 11 H E, F 8 8 J G, H 3 10 K J 6 4 A) 22 hours B) 88 hours C) 44 hours D) 132 hours
D) A reduction of top management's control of the budget process to one of oversight.
42) 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.
A) Activity-based budgeting.
43) A budgeting method that assigns costs first to activities and then to projects based on each project's use of resources is: A) Activity-based budgeting. B) Zero-based budgeting. C) Top-down budgeting. D) Bottom-up budgeting.
A) Day 21
43) A project consisting of six activities is shown in the table. If the project manager decides to operate on a late start schedule, which of these days has the highest resource requirements? Activity Duration (days) Activity Cost Predecessor K 10 140 L 8 64 K, M M 12 96 N 6 120 M P 14 168 L Q 12 144 N A) Day 21 B) Day 18 C) Day 24 D) Day 15
B) 4.3 years
43) A project manager is using the payback method to make the final decision on which project to undertake. The company has a 15% required rate of return and expects a 5% rate of inflation for the following five years. What is the discounted payback of a project that has cash flows as shown in the table? Year Cash Flow 0 -$500,000 1 $50,000 2 $75,000 3 $150,000 4 $150,000 5 $750,000 A) 3.9 years B) 4.3 years C) 4.6 years D) 4.1 years
B) Minimize risk.
43) The professor wore both a belt and suspenders during lecture each day because he chose to: A) Accept risk. B) Minimize risk. C) Share risk. D) Transfer risk.
C) These are assigned to the units performing project activities.
43) When work is organized into cost control accounts: A) The work no longer needs to be tracked by the project manager. B) The subdeliverables become cost centers instead of profit centers for the project. C) These are assigned to the units performing project activities. D) These budgets can then be assigned back to the project manager's department.
D) Day 15
44) A project consisting of six activities is shown in the table. If the project manager decides to operate on a late start schedule, which of these days has the lowest resource requirements? Activity Duration (days) Activity Cost Predecessor K 10 140 L 8 64 K, M M 12 96 N 6 120 M P 14 168 L Q 12 144 N A) Day 21 B) Day 18 C) Day 24 D) Day 15
D) $6,000.
49) The expected cost of an item that is estimated at $5,000 with a task contingency multiplier of 1.2 is: A) $4,167. B) $5,000. C) $5,200. D) $6,000.
C) The project achieved the triple constraint plus the one external condition.
44) A project has achieved success. Which of the following statements is another way of expressing the same outcome? A) The project achieved the dual constraint plus the two external conditions. B) The project achieved the triple constraint plus the one internal condition. C) The project achieved the triple constraint plus the one external condition. D) The project achieved the dual constraint plus the two internal conditions.
C) predicting.
44) A project manager should have an ability to generate estimates of what will occur in the future, which is termed: A) time warping. B) creating future vision. C) predicting. D) chunking time.
B) Identifying activities that consumer resources and assigning costs to them.
44) Activity-based costing and bottom-up budgeting share the step of: A) Identifying cost drivers associated with each activity. B) Identifying activities that consumer resources and assigning costs to them. C) Assigning costs to projects by multiplying the cost driver rate times the volume of units. D) Tending to overestimate project costs due to the lack of involvement by top management.
B) When a company may not recover the money it invests in a project.
44) Options models are used to assist in project selection decisions: A) When IRR calculations are favorable but NPV calculations are unfavorable. B) When a company may not recover the money it invests in a project. C) When NPV calculations are favorable but IRR calculations are unfavorable. D) When a company is guaranteed to recover the money it invests in a project.
B) Linear responsibility chart.
44) Project team members can identify who should be notified of task completion status by checking the: A) Control account. B) Linear responsibility chart. C) Statement of work. D) Monthly joint review report.
B) One dummy activity.
44) The AOA network described by this table needs: Activity Predecessor A -- B -- C A, B D B E C, D A) Zero dummy activities. B) One dummy activity. C) Two dummy activities. D) Three dummy activities.
C) Project matrix.
44) The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that construction projects tended to be most effectively executed when the organizational structure was a: A) Project organization. B) Balanced matrix. C) Project matrix. D) Functional matrix.
D) rewarding good behavior.
45) Flexibility, creativity, and pragmatism are three keys to: A) making the project team as tangible as possible. B) developing a personal touch. C) creating a virtual team. D) rewarding good behavior.
D) recapturing the past.
45) Pete has worked in maintenance at the hospital for 30 years and knows all of the things about the pipes and circuits that don't show up on the blueprints. He also knows which outside contractors and suppliers have been bargains, how long every remodeling job has taken, and which major power brokers in the hospital still have scores to settle. When a new project is in the conceptualization stage the hospital architect always calls on Pete to regale him with tales drawn deep from his memory banks so his knowledge can be leveraged to its fullest. In the language of project management, Pete is: A) time warping. B) chunking time. C) positioning. D) recapturing the past.
C) Be objective in their selection method.
45) Regardless of which selection method a firm uses, it should always: A) Be able to predict how much revenue will be returned to the firm each year. B) Know which project will ultimately succeed and which ones will fail. C) Be objective in their selection method. D) Use a weighted scoring technique.
C) Two dummy activities.
