Project Management: The Managerial Process (7 Ed.) - Chapters 1 - 6

Linda has just been assigned a project to develop a new advertising campaign for an established product. Her first step should be to A. Establish project priorities B. Define the project scope C. Verify the budget available D. Assign team members to work on the project E. Determine the required completion date

B

Corporate downsizing has increased the trend toward A. Reducing the number of projects a company initiates B. Outsourcing significant segments of project work C. Using dedicated project teams D. Shorter project lead times E. Longer project lead times

B

Design flaws being revealed after the fact, extreme weather conditions, and accidents occurring are examples of: A. Hidden interaction costs B. Things going wrong on a project C. Normal conditions not applying D. Changes in project scope E. None of these are correct

B

Ed is looking over the actual results of projects and comparing them to what was estimated. He notices that projects that took six months or longer to complete were noticeably more off the estimates. Which of the following factors is he recognizing? A. Padding estimates B. Planning horizon C. Project structure D. People E. Organization culture

B

In a learning curve, the improvement ratio is applied to which of the following items? A. Direct materials B. Direct labor C. Overhead D. Both A and B are correct E. A, B, and C are all correct

B

In which of the following is the balance of authority strongly in favor of the functional managers? A. Matrix B. Weak matrix C. Balanced matrix D. Strong matrix E. Projectized

B

In which of the following stages are project objectives established, teams formed, and major responsibilities assigned? A. Conceptualizing B. Defining C. Planning D. Executing E. Delivering

B

Information to develop a project network is collected from the A. Organization breakdown structure B. Work breakdown structure C. Budget D. Project proposal E. Responsibility matrix

B

Learning curves are more likely to apply in situations where most of the costs are A. Materials B. Labor C. Overhead D. Evenly spread over materials, labor, and overhead E. All of these are equally likely situations for learning curves

B

All of the following are traditional components of the mission statement EXCEPT A. Major products and services B. Geographical domain, target customers and markets C. Organizational Philosophies and technologies D. Motivation and direction for employees E. Public image and contribution to society

D

The backward pass in project network calculations determines the A. Latest time's activities can begin B. Earliest time's activities can be finished C. Critical path D. Both A and C are correct E. A, B, and C are all correct

D

Matrix management violates the management principle of A. Span of control B. Unity of command C. Parity principle D. Empowerment E. All of these management principles

B

Method for drawing project networks where the activity is on the node (rectangle). A. Activity-on-arrow (AOA) B. Activity-on-node (AON) C. Burst Activity D. Critical Path E. Hammock Method

B

Nodes on an AOA project network represent: A. An activity B. An event C. Responsibility D. Both B and C are correct E. Both A and B are correct

B

On a project network, the activity times are derived from the A. Organization breakdown structure B. Work packages C. Budget D. Project proposal E. Responsibility matrix

B

One or more activities that can be carried on concurrently or simultaneously. A. Lag activity B. Parallel activity C. Merge activity D. Dependent activity E. Burst activity

B

The forward pass in project network calculations determines all of the following EXCEPT A. Earliest time an activity can begin. B. Earliest time an activity can finish. C. Duration of the project. D. The critical path

D

The importance of project management has increased due to A. The movement of manufacturing operations out of the U.S B. Time to market C. The movement toward flatter and leaner organizations D. Both a and b are true E. A, B, and C are all true

D

The intersection of the WBS and the OBS is called the A. Responsibility matrix B. Priority matrix C. Work package D. Cost account E. Project overlap

D

The requirement for a freshly poured foundation to cure before beginning construction is an example of which of the following type of lag? A. Start to Start B. Start to Finish C. Finish to Finish D. Finish to Start E. Any of these could be correct

D

Regardless of the criteria differences among different types of projects, typically the most important criterion for project selection is A. how the project will balance risk within the project portfolio B. Correct the project's fit to the organization strategy C. compliance D. profit E. nonfinancial

B

The accuracy of top-down estimates will typically be in the range of A. Minus 50% to plus 50% B. Minus 0% to plus 75% C. Minus 20% to plus 60% D. Minus 35% to plus 35% E. Minus 10% to plus 30%

B

The bottom-up approach for estimating times and costs that uses costs from past projects that were similar to the current project is known as: A. Detailed WBS work package estimates B. Template method C. Function point method D. Time-phased cost estimates E. Phase estimating

B

The critical path in a project network is the A. Shortest path through the network B. Longest path through the network C. Network path with the most difficult activities D. Network path using the most resources E. Network path with the most merge activities

B

The first step in creating the necessary information to manage a project is to A. Establish project priorities B. Define the project scope C. Verify the budget available D. Assign team members to work on the project E. Determine the required completion date

B

The integration of project work packages within the organization's management structure is known as A. Responsibility matrix B. Organization breakdown structure C. Work breakdown structure D. Priority matrix E. Process breakdown structure

B

The lowest element in the hierarchical breakdown of the WBS is A. A deliverable B. A work package C. A cost account D. A lowest sub deliverable E. An object

B

The tendency for the project deliverables to expand over time—usually by changing requirements, specifications, and priorities—is called: A. Scope erosion B. Scope creep C. Project bloat D. Scope enhancement E. Project add-ons

B

This estimating method begins with a macro estimate for the project and then refines estimates for phases of the project as it is implemented. A. Padding estimates B. Phase Estimating C. Overhead costs D. Ratio method E. None of the above

B

Typically an activity on a project network represents A. A single work package B. One or more tasks from a work package C. Several work packages D. A sub-deliverable E. A cost account

B

Who is responsible for determining what tasks have to be done in a matrix project management structure? A. The functional manager B. The project manager C. Both are responsible D. This is no pattern of who takes responsibility E. None of these are true

B

All of the following are disadvantages of organizing projects within a matrix arrangement EXCEPT A. Dysfunctional conflict between functional managers and project managers. B. Expensive C. Infighting D. Stressful E. Longer project duration

