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