45) The AOA network described by this table needs: Activity Predecessor A -- B -- C A D A, B E C F C, D A) Zero dummy activities. B) One dummy activity. C) Two dummy activities. D) Three dummy activities.
A) Accept the risk.
45) The Farm Fresh Egg project was too great for one person to pull off. The construction costs for the coop and chicken run were enormous and the sinister threat of avian flu hung over the area like a black cloud. It was only through the combined efforts of Matsushita Chickenworks and the City of Edmond that the project would be undertaken, since they would be able to: A) Accept the risk. B) Minimize the risk. C) Transfer the risk. D) Share the risk.
D) Functional organization.
45) The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that both new product development and construction projects tended to be least effectively executed when the organizational structure was a: A) Project matrix. B) Project organization. C) Balanced matrix. D) Functional organization.
B) $21,000.
45) The new bridge would require 14 piers to support it and it was known that each time a pier is sunk into the harbor it would take 30 man hours of labor at $50 per hour. An activity-based costing of the entire pier system results in a total labor cost of: A) $19,500. B) $21,000. C) $22,500. D) $24,000.
C) Day 15
46) A project consisting of six activities is shown in the table. If the project manager decides to operate on an early start schedule, which of these days has the highest resource requirements? Activity Duration (days) Activity Cost Predecessor K 10 140 L 8 64 K, M M 12 96 N 6 120 M P 14 168 L Q 12 144 N A) Day 5 B) Day 10 C) Day 15 D) Day 20
C) Identification of remaining deliverables.
46) An internal intellectual issue that arises when a project is terminated is: A) Agreement with suppliers on outstanding commitments. B) Closing down facilities. C) Identification of remaining deliverables. D) Determinants of requirements for audit trail data.
A) The project's potential for generating future opportunities.
46) Some argue that the quadruple constraint is insufficient for determining the success of a project. Instead, the quadruple constraint must be considered along with: A) The project's potential for generating future opportunities. B) The project's ability to harm competitors. C) The project's risk in relation to its reward. D) The project's efficiency as it approaches 100%.
B) $37,000
49) What is the cumulative cost in February in this time-phased budget? A) $23,750 B) $37,000 C) $45,050 D) $50,550
A) a < d
5) Activity X has the start to finish relationship shown with activity Y and both have early start and finish times as shown. Which statement is BEST? A) a < d B) a < c C) b < c D) d < a
C) $2,625.
46) The new artisanal greenhouse would require 700 empty wine bottles be embedded in a frame made of clay and straw. The builder, a man with too much time on his hands, had determined that each time a bottle was added to the structure it would take 30 minutes of labor at $7.50 per hour in the blazing sun. An activity-based costing of the entire artisanal greenhouse revealed that the total labor cost would be: A) $2,525. B) $2,850. C) $2,625. D) $2,450.
A) recapturing the past.
46) The project leader duties of project problem solving, team member evaluation, and lessons-learned meetings are best served by the temporal skill of: A) recapturing the past. B) chunking time. C) time warping. D) creating future vision.
D) laddering could be used to redraw the network.
46) 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) hammock activities could be drawn. B) subroutines could be added. C) shortcuts can be added to the network. D) laddering could be used to redraw the network.
D) Early finish time
46) What information is NOT included in the nodes for an AOA network? A) Label B) Early start time C) Late finish time D) Early finish time
A) Responsibility assignment matrix.
47 A project manager can identify personnel who will be directly responsible for each task in the project's development by using a(n): A) Responsibility assignment matrix. B) Milestone designation chart. C) Merrill report. D) Work package report.
C) To replace the project manager as being responsible for the project.
47) A PMO is NOT used: A) As a resource center. B) To act as a central repository for project documentation. C) To replace the project manager as being responsible for the project. D) As the place where project management improvements are identified and then disseminated to the rest of the organization.
A) Slack on the critical path.
47) Dummy activities have a duration equal to the: A) Slack on the critical path. B) Length of the predecessor. C) Length of the successor. D) Lag needed to preserve network logic.
A) 34
47) Project Test Bank is composed of activities we will refer to as A, B, C, and D for convenience (and lack of creativity). Durations and precedence requirements are shown in the table. Each of these activities can be conveniently laddered into two sub-activities of equal duration. The first half of each activity serves as the predecessor to its second half and the first half of the original following activity. What is the expected completion time of the laddered project? Activity Length Predecessor A 10 -- B 18 A C 14 A D 20 B, C A) 34 B) 38 C) 42 D) 48
B) A contingency reserve.
47) The firm set aside a little extra money just in case an unforeseen element of cost pushed the project beyond what they had budgeted. This extra money is called: A) A rainy day fund. B) A contingency reserve. C) An escalation clause. D) A sinking fund.
B) chunk time.
47) The salty project manager instinctively knew that this was to be no easy task. As she surveyed the project objectives and the resources she had at her disposal, she did some quick mental arithmetic and parsed the next two years into pieces that were easier to manage and easier to explain to the team that sat in stunned silence all around her. The only way that this project would get off the ground and ultimately be delivered was thanks to her ability to: A) create future vision. B) chunk time. C) time warp. D) recapture the past.
B) virtual team.