C

All of the following are true about work packages except A. Consume resources B. Assigned to only one manager C. Have medium to long duration D. Definitive starts and stops dates E. All of these are true

C

Resource shortages, in the form of people, equipment, or materials, is a good example of A. Hidden interaction costs B. Things going wrong on a project C. Normal conditions not applying D. Changes in project scope E. None of these are correct

C

Rough estimates that use surrogates to estimate project time and cost (also called macro estimates). A. Phase estimates B. Ratio estimates C. Top-down estimates D. Bottom-up estimates E. None of the above

C

Which of the following correctly calculates the late start for an activity? A. EF - DUR B. ES - DUR C. LF - DUR D. ES - SL E. LF - SLACK

C

Which of the following structures is referred to in popular literature as a projectized form of organizations? A. Functional organization B. Balanced matrix organization C. Weak matrix organization D. Strong matrix organization E. Project organization

E

Which of the following will correctly calculate the total slack in an activity? A. LS - ES B. LF - EF C. LS - LF D. LF - ES E. Both A and B are correct

E

Which of the following would be considered a direct project cost? A. Labor B. Materials C. Equipment D. Both A and B are direct costs E. A, B, and C are all considered direct costs

E

True or False: Organizational objectives answer in detail WHERE a firm is headed and WHEN it is going to get there

True

True or False: A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

True

True or False: More specific mission statements yield better results

True

The project manager has the responsibility to answer which of the following questions? A. What task has to be done? B. Who will do the task? C. How will the task be done? D. How well has the functional input been integrated? E. Why will the task be done?

A

The project structure that is ranked as least effective is _______ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

A

The relationship between the start and/ or finish of a project activity and the start and/or finish of another activity. The most common types are (1) finish-to-start, (2) finish-to-finish, (3) start-to-start, and (4) start-to-finish. A. Lag B. Critical C. Total D. Network E. Dependent

A

The structure that manages projects within the existing organizational structure is __________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

A

There are 5 steps involved when defining a project; which of the following is the last? A. Code the WBS for tracking B. Assign the cost account to a manager C. Assign the work package to a manager D. Develop the responsibility matrix E. All of these are included in the final step

A

Top-down estimates are most likely to occur during the ______ phase. A. Concept B. Planning C. Execution D. Delivery E. All of these are equally likely

A

Two dimensions within the project management process are A. Technical and sociocultural B. Cost and time C. Planned and unexpected D. Established and new E. Unique and reoccurring

A

What is the SECOND step of strategy formulation? A. Assessment of the internal and external environments B. Realistic evaluation of the past and current position of the enterprise. C. Identify critical issues and strategic alternatives D. Cascading objectives or projects assigned to lower divisions, departments, or individuals

A

What is the formula for Payback? A. Investment ÷ Annual savings B. Annual savings ÷ Investment C. Investment x Annual Savings D. None of these

A

Which of the follow top-down methods is used when projects closely follow past projects in features and costs and result in costs being assigned by percentages to major segments of the project? A. Apportion B. Function point C. Phase estimating D. Learning curve E. Consensus

A

Which of the following choices is not one of the stages of a project life cycle? A. Conceptualizing B. Defining C. Planning D. Executing E. Delivering

A

Which of the following cultural characteristics relates to the degree to which employees identify with the organization as a whole rather than with their type of job or field of professional expertise? A. Member identity B. Team emphasis C. Managerial focus D. Unit integration E. Control

A

Which of the following is NOT true for strategic management? A. It should be done once every few years just before developing the operating plan B. It supports consistency of action at every level of the organization C. It develops an integrated and coordinated long-term plan of action D. It involves responding to changes in the external market and allocating scarce resources to improve a competitive position E. It positions the firm to meet the needs of its customers

A

Which of the following is an advantage of a functional project management organization? A. Maximum flexibility in the use of staff B. Good integration across functional units C. Shorter project duration D. Strong motivation of project team members E. All of these are advantages

A

Which of the following is not one of the basic classifications of project priorities? A. Profit B. Cost C. Time D. Performance E. All of these are basic classifications

A

Which of the following is not one of the typical forms of a project management office? A. Command center B. Control tower C. Resource pool D. Weather station E. All of these are typical forms of a project management office

A

The likelihood that the critical path(s) will change once the project begins to be implemented. A. Sensitivity B. Reactiveness C. Interdependence D. Responsiviness E. Vulnerability

A

In practice, estimating processes are frequently classified as A. Top down/bottom up B. Rough/polished C. Precise/order of magnitude D. Draft/final E. Both A and B are correct

A

In which of the following is the balance of authority strongly in favor of the functional managers? A. Weak B. Balanced matrix C. Strong matrix D. Strong E. Both C and D are correct

A

Janet is forecasting how much money her department needs to support a new project. She estimates that two people and $25,000 in expenses will cover her needs. Because management typically insists on reducing forecasts by 20 percent, she increases her estimates to allow for that reduction. Which of the following factors is illustrated in this situation? A. Padding estimates B. Planning horizon C. Project structure D. People E. Organization culture

A

Jose is forecasting project time and cost for constructing a new building by multiplying the total square footage by a given dollar amount. Which of the following methods is he using? A. Ratio B. Template C. Apportion D. Function point E. Learning curve

A

Kim is reviewing a proposed project. The scope of the project is narrow with a lot of in-depth expertise required and it will take a short period of time to complete. The best choice for organizing the project is ________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

A

Method for drawing project network where the activity is shown as an arrow. A. Activity-on-arrow (AOA) B. Activity-on-node (AON) C. Burst Activity D. Critical Path E. Hammock Method

A

Organizational culture is best explained as organizational A. Personality B. Hierarchy C. Reporting relationships D. Background E. Management style

A

People working on prototype development needing time to interact with the design engineers after the design is completed is an example of: A. Hidden interaction costs B. Things going wrong on a project C. Normal conditions not applying D. Changes in project scope E. None of these are correct