47) The use of electronic media including e-mail, internet, and teleconferencing to link geographically dispersed members creates a(n): A) electronic team. B) virtual team. C) telegenic team. D) cyber team.
A) Configuration control.
48) Procedures that monitor emerging project scope against the original baseline scope are called: A) Configuration control. B) Design control. C) Trend monitoring. D) Document control.
B) 38
48) Project Test Bank is composed of activities we will refer to as A, B, C, and D for convenience (and lack of creativity). Durations and precedence requirements are shown in the table. Each of these activities can be conveniently laddered into two sub-activities of equal duration. The first half of each activity serves as the predecessor to its second half and the first half of the original following activity. What is the expected completion time of the laddered project? Activity Length Predecessor A 10 -- B 18 A C 14 A D 20 B, C A) 34 B) 38 C) 42 D) 48
A) Intellectual and internal.
48) Projects accumulate quantities of unused supplies and materials. It is imperative that an organization have a method for disposing of these materials when a project is terminated. This issue is: A) Intellectual and internal. B) Intellectual and external. C) Emotional and of the project team. D) Emotional and of the client.
B) 70 days
49) A project consists of eleven activities (all times are given in days) and has worker requirements as indicated in the table. Assume that all four workers employed by this organization are generalists and are able to work on any of the tasks. What is the fastest the project can be completed while constrained by the four worker limitation? Activity Activity time Workers Needed Predecessor A 10 1 B 4 2 C 7 3 A D 4 1 A E 8 2 B F 9 3 C,E G 13 1 D H 14 2 E,G J 13 3 F K 10 1 H, J L 5 2 K A) 68 days B) 70 days C) 66 days D) 72 days
A) Activity scheduling.
49) A typical PMO could supply a company's project manager with assistance in: A) Activity scheduling. B) Establishing organizational structure. C) Crafting a mission statement. D) Day-to-day process improvement.
B) An emotional one for the clients.
49) Many times, clients will shift new people into the project who have no experience with it as they move their key people to new challenges. This issue is: A) An emotional one for the project team. B) An emotional one for the clients. C) One that is internal and intellectual. D) One that is external and intellectual.
C) Impact on the customer.
49) The dimension of project success that is measured by both an internal and external criterion is: A) Future potential. B) Business success. C) Impact on the customer. D) Efficiency.
D) absolute honesty.
5) The authentic atmosphere that is vital for project manager and team to function in can be described as: A) exchange of purpose. B) a right to say no. C) joint accountability. D) absolute honesty.
B) 33 days
50) A gentleman farmer maniacally works on academic projects to raise funds for his true passion, farming. He has identified seven tasks and developed three time estimates (all in days) of the next big project on the farm, replacing the fence at the comedy pasture. Tasks, precedence requirements, and time estimates are shown in the table. What is the expected completion time of the project? Activity Optimistic time Most Likely time Pessimistic time Predecessor Corner Posts 4 5 6 -- String Line 7 8 9 -- Dig Holes 10 12 14 Corner Posts Plant Posts 11 14 17 String Line Weld Top Bar 8 11 14 String Line Paint 9 11 13 Dig Holes, Plant Posts Tack Wire 9 12 16 Weld Top Bar A) 32 days B) 33 days C) 34 days D) 35 days
D) 50/50 rule.
50) Once an activity is begun, it is assumed to be half done under the: A) "Once begun, half done" rule. B) Minimal effort rule. C) Midway rule. D) 50/50 rule.
A) About $15,400.
50) Twenty-thousand dollars was budgeted for the office renovation that had a task contingency multiplier of 1.3. The estimated cost of the task must be: A) About $15,400. B) About $26,000. C) About $22,800. D) About $18,600.
C) $9,750
50) What is the total amount budgeted for design costs in this time-phased budget? A) $5,250 B) $4,500 C) $9,750 D) $12,550
A) Percentage complete camp.
51) Each activity contained a series of milestones that represented a previously agreed-upon amount of work. Once the low graffiti was erased, 35% of the activity had been completed and once the mid-level graffiti was erased, 70% of the activity had been completed. This project manager was clearly in the: A) Percentage complete camp. B) Micromanagement camp. C) 35/70 camp. D) 3K specifications camp.
D) $45,050
51) What is the total amount budgeted for March in this time-phased budget? A) $37,250 B) $82,050 C) $41,000 D) $45,050
C) Managerial contingency.
52) The budget safety measures that address higher risks than task contingency are known as: A) CYA factors. B) Buffer stocks. C) Managerial contingency. D) Task offsets.
A) Acquisition control system.
52) The framing crew would never know when it was time to order more $400 hammers without their fancy new: A) Acquisition control system. B) Specification control system. C) Configuration control system. D) Design control system.
D) An "act of God."
53) A common use of managerial contingency funds would be for: A) Office supplies. B) Management consulting fees. C) A sudden increase in the price of unleaded gasoline. D) An "act of God."