A

Points derived from past software projects to estimate project time and cost, given specific features of the project. A. Function B. Apportionment C. Concensus D. Learning E. Delphi

A

Project selection criteria are typically classified as A. Financial and nonfinancial B. Short-term and long term C. Strategic and tactical D. Cost and schedule E. Required and optional

A

Refers to the lack of understanding and consensus of organization strategy among top and middle-level managers. A. Implementation Gap B. Information Gap C. Understanding Gap D. Application Gap E. Assignment Gap

A

Task(s) of the project that consumes time while people/equipment either work or wait. A. An activity B. An event C. Responsibility D. Both B and C are correct E. Both A and B are correct

A

The Integrated Management of Projects includes all of the following except: A. Profit projections B. Environmental analysis C. Customer D. Project management system E. The organization's environment and culture

A

The Macintosh development team at Apple is a good example of what kind of project structure? A. Project B. Balanced Matrix C. Project Matrix D. Functional Matrix E. Functional

A

The ability of 911 emergency systems to identify the caller's phone number and location are considered to be a A. Technical requirement B. Milestone C. Project limit D. Project exclusion E. Project deliverable

A

The amount of time an activity can be delayed and yet not delay the project is termed A. Total slack B. Free slack C. Critical float D. Float pad E. Slip pad

A

The final step in the creation of a Work Breakdown Structure is to A. Code the WBS for tracking B. Assign the cost account to a manager C. Assign the work package to a manager D. Develop the responsibility matrix E. All of these are included in the final step

A

The laying pipe example in the text illustrates the concept of A. Laddering B. Hammock activities C. Critical path D. Concurrent engineering E. Forward pass

A

True or False: Mission Statements change frequently

False

True or False: Implementation answers the question of WHEN strategies will be realized given available resources

False

2. A professional organization for project management specialists is the A. PMI B. AMA C. MIS D. IPM E. PMBOK

A

A _________ activity is one that has more than one activity immediately following it. A. Burst B. Merge C. Parallel D. None of these choices are correct

A

A good starting point for developing time and cost estimates is A. Past experience B. Work packages C. Task analysis D. Time and motion studies E. Work breakdown structure

A

A hierarchical method that successively subdivides the work of the project into smaller detail. A. Work breakdown structure B. Priority Matrix C. Responsibility Matrix D. Charter E. None of the above

A

A matrix structure in which functional managers have primary control over project activities and the project manager coordinates project work. A. Weak Matrix B. Dedicated Matrix C. Hierarchical Matrix D. Project Matrix E. Strong Matrix

A

A social phenomenon in which project members exhibit inappropriately intense loyalty to the project. A. Projectitis B. Sacred Cow C. Pack Mentality D. Lemming's Syndrome E. Tunnel Vision

A

A structure used to assign responsibility for work packages. A. Organization breakdown structure B. Work breakdown structure C. Priority Matrix D. Responsibility Matrix E. Scope Document

A

A temporary endeavor undertaken to create a unique product, service, or result. A. Project B. Portfolio C. Task D. Program E. Assignment

A

Activities which can take place at the same time are termed A. Parallel activity B. Critical path C. Burst activity D. Merge activity E. Independent activity

A

Adding a safety factor to a time or cost estimate to ensure the estimate is met when the project is executed. A. Padding estimates B. Phase Estimating C. Overhead costs D. Ratio method E. None of the above

A

An expected output over the life of a project would be classified as A. A deliverable B. A product C. An end object D. An objective E. A target

A

An item on a project network is Design Software Completed. This is best described as a(n) A. Event B. Path C. Activity D. Node E. Milestone

A

Bill is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with coordination with other departments occurring through normal channels. He is working in a _________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

A

Bill is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with the coordination of other departments occurring through normal channels. He is working in a _________ organization. A. Functional B. Balanced matrix C. Strong matrix D. Weak matrix E. Projectized

A

Concurrent engineering is a good example of good use of A. Start to Start lags B. Start to Finish lags C. Finish to Finish lags D. Finish to Start lags E. Any of these could be correct

A

Costs allocated to a specific segment of a project by using a percentage of planned total cost—for example, framing a house might use 25 percent of the total cost, or coding a teaching module 40 percent of total cost- are: A. Apportionment B. Function point C. Phase estimating D. Learning curve E. Consensus

A

Formulating strategy answers the question of... A. What needs to be done to reach objectives B. How objectives will be reached C. Which projects align with objectives D. None of the above

A

If a project criterion indicates that the project must meet a specific date, that criterion is classified as A. Constrained B. Enhanced C. Accepted D. Limited E. Fixed

A

If a project is small and does not require an elaborate system to assign tasks, which of the following is a good choice? A. Responsibility matrix B. Organization breakdown structure C. Work breakdown structure D. Priority matrix E. Process breakdown structure

A

If a project is small or of narrow scope and does not require an elaborate system, which of the following is a good choice? A. Responsibility matrix B. Organization breakdown structure C. Work breakdown structure D. Priority matrix E. Process breakdown structure

A

Which of the following terms is often used to denote a project that a powerful, high-ranking official is advocating A. Sacred cow B. Pet project C. Political necessity D. Special undertaking E. Strategic ploy

A

Which of the following top-down methods is used when projects closely follow past projects in regard to features and costs of those features, and result in costs being assigned by percentages to major segments of the project? A. Apportion B. Function point C. Phase estimating D. Consensus E. Learning curve

A

Who is responsible for determining how tasks will be done in a matrix project management structure? A. The functional manager B. The project manager C. Both are responsible D. This is no pattern of who takes responsibility E. None of these are true

A

Which of these is not part of the "sociocultural dimension" of project management? A. Negotiation B. Resource allocation C. Customer expectations D. Leadership E. Politics

B

A typical statement in actual practice is that estimates should have a probability of being met ______ of the time. A. 100% B. 98% C. 95% D. 90% E. 80%

C

An organizational structure in which all of the resources needed to accomplish a project are assigned full time to the project. A. Matrix B. Dedicated Project Team C. Hierarchical Structure D. Project Office E. Strong Arm

An organizational structure in which all of the resources needed to accomplish a project are assigned full time to the project.