A) 0.055
53) A gentleman farmer maniacally works on academic projects to raise funds for his true passion, farming. He has identified seven tasks and developed three time estimates (all in days) of the next big project on the farm, replacing the fence at the comedy pasture. Tasks, precedence requirements, and time estimates are shown in the table. What is the probability that the project is completed in 31 days? Activity Optimistic time Most Likely time Pessimistic time Predecessor Corner Posts 4 5 6 -- String Line 7 8 9 -- Dig Holes 10 12 14 Corner Posts Plant Posts 11 14 17 String Line Weld Top Bar 8 11 14 String Line Paint 9 11 13 Dig Holes, Plant Posts Tack Wire 9 12 16 Weld Top Bar A) 0.055 B) 0.092 C) 0.125 D) 0.187
A) Day 56
53) A project consists of eleven activities (all times are given in days) and has worker requirements as indicated in the table. Assume that all four workers employed by this organization are generalists and are able to work on any of the tasks. What day does activity K start under a leveled project with the four worker limitation? Activity Activity time Workers Needed Predecessor A 10 1 B 4 2 C 7 3 A D 4 1 A E 8 2 B F 9 3 C,E G 13 1 D H 14 2 E,G J 13 3 F K 10 1 H, J L 5 2 K A) Day 56 B) Day 57 C) Day 58 D) Day 59
D) Stakeholders.
53) All groups that are affected by a project are known by this name: A) Ombudsmen. B) Team members. C) Minions. D) Stakeholders.
D) Can have all of the features described in A-C above.
53) An AOA network: A) Cannot show a merge activity. B) Cannot show a burst activity. C) Cannot have consecutive merge and burst activities. D) Can have all of the features described in A-C above.
B) Aggregation of all earned value measures across the firm's entire project portfolio.
53) Earned value management at the portfolio level requires: A) A single project manager with a single metric system. B) Aggregation of all earned value measures across the firm's entire project portfolio. C) Only positive variances for both budget and schedule. D) Only negative variances for both budget and schedule.
B) Specification controls, the homeowner ended up with the right oven.
53) The homeowner lusted over a 36,000 BTU oven in his dream kitchen, but his contractor got a deal on a 20,000 BTU oven and installed it without a peep. Thanks to: A) Acquisition controls, the homeowner ended up with the right oven. B) Specification controls, the homeowner ended up with the right oven. C) Design controls, the homeowner ended up with the right oven. D) Oven controls, the homeowner ended up with the right oven.
A) Keeping an eye on project status without influencing the project.
53) The weather station model performs the invaluable function of: A) Keeping an eye on project status without influencing the project. B) Establishing standards for managing projects. C) Enforcing the adherence to accepted protocols for project management. D) Improving the current state of project management procedures.
B) The client firm may have some legal claim to punitive damages.
53) When contractual claims are defaulted due to the failure of a project to be completed and delivered: A) The client firm should file an ex-gratia claim. B) The client firm may have some legal claim to punitive damages. C) The project firm should file an ex-gratia claim. D) The project firm may have some legal claim to recovery.
B) Configuration identification.
57) The stage of configuration management where the breakdown of the project to the necessary leel of definition is identified as: A) Configuration review. B) Configuration identification. C) Status accounting. D) Configuration control.
D) Activities D, E, and F
54) A project consisting of six activities is represented in the resource loading table shown below. There is a limit of 12 hours' time spent on this project for any given day. What activities are involved in the first resource problem in this schedule? Act. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 A 4 4 4 4 B 4 4 4 4 4 4 4 4 4 4 4 C 5 5 5 5 5 D 4 4 4 4 4 4 E 4 4 4 4 4 4 F 6 6 6 A) Activities A, B, and C B) Activities B, C, and D C) Activities C, D, and E D) Activities D, E, and F
C) At the start of a project.
54) The BEST time to establish reasonable controls is: A) After a project is over. B) At the end of a project. C) At the start of a project. D) When they are first needed during the project.
A) Mentoring.
54) The act of pairing a junior project team member with a senior manager in order to help the junior team member to learn best practices is known as: A) Mentoring. B) Cross-training. C) Supervising. D) Interning.
D) $251,382
54) What is the cumulative project budget for September in this time-phased budget? A) $96,052 B) $155,330 C) $152,927 D) $251,382
A) Activity B
55) A project consisting of six activities is represented in the resource loading table shown below. There is a limit of 12 hours' time spent on this project for any given day. Which activity should be left alone if at all possible in the adjustment process among the candidates? Act. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 A 4 4 4 4 B 4 4 4 4 4 4 4 4 4 4 4 C 5 5 5 5 5 D 4 4 4 4 4 4 E 4 4 4 4 4 4 F 6 6 6 A) Activity B B) Activity C C) Activity F D) Activity E
B) politician
55) A project manager puts on his "nontraditional hat" and smoothly works the room, networking among functional managers and attempting to secure their cooperation with the project. This nontraditional role is best described as that of a(n): A) ambassador. B) politician. C) cheerleader. D) visionary.
C) Competitive benchmarking.
55) ABC company compares the way they manage projects with the way rival NBC company manages projects. ABC company is engaged in: A) Corporate espionage B) Ring level 0. C) Competitive benchmarking. D) Cutting edge practices.
B) Because they don't need dummy activities.
55) AON networks have an advantage over AOA networks: A) If the project under study is complex. B) Because they don't need dummy activities. C) In the construction industry because they are the norm. D) When it is critical to highlight milestones.
C) process.
55) Conflict is not a state, but a: A) way of life. B) condition. C) process. D) certainty.
A) Human and technical resources.
55) Project portfolio management is typically NOT used to balance: A) Human and technical resources. B) Risk and return. C) Efficiently run projects and nonperformers. D) Various families of projects.
A) streamline the linkage and sequencing between activities and keep project resources fully employed.
55) The overall effect of laddering activities is to: A) streamline the linkage and sequencing between activities and keep project resources fully employed. B) summarize some subsets of the activities identified in the overall project network. C) allow the project team to disaggregate the overall project network into logical summaries. D) allow the project manager to more fully deploy resources and complete the project with zero slack.
D) it doesn't really matter if one party has truly wronged another party.
56) Because conflict is perceptual in nature: A) it is a state. B) it is essentially static. C) it often cannot be solved by any conventional means but must be refereed. D) it doesn't really matter if one party has truly wronged another party.
A) The judge can offer suggestions for dispute resolution but cannot enforce these opinions.
56) In non-binding arbitration: A) The judge can offer suggestions for dispute resolution but cannot enforce these opinions. B) The two parties agree to open up, or unbind, their books for inspection by the other party. C) The client and project organizations both agree to perform exactly what the judge decrees. D) The client and project organizations are not bound by the rules of law.
B) hammock activities.
56) Summaries for some subsets of the activities identified in the overall project network are called: A) ladder activities. B) hammock activities. C) negative float activities. D) compressed activities.
B) Simplify network logic and reduce it to the most meaningful relationships.
56) The BEST approach to network representation of a large and hugely complex project is to: A) Represent all activities and relationships. B) Simplify network logic and reduce it to the most meaningful relationships. C) Use AOA. D) Use AON.
C) risk taker.
56) There is a significant chance that the project can be executed successfully but if it can't, the project manager and team may be updating their resumes. This champion can best be described as a(n): A) administrator. B) ambassador. C) risk taker. D) visionary.
C) Emphasis on quality
56) Which of these is NOT a factor in successful project portfolio management? A) Flexible structure and freedom of communication B) Low-cost environmental setting C) Emphasis on quality D) Time-paced transition
C) cheerleader
57) A(n) ________ maintains a clear sense of purpose and a firm idea of what is involved in creating the project. A) politician B) ambassador C) cheerleader D) visionary
C) the project team to better disaggregate the overall project network into subsets.
57) Hammock activities allow: A) project managers to streamline the linkage and sequencing between activities. B) project workers to effectively skip nonessential activities without compromising project quality. C) the project team to better disaggregate the overall project network into subsets. D) the project manager to identify float more quickly and leverage it more successfully for the overall success of the project.
B) How the project fared compared to baseline schedule and budget.
57) The final project report should answer questions related to project performance, such as: A) How the organization's operating structure either helped or hindered the project team and their efforts. B) How the project fared compared to baseline schedule and budget. C) How consistently the organization estimated the completion time for activities. D) How close the project came to achieving its goals.
A) Has a number of low-cost experimental prototypes.
58) A firm is BEST served if its project portfolio: A) Has a number of low-cost experimental prototypes. B) Devotes significant resources to hit product "home runs." C) Aims to take the marketplace by storm regardless of future trends. D) Represents narrowly concentrated efforts.
C) The method of determining the number of signatures in the change order process
58) Administrative performance review is an important component of the final project report. Which item is a key facet of administrative performance? A) The method of assuring that project team members have adequate training B) The method of determining activity and resource costs C) The method of determining the number of signatures in the change order process D) The method of measuring stakeholder satisfaction
D) Formation phase.
58) Funding problems are a key success inhibitor in the: A) Build-up phase. B) Close-out phase. C) Main phase. D) Formation phase.
B) When plans and project scope are first articulated.
58) The management of project changes is most effectively accomplished: A) When project change needs arise. B) When plans and project scope are first articulated. C) Once closeout is complete. D) During the configuration identification phase.
A) Risk management follows a life cycle much as a project follows a life cycle.
58) Which of these statements about the project risk analysis and management program is BEST? A) Risk management follows a life cycle much as a project follows a life cycle. B) The risk management strategy should be unwavering throughout the entire project life cycle. C) If a choice between accepting and transferring risk presents itself, risk should be transferred. D) Risk management is best handled using an ad hoc approach.
B) Added to the project's budget following the identification of all project costs.
59) Contingency money is: A) Not formally in the project budget, but held in a separate company account for all projects. B) Added to the project's budget following the identification of all project costs. C) The first line item in any project budget at an amount dictated by company policy. D) Not in the project's budget, but calculated and set aside once the project budget is completed.
B) Develop products with long lead times and plan ahead.
59) Successful firms use project portfolio planning routinely to: A) Make quantum jumps from one product to another. B) Develop products with long lead times and plan ahead. C) Move as quickly as possible into new territory. D) Move at glacial pace always within the same product line.
C) Team-building and staffing policies.
59) The final report should include an assessment of the effectiveness of the project team, not only in terms of actual performance on the project, but also with regard to: A) Imagined performance on the project. B) Planned performance on the project. C) Team-building and staffing policies. D) Their progression through the stages of group development.
C) traditional view of conflict.