A control point of one or more work packages used to plan, schedule, and control the project. (The sum of all the project cost accounts represents the total cost of the project) is: A. Milestone B. Cost account C. Technical Requirement D. Deliverable E. Limits and exclusions

B

A graphic presentation of project activities depicted as a time-scaled bar line. A. Kanban B. Gantt chart C. Task Board D. Critical Path E. Merge Path

B

A matrix structure in which the project manager and functional managers share roughly equal authority over the project. The project manager decides what needs to be done; functional managers are concerned with how it will be accomplished. A. Responsibility Matrix B. Balanced Matrix C. Project Matrix D. Functional Matrix E. Priority Matrix

B

A multi-project organization in which project managers have full authority to assign priorities and direct the work of persons assigned to their project. A. Portfolio Organization B. Projectized Organization C. Weak Matrix D. Distribution Organization E. Strong Matrix

B

A series of coordinated, related, multiple projects that continue over extended time intended to achieve a goal is known as a A. Strategy B. Program C. Campaign D. Crusade E. Venture

B

A special-purpose, aggregate activity that identifies the use of fixed resources or costs over a segment of the project—e.g., a consultant. Derives its duration from the time span between other activities. A. Lag Activity B. Hammock activity C. Merge Activity D. Burst Activity E. Emergency Activity

B

A task at the lowest level of the WBS. Responsibility for the package should be assigned to one person and, if possible, limited to 80 hours of work. A. Project B. Work package C. Activity D. Task E. Milestone

B

All of the following are functions culture plays in an organization EXCEPT A. It provides a sense of identity. B. It replaces the need for a project selection process. C. It helps create social order. D. It clarifies and reinforces standards of behavior. E It helps legitimize the management system

B

An activity that has more than one activity immediately following it. A. Merge B. Burst C. Predecessor D. Successor E. Critical

B

An event that represents significant, identifiable accomplishment toward the project's completion. A. Deliverable B. Milestone C. Task D. Activity E. Project

B

Collection of actual versus estimated times and costs of work packages over many projects that are used for estimating new project tasks and their expected possible error. A. Actuals Databases B. Time and Cost Databases C. Risk Database D. Estimation Databases E. None of the above

B

A/an _________ activity has more than one dependency arrow flowing from it. A. Parallel B. Critical path C. Burst D. Merge E. Independent

C

Typically organization costs that are not directly linked to a specific project. These costs cover general expenses such as upper management, legal, market promotion, and accounting and are usually charged per unit of time or as a percentage of labor or material costs. A. Indirect Costs B. Overhead Costs C. Direct costs D. Administrative Costs E. None of the Above

B

Using a special color copy machine for a tradeshow publication illustrates the concept of A. Laddering B. Hammock activities C. Critical path D. Concurrent engineering E. Forward pass

B

What is the FIRST step of strategy formulation? A. Assessment of the internal and external environments B. Realistic evaluation of the past and current position of the enterprise. C. Identify critical issues and strategic alternatives D. Cascading objectives or projects assigned to lower divisions, departments, or individuals

B

When translated into a project network, a work package will become A. A single activity B. One or more activities C. A milestone D. A critical path E. An arrow

B

Which company utilized concurrent engineering to design a new line of cars and in the process completed its development six months ahead of schedule? A. General Motors B. Chrysler C. Ford D. Nissan E. Toyota

B

Which of the following characteristics is not typical of a project manager? A. Managing a temporary activity B. Possesses in-depth technical knowledge C. Managing a non-repetitive activity D. Manages independently of the formal organization E. Provides a direct link to the customer

B

Which of the following combinations represents the extremes of project organization? A. Strong matrix and balanced matrix organizations B. Functional and project organizations C. Project and balanced matrix organizations D. Project and strong matrix organizations E. Strong matrix and functional organizations

B

Which of the following constraints is not typically found in managing projects? A. Time B. People C. Cost D. Performance E. Both B and D are not typical constraints

B

Which of the following correctly calculates the early finish for an activity? A. LS + DUR B. ES + DUR C. LF +DUR D. ES + SL E. LF + SL

B

Which of the following cultural characteristics relates to the degree to which work activities are organized around groups rather than individuals? A. Member identity B. Team emphasis C. Managerial focus D. Unit integration E. Control

B

Which of the following is a good example of a Process Breakdown Structure? A. New car prototype B. New software program C. New computer hardware D. New sports stadium E. New project management book

B

Which of the following is the number one characteristic that is looked for in management candidates? A. Overall intelligence B. Works well with others C. Experience D. Past successes E. Good references

B

Which of the following methods is not considered a top-down approach to estimating project time and cost? A. Ratio B. Template C. Apportion D. Function point E. Learning curve

B

Which of the following represents an activity on an AOA project network? A. An arrow B. A line C. A node D. Both A and B are correct E. A, B, and C are all correct

B

_________ organization is a hybrid form in which a horizontal project management structure is overlaid in the normal functional hierarchy. A. Functional B. Matrix C. Project D. Balanced E. A, B, and C are all correct

B

A centralized unit within an organization or department that oversees and improves the management of projects. A. CMO B. Portfolio Office C. Project Office D. Dedication Office E. None of these

C

A common rule of thumb in the world of high-tech product development is that a six-month project delay can result in a loss of product revenue share of ___ percent A. 10 B. 20 C. 33 D. 45 E. 50

C

A good project management system provides for defining the interface between the project team and the organization in all the following areas except A. Authority B. Allocation of resources C. Development of project team members D. Integration of the project into the organization E. All of these are provided

C

A group method to predict future events—e.g., time, cost. A. Apportionment B. Function point C. Delphi Method D. Learning curve E. Consensus

C

A matrix that is set up before the project begins that establishes which criterion among cost, time, and scope will be enhanced, constrained, or accepted. A. Organization breakdown structure B. Work breakdown structure C. Priority Matrix D. Responsibility Matrix E. Scope Creep

C

A project network provides the basis for ________________________________ . A. organizational authority B. completing the effort on time and within budget C. scheduling labor and equipment D. None of these choices are correct.