59) The husband in the marriage project meekly apologized and hid in the garage while the other project team member rampaged through the house. The husband holds the: A) behavioral view of conflict. B) interactionist view of conflict. C) traditional view of conflict. D) attributional view of conflict.
C) Meet with all the project stakeholders to agree to the current project definition.
59) The primary action during a configuration review is to: A) Develop a breakdown of the project to the necessary level of definition. B) Identify the specifications of the components of the breakdown and of the total project. C) Meet with all the project stakeholders to agree to the current project definition. D) Change the specifications last obtained by a process change control to match what people think it should be.
B) $3,200.
6) A systems analyst is paid at the rate of $50/hour and will be needed for 40 hours. Her employer uses an overhead multiplier of 60% and does not factor in personal time. Her total direct labor cost should be billed at: A) $2,000. B) $3,200. C) $1,250. D) $4,500.
D) Cost.
6) An MBA redesign committee plans to spend a decade traveling the world to benchmark graduate programs at other universities. Regardless of the screening model being used, it will suffer from poor performance in the area of: A) flexibility. B) Capability. C) Comparability. D) Cost.
D) All of the above.
6) Project members may be from: A) Different departments. B) Other organizational units. C) One functional area. D) All of the above.
B) float.
6) The amount of time an activity may be delayed from its early start without delaying the finish of the project is the: A) delay. B) float. C) late start. D) late finish.
A) The project is in the concept phase.
6) The greatest project opportunity occurs when: A) The project is in the concept phase. B) The project is in the development phase. C) The project is in the implementation phase. D) The project is in the termination phase.
B) A manager's title is bestowed by the organization
6) Which statement regarding the duties of leaders and managers is best? A) Leaders embrace the status quo while managers support change. B) A manager's title is bestowed by the organization. C) Leaders aim for efficiency. D) Managers aim for effectiveness.
A) A.
60) Consider the portfolio of projects described in the table. The resource requirements are in numbers of labor hours. The Greatest Resource Demand rule would begin work with project: Project Date Rec'd Date Due Resource 1 Resource 2 Resource 3 A Apr 2006 Oct 2006 200 350 400 B Feb 2006 Sep 2006 125 200 100 C Mar 2006 Aug 2006 100 650 200 D Jan 2006 Nov 2006 150 250 350 A) A. B) B. C) C. D) D.
D) Interaction costs.
60) It was fortunate that the project budget included contingency funding; the top manager had not foreseen that the project would need the services of their elite slide rule squad in more than one area at the same time. Design couldn't complete their work without their services, nor could marketing, or production. Contingency funds came in handy to meet the unanticipated: A) Change in project scope. B) Abnormal project conditions. C) Consequences of Murphy's Law. D) Interaction costs.
D) Geographical location.
60) The Luther Post Office closes the customer service window promptly at noon for their lunch break and opens again at one, perhaps a little after if the town's Sonic is busy. The Jones Post Office workers are aghast at this policy, preferring to stagger their lunch breaks so that the customer service window is always attended. It would appear that this difference in culture is primarily driven by: A) Reward systems. B) Key organizational members. C) Critical incidents. D) Geographical location.
D) Memory.
60) The status accounting step of configuration management functions primarily as: A) A hierarchy. B) Binding arbitration. C) Cost control. D) Memory.
C) almost 100% of the successful projects had a clearly identifiable champion.
61) A recent study of new product development projects at a variety of organizations revealed that: A) almost 50% of the successful projects had a clearly identifiable champion. B) almost 25% of the successful projects had a clearly identifiable champion. C) almost 100% of the successful projects had a clearly identifiable champion. D) almost 75% of the successful projects had a clearly identifiable champion.
A) 13, 36
62) A project has the precedence requirements and activity durations shown in the table. After he draws the network, the project manager decides that activities H and I can be represented by a hammock activity. What are the early start and late finish times associated with this hammock activity? Time Predecessor A 7 B 8 A C 13 B D 8 C E 7 A F 6 E G 6 A H 11 G I 12 H J 14 D, F, I A) 13, 36 B) 13, 24 C) 24, 36 D) 7, 36
B) Historical records.
62) Project closeout documentation that can be used to predict trends, analyze feasibility, and highlight problem areas for similar future projects is: A) Post project analysis. B) Historical records. C) Financial closeout. D) Post-mortem.
C) The earliest late finishers are scheduled first.
62) The Minimum Late Finish Time rule stipulates that: A) The earliest late finishers are scheduled last. B) The latest early finishers are scheduled first. C) The earliest late finishers are scheduled first. D) The latest late finishers are scheduled first.
C) Project management training programs.
62) The author's synthesis of all well-known maturity models states that moderate project management maturity is characterized by: A) Ad hoc processes. B) Little support from upper management. C) Project management training programs. D) Active exploration of ways to improve project management.
B) uncertainty.
62) The globalization committee was halfway through their first meeting before the team leader realized that his boss had granted him authority that wasn't going to be agreed to by the functional managers of his team. After the meeting, his team members reported back to their units and the team leader's phone began to ring. The source of the conflict he is about to experience is: A) differentiation. B) uncertainty. C) scarce resources. D) reward systems.
D) A forward-looking document.
62) The project final report is fundamentally: A) An historical record. B) A review of human activity. C) Window dressing for the project. D) A forward-looking document.