C

A system of shared norms, beliefs, values, and assumptions held by an organization's members. A. Organizational Norms B. Ethos C. Organizational culture D. Social Culture E. Beurocratic Norms

C

An activity that has more than one activity immediately preceding it. A. Lag activity B. Parallel activity C. Merge activity D. Dependent activity E. Burst activity

C

An operational project is one that A. must be completed B. supports an organizations' long-run mission C. can improve organizational performance D. is completed to meet regulatory compliance E. none of above

C

From 1994 to 2004 the trend for projects late or over budget was: A. Significantly better B. Slightly better C. About the same D. Slightly worse E. Significantly worse

C

From among the following activities, which is the best example of a project? A. Processing insurance claims B. Producing automobiles C. Writing a term paper D. Completing a college degree E. All of these are good examples of projects

C

From the list below, which is not a primary characteristic of organization culture? A. Control B. Team emphasis C. History D. Conflict tolerance E. Risk tolerance

C

If testing cannot be completed any earlier than four days after the prototype is built, which of the following type of lag exists? A. Start to Start B. Start to Finish C. Finish to Finish D. Finish to Start E. Any of these could be correct

C

If, for some reason, the project must be expedited to meet an earlier date, which of the following actions would the project manager take first? A. Check to see which activities cost the least B. Check to see which activities have the longest duration C. Check to see which activities are on the critical path D. Check to see which activities have the most slack E. Check to see which activities have the highest risk

C

In reviewing the project plan, Susan sees that the first prototype is due by October 12. This would be best classified as a A. Project target B. Limit item C. Milestone D. Project objective E. Critical goal

C

In reviewing the project plan, Susan sees that the first prototype must be completed by October 12. This would be best classified as a A. Project target B. Limit item C. Milestone D. Project objective E. Critical goal

C

In reviewing the project plan, Susan sees that the first prototype must be completed by October 12. This would be best classified as a A. Project target B. Limit item C. Milestone D. Project objective E. Critical goal

C

In which of the following stages is it determined what the project will entail, when it will be scheduled, whom it will benefit, and what the budget will be? A. Conceptualizing B. Defining C. Planning D. Executing E. Delivering

C

Jose is looking at a document that outlines the specific tasks and subtasks required to complete the writing of a technical support manual. The method that was probably used to develop the document is most likely A. Responsibility matrix B. Organization breakdown structure C. Work breakdown structure D. Priority matrix E. Work package

C

Objectives should be... A. Specific, Motivational, Achievable, Relevant, Time-Related B. Short, Measurable, Assignable, Realistic, Technical C. Specific, Measurable, Assignable, Realistic, Time-Related D. Short, Motivational, Achievable, Relevant, Technical E. None of the above

C

Part of a project is to Develop Product Specifications. This is best classified as a(n) A. Event B. Path C. Activity D. Node E. Milestone

C

Refining Estimates may be necessary for a number of reasons. For example, a manager getting further into a project and obtaining a better understanding of what needs to be done to accomplish a project and meet the needs of the customer is an example of A. Hidden interaction costs. B. Things going wrong on a project. C. Changes in project scope. D. There is never a good reason to refine estimates. E. Normal conditions not applying

C

Scott has just been given a project that has a specific target date. After discussion with top management he finds that while the date is important the cost is more important and a slip in delivery would be acceptable if required to meet the cost targets. The target date is best classified as A. Constrain B. Enhance C. Accept D. Limit E. Optional

C

The Snapshot from Practice dealing with Big Bertha II illustrated how important a project's __________ is to the successful completion of a project. A. Objective B. Deliverables C. Technical requirements D. Milestones E. Limits and exclusions

C

The _________ is used to assist in making project trade-offs among schedule, budget, and performance objectives. A. Responsibility matrix B. Work breakdown structure C. Project priority matrix D. Work package E. Criterion matrix

C

The advent of project management has been most profound in A. Automobile manufacturing B. Construction C. Information technology D. The U.S. Department of Defense E. Film making

C

The cost to prepare bottom-up estimates will typically run how much more than the costs to prepare the top-down estimates? A. About the same B. About twice as much C. About three times as much D. About four times as much E. About five times as much

C

The likelihood the original critical path(s) will change once the project is initiated is referred to as A. Flexibility B. Resilience C. Sensitivity D. Concurrent Engineering

C

The method used to collect information to use through all phases of the project life cycle is called A. Responsibility matrix B. Organization breakdown structure C. Work breakdown structure D. Priority matrix E. Work package

C

The minimum amount of time a dependent activity must be delayed to begin or end is referred to as: A. Hammock B. Laddering C. Lag D. Cushion E. Buffer

C

The process of forecasting or approximating the time and cost of completing project deliverables is called A. Budgeting B. Predicting C. Estimating D. Planning E. Guesstimating

C

The project scope statement indicates that the client is responsible for training the people who will be using the equipment and that the project team will train the client's trainers. This is an example of A. Project objectives B. Deliverables C. Limits and exclusions D. Technical requirements E. Milestones

C

The project scope statement indicates that the client is responsible for training the people who will be using the equipment and that the project team will train the client's trainers. This is an example of A. Project objectives B. Deliverables C. Limits and exclusions D. Technical requirements E. Milestones

C

The project scope statement indicates that the client is responsible for training the people who will be using the equipment and that the project team will train the client's trainers. This is an example of: A. Project objectives B. Deliverables C. Limits and exclusions D. Technical requirements E. Milestones

C

The salary of the project manager would be an example of what type of cost found in a project? A. Labor B. Direct C. Direct project overhead D. General and administrative overhead E. Salary

C

The second step in the defining of a project would be to A. Analyze the strategic plan B. Analyze the current budget plan C. Establish project priorities D. Select team members E. Define the major objectives to meet the customer's needs

C

The stages found in all projects— definition, planning, execution, and delivery. A. Project Milestones B. Project Phases C. Project life cycle D. Project Portfolio E. Assignments

C

The tool used to assist in making project trade-offs between schedule, budget, and performance objectives is called a A. Responsibility matrix B. Work breakdown structure C. Project priority matrix D. Work package E. Criterion matrix

C

To construct a high-quality, custom home within five months at costs not to exceed $150,000" is best classified as A. A deliverable B. A milestone C. An objective D. A limit E. An exclusion

C

What is the THIRD step of strategy formulation? A. Assessment of the internal and external environments B. Realistic evaluation of the past and current position of the enterprise. C. Identify critical issues and strategic alternatives D. Cascading objectives or projects assigned to lower divisions, departments, or individuals

C

Which of the follow is least likely to be included in a Work Package? A. Materials B. Labor C. Overhead D. Duration E. Responsibilities

C

Which of the following is NOT true about an organization's strategy? A. Strategy determines how an organization will compete B. Strategy is implemented through projects C. Only top management must understand strategy D. Project selection should be clearly aligned with strategy E. Project management plays a key role in supporting strategy

C

Which of the following is a good condition for bottom-up estimating? A. Strategic decision making B. Internal, small project C. Fixed price contract D. High uncertainty E. Both C and D are good conditions for bottom-up estimating

C

Which of the following is not one of the basic rules to follow when developing project networks? A. An activity cannot begin until all preceding activities have been completed B. Each activity must have a unique identification number C. Conditional statements are allowed but looping statements are not allowed D. An activity identification number must be larger that that of any preceding activities E. Networks flow from left to right

C

Which of the following is not one of the bottom-up approaches to estimating project time and cost? A. Parametric procedures applied to specific tasks B. Estimates for the WBS work packages C. Learning curve D. Template method E. All of these are bottom-up approaches

C

Which of the following is the correct order for the strategic management process? A. Strategies, mission, objectives, projects B. Objectives, projects, mission, strategies C. Mission, strategies, objectives, projects D. Objectives, mission, strategies, projects E. Projects, mission, strategies, objectives

C

Which of the following is the first step in developing a set of strategies designed to best meet the needs of customers? A. Market Research B. Define the Integrated Project Management System C. Environmental Analysis D. Project Selection E. All of the above are correct

C

Which of the following represents an activity on an AON project network? A. An arrow B. A line C. A node D. Both A and B are correct E. A, B, and C are all correct

C

Which of these is not part of the "technical dimension" of project management? A. WBS B. Budgets C. Problem solving D. Schedules E. Status reports

C

Which structure would be most appropriate for developing a new, highly innovative product that has strict time constraints? A. Functional organization B. Balanced matrix C. Dedicated project team D. Weak matrix E. Strong matrix

C

________ activities must be completed immediately before a particular activity. A. Merge B. Burst C. Predecessor D. Successor E. Critical

C

A document that authorizes the project manager to initiate and lead a project. A. Scope Statement B. Deliverable C. Work Breakdown Structure D. Project charter E. Responsibility Agreement

D

A group of related projects designed to accomplish a common goal over an extended period of time A. Project B. Portfolio C. Work Group D. Program E. Environment

D

A manager getting further into a project and obtaining a better understanding of what needs to be done to accomplish a project is an example of: A. Hidden interaction costs B. Things going wrong on a project C. Normal conditions not applying D. Changes in project scope E. None of these are correct

D

A mathematical curve used to predict a pattern of time reduction as a task is performed over and over. A. Function B. Apportionment C. Concensus D. Learning E. Delphi

D

A matrix whose intersection point shows the relationship between an activity (work package) and the person/group responsible for its completion. A. Organization breakdown structure B. Work breakdown structure C. Priority Matrix D. Responsibility Matrix E. Scope Creep

D

A sequence of connected, dependent activities is termed a(n) A. Critical path B. Parallel path C. Activity chain D. Path E. Dependent chain

D

All of the following are organizational considerations when determining the right project management structure EXCEPT A. How important project management is to the success of the organization B. What percentage of core work involves projects C. Resource availability D. Budget constraints

D

All of the following are symptoms of organizations struggling with strategy disconnect and unclear priorities EXCEPT A. Frequent conflicts between managers B. Inadequate resources C. Confused employees regarding which projects are more important D. Not enough projects within the portfolio to make a profit E. People are working on multiple projects and feel inefficient

D

All of the following are ways the WBS helps in managing projects EXCEPT A. With cost and time estimates the WBS makes it possible to plan, schedule and budget the project. B. It provides management with information appropriate to each level. C. Can be used to define communication channels. D. Allows the project manager to establish the overall objective of the project. E. As it is developed, organizational units and individuals can be assigned responsibility of work packages

D

An AON project network uses which of the following basic building blocks? A. Arrows B. Bars C. Nodes D. Both A and C are correct E. A, B, and C are all correct

D

An activity that has more than one dependency arrow flowing into it is termed a(n) A. Parallel activity B. Critical path C. Burst activity D. Merge activity E. Independent activity

D

Arrows on an AON project network represent: A. An activity B. Project flow C. Dependency D. Both B and C are correct E. Both A and B are correct

D

Companies are using which of the following for improving the estimating process for future projects? A. Adjusting estimates based on individual forecasting abilities B. Benchmarking and using the experience of other companies C. Using time and motion studies D. Creating historical databases of previous projects E. Establishing an estimating training course for all employees

D

Companies like Boeing, Kodak, and IBM are using which of the following for improving the estimating process? A. Adjusting estimates based on individual forecasting abilities B. Benchmarking using the experience of other companies C. Using time and motion studies D. Creating historical databases of previous projects E. All of these are correct