B) combine activities B, E, H
63) A project has the precedence requirements and activity durations shown in the table. After he draws the network, the project manager decides to represent a few activities by a hammock activity. Which is a legitimate hammock activity for this project? Time Predecessor A 7 B 8 A C 13 A D 8 A E 7 B F 6 C G 6 D H 11 E I 12 G J 14 H, F, I A) combine activities A, B, C B) combine activities B, E, H C) combine activities E, F D) combine activities G, H, I
B) avoiding the inclination to punish failure.
63) Risk taking can be encouraged in an organization by: A) seeking out projects that stand little chance of success. B) avoiding the inclination to punish failure. C) promotion of workers that are ill-equipped to lead projects. D) demoting project managers that are too conservative.
C) Financial closeout would be forever hidden from his wife.
63) The ambitious sprinkler system project was finally over and it was hard to believe that it took only two years. The project manager leaned back in his office chair and admired his emerald green lawn and flower garden that was filling in nicely. He was amused by the birds that had gathered to bathe and drink at a persistent puddle just outside his window, a harbinger of the first major repair of his own shoddy workmanship. His review of receipts for the job was less entertaining; between trips to the local home improvement store, consultations with plumbers, city inspectors, and some hired labor, he had sunk a small fortune into his lawn. The manager's: A) Historical records made for interesting reading. B) Post-project analysis would someday appear in Better Housekeeping. C) Financial closeout would be forever hidden from his wife. D) Project plan was a document for the ages.
B) To make sure the project is well defined, including all deliverables, statement of work, and project scope.
63) The first phase of a comprehensive project risk assessment should be: A) To assess the specific sources of risk at the outset of the project, including the need to fashion appropriate responses. B) To make sure the project is well defined, including all deliverables, statement of work, and project scope. C) To develop reasonable estimates of the impacts on the project of both the identified risks and the proposed solutions. D) To produce a project risk management plan that proactively offers risk mitigation strategies for the project as needed.
D) Project management maturity is an ongoing process based on continuous improvement.
63) The maturity models presented in this chapter all demonstrate that: A) Project management maturity must have at least three levels. B) Project management maturity tends to stagnate and then improve in a sudden burst to the next level. C) Project management maturity can be measured only imprecisely. D) Project management maturity is an ongoing process based on continuous improvement.
D) Post-project analysis.
64) Closeout documentation that follows a formal reporting structure, including analysis and documentation of the project's performance in terms of cost, schedule adherence, and technical specification performance, is: A) Historical records. B) Financial closeout. C) Hierarchy reporting. D) Post-project analysis.
B) It is difficult to ascertain across what project activities contingency funds should be applied.
65) A disadvantage of contingency funds is: A) A recognition that the future contains both knowns and unknowns and the problems that might arise will impact the budget. B) It is difficult to ascertain across what project activities contingency funds should be applied. C) That application to the contingency fund gives an early warning signal of a potential overdrawn budget. D) That provision is made in the company plans for an increase in project cost.
D) performing nontraditional project activities.
65) Classic project champions are often more comfortable: A) performing traditional project activities. B) avoiding their projects during the early stages. C) avoiding their projects through the final stages. D) performing nontraditional project activities.
D) eliminate tasks on the critical path.
65) One approach to reducing project length would be to: A) convert parallel paths to be serial. B) convert merge activities to burst activities. C) use hammock activities in place of multiple activities. D) eliminate tasks on the critical path.
C) Whether lessons-learned were truly learned.
65) The difference between a manager with ten years' experience and one with a year's experience ten times is: A) Dependent on the manager's tenure with the company. B) Nine years. C) Whether lessons-learned were truly learned. D) Dependent on whether the manager's projects were successful.
D) Post-project analysis.
65) The windmills of Mykonos were lovely, so Lisa contracted with an architectural firm to build one in the west pasture. Once the windmill had been built and was operational, the project team looked back at how they had managed to stay on schedule and what budget variances existed along the way. The windmill was pumping as promised, an honest two gallons per minute just as they had design it. Closeout documentation of this type is considered: A) Historical records. B) Financial closeout. C) Hierarchy reporting. D) Post-project analysis.
A) trust.
66) Recent research in organizational leadership declares that the new project leader generates and sustains: A) trust. B) revolution. C) innovation. D) joy.
A) structure step
66) The tasks of reviewing and refining the manner in which we have classified risks for the project, determining if there are commonalities across the various risks we have uncovered are performed in the ________ of the project risk analysis and management model. A) structure step B) ownership step C) define step D) plan step
B) A clear, unambiguous, shared understanding of all relevant key aspects of the RMP documented, verified, and reported.
67) The deliverable from the focus step of the project risk analysis and management model is: A) A clear, unambiguous, shared understanding of all key aspects of the project documented, verified, and reported. B) A clear, unambiguous, shared understanding of all relevant key aspects of the RMP documented, verified, and reported. C) A clear understanding of the implications of any important simplifying assumptions about relationships between risks, responses and base plan activities. D) Clear ownership and management allocations, effectively and efficiently defined, legally enforceable in practice where appropriate.
C) arbitration.
67) When a project manager imposes a judgment on warring parties, he is involved in: A) mediation. B) elimination. C) arbitration. D) acceptance.