D

Crossfunctional teamwork in new-product development projects that provides product design, quality engineering, and manufacturing process engineering all at the same time. A. Flexibility B. Resilience C. Sensitivity D. Concurrent Engineering E. Hammock

D

Detailed estimates of work packages usually made by those who are most familiar with the task (also called micro estimates). A. Phase B. Ratio C. Top-down D. Bottom-up E. None of the above

D

In which of the following stages are you more likely to find status reports, many changes, and the creation of forecasts? A. Conceptualizing B. Defining C. Planning D. Executing E. Delivering

D

In which of the following stages is a major portion of the physical and mental project work performed? A. Conceptualizing B. Defining C. Planning D. Executing E. Delivering

D

Integration of project management with the organization takes place with the A. Master budget B. Strategy plan C. Process of managing actual projects D. Both b and c are correct E. A, B, and C are all correct

D

Organizations have difficulty in creating a system for managing projects because A. Contrary to typical operations, projects are one-time efforts B. Projects are multidisciplinary while organizations are usually departmentalized by discipline C. Projects are not focused on profits D. Both a and b are correct E. A, B, and C are all correct

D

Project network logic errors include which of the following? A. Activities with less than 1 day duration B. Sequences such as "if test successful build prototype, if failure redesign" C. A sequence such as B succeeds A, C succeeds B, A succeeds C D. Both B and C are network logic errors E. A, B, and C are all network logic errors

D

Research shows the most frequently mentioned barrier to project success is A. Not enough budget resources B. Poor performance by team members C. Weak project leadership D. Poorly defined scope or mission E. Political in-fighting

D

Sean is forecasting the time and cost of developing a customized software program by looking at the number of inputs, outputs, inquires, files, and interfaces. Which of the following methods is he using? A. Ratio B. Template C. Apportion D. Function point E. Learning curve

D

Strategic Management does all of the following EXCEPT. A. Requires every project to be clearly linked to a strategy B. Provides theme and focus of firm's future direction. C. Requires strong links among mission, goals, objectives, strategy, and implementation. D. Aligns organizational thoughts and viewpoints

D

The approach that begins with a top-down estimate for the project and then refines estimates as the project is implemented is known as ______ method. A. Function point B. Template C. Learning curve D. Phase estimating E. Apportion

D

Uses the ratio of past actual costs for similar work to estimate the cost for a potential project. This macro method of forecasting cost does not provide a sound basis for project cost control since it does not recognize differences among projects. A. Padding estimates B. Phase Estimating C. Overhead costs D. Ratio method E. Template Method

D

What is the FOURTH step of strategy formulation? A. Assessment of the internal and external environments B. Realistic evaluation of the past and current position of the enterprise. C. Identify critical issues and strategic alternatives D. Cascading objectives or projects assigned to lower divisions, departments, or individuals

D

Which of the below is NOT considered a strength for a matrix organization? A. Strong project focus B. Flexibility C. Easier post-project transition D. Streamlined project selection

D

Which of the follow is not one of the commonly heard comments of project managers? A. Where did this project come from? B. Why are we doing this project? C. How can all these projects be first priority? D. Why is this project so strongly linked to the strategic plan? E. Where are we going to get the resources to do this project?

D

Which of the following activities is not considered a project? A. Developing a new software program B. Designing a space station C. Preparing the site for the Olympic Games D. Production of automobile tires E. Developing a new advertising program

D

Which of the following choices is not one of the driving forces behind the increasing demand for project management? A. Compression of the product life cycle B. Knowledge explosion C. Development of third world and closed economies D. More emphasis on the product and less on the customer E. Corporate downsizing

D

Which of the following cultural characteristics relates to the degree to which groups within the organization are encouraged to operate in a coordinated or independent manner? A. Member identity B. Team emphasis C. Managerial focus D. Unit integration E. Control

D

Which of the following cultural characteristics relates to the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those results? A. Risk tolerance B. Reward criteria C. Conflict tolerance D. Means versus end orientation E. Open-systems focus

D

Which of the following is NOT one of the items that would appear on a project scope statement or checklist? A. Deliverables B. Technical requirements C. Objectives D. Work breakdown structure E. Reviews with customer

D

Which of the following is NOT one of the items that would appear on a project scope statement or checklist? A. Deliverables B. Technical requirements C. Objectives D. Work breakdown structure E. Reviews with customer

D

Which of the following is a good condition for top-down estimating? A. Cost and time important B. Fixed price contract C. Customer wants details D. Internal, small project E. All of these are good conditions for top-down estimating

D

Which of the following is not considered to be a characteristic of a project? A. An established objective B. A clear beginning and end C. Complex tasks D. Only for internal use E. Never been done before

D

Which of the following is not one of the factors that need to be considered to improve quality of estimates for project times and costs? A. Planning horizon B. People C. Padding estimates D. Profit E. Project structure

D

Which of the following is not one of the items that would appear on a project scope checklist? A. Deliverables B. Technical requirements C. Objectives D. Work breakdown structure E. Reviews with customer

D

Which of the following is not one of the recommended guidelines for developing useful work package estimates? A. Estimates should be made by those responsible for the work B. Use several people to estimate the same work C. Estimates should be based on normal conditions D. Estimates should include a normal level of contingency E. Estimates should be independent of other projects

D

Which of the following statements is true? A. Project management is becoming a standard way of doing business B. Project management is increasingly contributing to achieving organizational strategies C. Project management is being used at a consistent percentage of a firm's efforts D. Both A and B are true E. A, B, and C are all true

D

Which of the following would be the best method for projects where the final product is not known and the uncertainty is very large? A. Function point B. Template C. Learning curve D. Phase estimating E. Apportion

D

______ estimates are most likely to use low cost, efficient methods. A. Apportion B. Ratio C. Top-down D. Bottom-up E. All of these are equally likely

D

________ activities are to be completed immediately following a particular activity. A. Merge B. Burst C. Predecessor D. Successor E. Critical