A) getting agreement with the other party while maintaining a win-win attitude.
68) Principled negotiation is the art of: A) getting agreement with the other party while maintaining a win-win attitude. B) refusing to compromise your principles for the sake of a business deal. C) creating conflict to test for an adversary's weakness and reducing conflict once the weakness has been exposed. D) dividing your resources in the face of superior numbers.
D) put yourself in their shoes.
69) An excellent starting point in negotiations is to: A) deduce their intentions from your fears. B) identify the person that is the source of the problem. C) deduce their fears from your intentions. D) put yourself in their shoes.
D) the critical path activity that costs the least to speed up
69) In order to reduce the length of a project, it would be wise to shorten: A) the project activity that costs the least to speed up. B) the project activity that can be speeded up by the greatest amount. C) the critical path activity that can be speeded up by the greatest amount. D) the critical path activity that costs the least to speed up.
C) 0 minutes
7) Consider the Gantt chart shown below where the time scale is in minutes and all activities are performed on an early start basis. How much slack is available in The Great Hair Washing project? A) 10 minutes B) 15 minutes C) 0 minutes D) 5 minutes
C) Constraints."
7) There were conceivably an infinite number of courses he could take during his final semester, but since he worked 8-5, Jake needed to take night classes. He also needed to ensure that the class was offered at the Edmond campus rather than Midwest City, so he could get home in time for his favorite programs. This whittled down the list of possibilities to Systems Analysis Design and Differential Equations. "Neither of these courses is very attractive. I may have to rethink my priorities," Jake wondered aloud. "The work schedule and wrestling schedule are significant: A) Scope statements." B) Alternatives." C) Constraints." D) Goals."
C) The project cost more from weeks 25 through 30 than it did in weeks 10 through 15.
7) Use the S-curve to choose the BEST statement about the project it describes. The horizontal axis is in weeks. A) The total project costs in week 10 are less than budgeted. B) The total project costs in week 10 exceed the budgeted cost. C) The project cost more from weeks 25 through 30 than it did in weeks 10 through 15. D) The total amount spent on the project at the end of the 20th week is approximately $30,000.
A) Leaders embrace change while managers support the status quo.
7) Which statement regarding the duties of leaders and managers is best? A) Leaders embrace change while managers support the status quo. B) Management is more about interpersonal relationships than leadership is. C) Leaders aim for efficiency. D) Managers aim for effectiveness.
B) conducting basic personality assessment.
71) A good starting point for matching employees to project work would be: A) finding out who has the most spare time. B) conducting basic personality assessment. C) making sure that every department in the organization has at least one representative on the project team. D) observing what clusters of employees develop during informal situations.
A) focus on interests, not positions.
71) When negotiating, it is important to: A) focus on interests, not positions. B) focus on positions, not interests. C) focus on positions and interests. D) focus on neither interests nor positions.
C) inclusive brainstorming.
73) Once a negotiation process begins, during its earliest phase we should include the other party in a problem-solving session to identify alternative outcomes. This technique is called: A) broadening options. B) identifying shared interests. C) inclusive brainstorming. D) objective criteria.
C) keep skilled project managers in project work; when one project ends they are immediately assigned to another project.
74) A recent development in many companies is to: A) reassign functional managers to functions outside their area of expertise in order to build well-rounded employees. B) reassign project managers back to functional duties as soon as a project ends; then assign them to the next project within their functional area. C) keep skilled project managers in project work; when one project ends they are immediately assigned to another project. D) hire talent from outside the organization, effectively outsourcing project management talent to professional project management organizations.
D) objective criteria.
74) One of the best methods for ensuring that a negotiation proceeds along substantive lines is to frame the discussion around: A) subjective criteria. B) broadening options. C) negative brainstorming. D) objective criteria.
C) priorities among functional departments may be different and competing
8) A functional organization structure is a weakness for project management because: A) standard career paths are enabled so team members only perform their duties as needed. B) in-depth knowledge and intellectual capital development are enabled. C) priorities among functional departments may be different and competing. D) no disruption or changes to a firm's design are necessitated by projects developed within this structure.
C) The personnel, their responsibility for certain tasks, and the number of hours per week they are available.
8) What information is usually provided on a resource-usage calendar? A) The tasks, the precedence requirements, and the money per unit time needed to reduce them. B) The personnel, their hourly wage or salary, and the number of hours per week they are available. C) The personnel, their responsibility for certain tasks, and the number of hours per week they are available. D) The tasks, the people and equipment available, and the ownership and reporting relationships among them.
A) project team.
9) The best source of troubleshooting for problems is the: A) project team. B) project manager. C) project customer. D) project champion.
C) Starvation.
9) The emeritus physics professor taught at the university for forty years and had built quite a following in the community and an enviable LinkedIn network of alumni donors. The university was loath to ask him to retire, so they set up a lab where he could pursue his two passions, a perpetual motion machine and cold fusion, either of which would solve the world's energy problems. As the years passed, the budget was held constant and suffered due to the rise in prices for perpetual motion machine parts. Cold fusion material certainly wasn't getting any cheaper either, and it was evident to all the other physicists that the project was subjected to termination by: A) Extinction. B) Integration. C) Starvation. D) Addition.