D

A matrix structure in which the project manager has primary control over project activities and functional managers support project work. A. Weak Matrix B. Dedicated Matrix C. Hierarchical Matrix D. Project Matrix E. Strong Matrix

E

A project team that operates with a full-time project manager as a separate unit from the rest of the organization is structured as a ________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

A statement which summarizes the end result or mission of a project; include project objectives, deliverables, milestones, specifications, and limits and exclusions. A. Deliverable B. Scope creep C. Priority Matrix D. Scope enhancement E. Scope statement

E

All of the following are usually included in a work package except A. What will be done? B. The time needed to complete the work C. A single person who is responsible for its completion D. All the costs for the work package E. All of these are included in a work package

E

An individual who has met and continues to meet specific education and experience requirements set forth by the Project Management Institute, has agreed to adhere to a code of professional conduct, and has passed an examination designed to objectively assess and measure project management knowledge. A. Project Manager B. Certified Associate in Project Management C. Program Management Professional D. Portfolio Management Professional E. Project Management Professional

E

Computers R Us is concerned about keeping project costs low and wants to be sure that all pools of expertise are used. Additionally they want to minimize duplication of efforts across projects. Their best choice for project management structure is the _______ organization structure. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

Creating an extranet website or an internal software database system would be most closely associated with the A. Responsibility matrix B. Organization breakdown structure C. Work breakdown structure D. Priority matrix E. Process breakdown structure

E

Elizabeth is considering how to structure a project team that will not directly disrupt ongoing operations. The project needs to be done quickly and a high level of motivation will be needed in order to do that. For this situation, the ______ organization would be the best choice. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

Factors in identifying cultural characteristics include all the following except A. Norms. B. Customs C. Values D. Both B and C are correct E. A, B, and C are all correct

E

Implementation requires all of the following EXCEPT: A. Allocation of resources B. A formal and informal organization that complements and supports strategy and projects C. Planning and control systems D. Motivated project contributors E. Rapid implementation

E

Laura is forecasting the time and cost of developing an intranet for a new customer. Her department has completed six such intranets for customers during the last two years. Although the proposed system is about the same size as the others she estimates that it will take about 10 percent less time and money. Which of the following methods is she using? A. Ratio B. Template C. Apportion D. Function point E. Learning curve

E

MegaComputers, Inc. has assigned a project manager for each of the five new-product teams. The managers as well as the project team members work on the projects on a full-time basis. The structure being used is ________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

Project management is ideally suited for a business environment requiring all of the following except A. Accountability B. Flexibility C. Innovation D. Speed E. Repeatability

E

Which of the following is not typically the responsibility of a project manger? A. Meeting budget requirements B. Meeting schedule requirements C. Meeting performance specifications D. Coordinates the actions of the team members E. All of these are typical responsibilities

E

Projectitis is most likely to occur in the _______ organization structure. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

Reasons why estimating time and cost are important include all of the following except: A. To schedule work B. To determine how long the project should take and cost C. To develop cash flow needs D. To determine how well the project is progressing E. All of the above are valid reasons

E

The Organizational Culture Diagnosis Worksheet classifies cultural characteristics into all of the following except: A. Physical characteristics B. Public documents C. Behavior D. Folklore E. Ethics

E

The accuracy of bottom-up estimates will typically be in the range of A. Minus 50% to plus 50% B. Minus 0% to plus 75% C. Minus 20% to plus 60% D. Minus 35% to plus 35% E. Minus 10% to plus 30%

E

The first step of project scope definition is to A. Analyze the strategic plan B. Analyze the current budget plan C. Meet with team members D. Select team members E. Define the overall objective to meet the customer's needs

E

The forward pass in project network calculations determines the A. Earliest time's activities can begin B. Earliest time's activities can be finished C. Duration of the project D. Both A and B are correct E. A, B, and C are all correct

E

The highest element in the hierarchical breakdown of the WBS is A. A work package B. Sub-deliverables C. A cost account D. Major deliverables E. The project

E

The highest element in the hierarchical breakdown of the WBS is A. A work package B. Sub deliverables C. A cost account D. Major deliverables E. The project

E

The mission statement identifies which of the following: A. What we want to become B. Scope of the organization in terms of its products or services C. Focus for the decision making when shared by organizational managers and employees D. Purpose of the organization to stakeholders E. All of the above

E

The project organization structure that is least likely to have team members who are also members of another team is the ______ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

The project structure that is ranked as most effective for developing new products is ______ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

Typical kinds of costs found in a project include A. Direct costs B. Project overhead costs C. General and administrative costs D. Only A and B are included E. A, B, and C are all included

E

Use of a prepared form to develop project networks, costs, and time estimates. A. Padding Method B. Phase Method C. Overhead Method D. Ratio Method E. Template Method

E

What is the name of the longest activity path(s) through the network; it can be distinguished by identifying the collection of activities that all have the same minimum slack. A. Merge Path B. Burst Path C. Predecessor Path D. Successor Path E. Critical Path

E

Which of the following has been used as part of a group of different tools to manage projects? A. Job costing B. Partnering C. Bar charts D. Networks E. All of these have been used

E

Which of the following has increased the demand for project management? A. ISO 9000 certification B. Specialization and concentration of knowledge C. Time to market D. The reduction in small projects and increase in large projects E. Both A and C are correct

E

Which of the following is a disadvantage of functional project management organization? A. Lack of motivation of project team members B. Longer project duration C. Lack of focus on the project D. Both b and c are correct E. A, B, and C are all correct

E

Which of the following is considered to be the simplest, fastest, most expensive way to manage projects? A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Project

E

Which of the following is provided by a project network but not by the work breakdown structure? A. Dependencies B. Sequencing C. Timing D. Both A and B are correct E. A, B, and C are all correct

E

Project costs are typically viewed from all of the following except: A. Scheduled B. Sunk C. Actual D. Committed E. All of these are correct

sunk