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Chapter 1: Introduction to Project Management MULTIPLE CHOICE
- Which of the following is a difference between projects and operations? a. Projects are undertaken to sustain an organization’s business whereas operations are not. c. Projects are temporary endeavors whereas an organization’s operations are ongoing in nature. b. Operations are undertaken to create unique products, services, or results whereas projects are not. d. Operations have well- defined objectives whereas projects do not need to have a unique purpose. A project is “a temporary endeavor undertaken to create a unique product, service, or result.” Operations, on the other hand, is work done in organizations to sustain the business. 2. Which of the following is true of projects? a. They have an indefinite beginning and end. c. They are developed using regressive elaboration. b. They have a unique purpose. d. They are permanent in nature. One of the attributes of projects is that they has have a unique purpose. Every project should have a well- defined objective. 3. The role of a _____ is to provide direction and funding for a project. a. project sponsor c. support staff member b. project manager d. project team
Most projects have many interested parties or stakeholders, but someone must take the primary role of sponsorship. The project sponsor usually provides the direction and funding for the project.
4. Galaxy, a construction company, buys a particular brand of tiles manufactured by Tiles and Floors, an eco- friendly tile manufacturing company. However, Tiles and Floors has declared bankruptcy and closed down. At present, Galaxy is facing a crisis because there are no other manufacturers in the market that supplies eco- friendly tiles. Which of the following constraints is Galaxy currently facing? a. Resources c. Scope b. Time d. Cost Every project is constrained in different ways. For some projects, resources are the main concern. 5. Steve, an engineer in a construction company, is at present working on a home construction project. The home is being built for the Robinson family, the owners of the home. Steve is working with his project team and support staff to ensure the project is completed on time. In such a scenario, the project sponsor is _____. a. Steve c. the project team b. the support staff d. the Robinson family Stakeholders are the people involved in or affected by project activities, and include the project sponsor, project team, support staff, customers, among others. In a home construction project, the project sponsors would be the potential new homeowners. 6. Project _____ management involves defining and managing all the work required to complete the project successfully.
of the people involved with the project. collecting, disseminating, and storing project information. b. buying goods and services for a project from outside the performing organization. d. identifying and analyzing stakeholder needs while managing and controlling their engagement. Project management knowledge areas describe the key competencies that project managers must develop. Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.
10. Which of the following project management knowledge areas is an overarching function that affects and is affected by the different knowledge areas? a. Project cost management c. Project integration management b. Project stakeholder management d. Project communications management Project management knowledge areas describe the key competencies that project managers must develop. Project integration management is an overarching function that affects and is affected by all of the other knowledge areas. 11. An important tool for project scope management is _____. a. fast tracking c. a Gantt chart b. crashing d. a work breakdown structure
Scope management uses scope statements, work breakdown structures, statements of work, requirements analyses, scope management plans, scope verification techniques, and scope change controls.
12. Which of the following tools are most likely to be used in project time management? a. Payback analysis c. Gantt charts b. Impact matrices d. Fishbone diagrams Time management uses Gantt charts, project network diagrams, critical path analysis, crashing, fast tracking, and schedule performance measurements. 13. Fast tracking is an example of a tool used in _____ management. a. time c. communication b. quality d. risk Time management tools include Gantt charts, project network diagrams, critical path analysis, crashing, fast tracking, and schedule performance measurements. 14. In which of the following areas of management is payback analysis most likely to be used? a. Human resource c. Cost b. Communication d. Quality Tools used in cost management include payback analysis, earned value management, project portfolio management, and cost estimates among others. 15. A _____ is a tool used in quality management. a. probability matrice c. request for proposal b. checklist d. critical path analysis
a. It is a simple discipline with a limited scope. c. It does not guarantee successes for all projects. b. It has specific tools which work universally across all kinds of projects. d. Its framework consists solely of project management knowledge areas. Despite its advantages, project management is a very broad, often complex discipline. What works for one project may not work for another. Thus it is essential for project managers to continue to develop their knowledge and skills in managing projects.
20. Which of the following is true of program managers? a. They report to project managers who represent the next level in the hierarchy. c. They provide leadership and direction for project managers heading the projects within a program. b. They recognize that managing a program is simpler than managing a project. d. They are responsible solely for the delivery of project results. ANS: C A program manager provides leadership and direction for the project managers heading the projects within a program. Program managers also coordinate the efforts of project teams, functional groups, suppliers, and operations staff supporting the projects to ensure that products and processes are implemented to maximize benefits. 21. Which of the following is a difference between project management and portfolio management?
a. Project management involves making wise investment decisions whereas portfolio management does not. c. Portfolio management asks questions like, “Are we carrying out projects efficiently?” whereas project management asks questions such as “Are we investing in the right areas?” b. Portfolio management is an easy task whereas project management is a more difficult task. d. Project management addresses specific, short-term goals whereas portfolio management focuses on long-term goals. Individual projects often address tactical goals, whereas portfolio management addresses strategic goals. Tactical goals are generally more specific and short- term than strategic goals.
22. A difference between strategic and tactical goals is that: a. strategic goals are more specific than tactical goals. c. tactical goals are more important for a project than strategic goals. b. tactical goals encompass broader dimensions than strategic goals. d. strategic goals are long-term in nature whereas tactical goals are short-term. Tactical goals are generally more specific and short- term than strategic goals, which emphasize long-term goals for an organization. 23. Which of the following questions reflect the strategic goals of project portfolio management?
a. Application area knowledge b. Project environment knowledge c. Standards and regulations d. Human relations skills Achieving high performance on projects requires soft skills, otherwise called human relations skills. Project managers need good soft skills to understand, navigate, and meet stakeholders’ needs and expectations. They need to be able to listen actively to what others are saying, help develop new approaches for solving problems, and then persuade others to work toward achieving project goals.
26. Which of the following best defines the role of leaders? a. They focus on short- term objectives. c. They work solely toward day-to-day details of meeting specific tasks. b. They work on achieving primarily tactical goals. d. They inspire people to reach goals. Generally, a leader focuses on long-term goals and big- picture objectives while inspiring people to reach those goals. 27. A Gantt chart is a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a ____ format. a. calendar c. bar graph b. line graph d. pie chart
A Gantt chart was developed by Henry Gantt for scheduling work in factories. A Gantt chart is a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in calendar form.
28. A critical path: a. is the shortest path through a network diagram. c. determines the earliest completion date of a project. b. represents schedule information in calendar form. d. is a quality management tool to ensure a project meets the minimum quality standards. The critical path is the longest path through a network diagram that determines the earliest completion of a project. It shows which tasks affect the target completion date of a project, and it can change as work proceeds and more information becomes available. 29. A _____ is an organizational group responsible for coordinating the project management function throughout an organization. a. Project Management Office c. Project Management Center b. Project Management Professional d. Portfolio Group In the 1990s, many companies began creating Project Management Offices to help them handle the increasing number and complexity of projects. A Project Management Office (PMO) is an organizational group responsible for coordinating the project management function throughout an organization.
In a project management software, low-end tools provide basic project management features and are often recommended for small projects and single users.
33. Which of the following types of tools is usually recommended for small projects and single users? a. Low-end c. High-end b. Midrange d. Upper range Low-end tools provide basic project management features and generally cost less than $200 per user They are often recommended for small projects and single users. 34. Enterprise project management softwares are also known as _____ tools of project management software. a. baseline c. low-end b. midrange d. high-end Project management software tools can be divided into three general categories based on functionality and price. One of these tools are high-end tools which are sometimes referred to as enterprise project management software. 35. Which of the following is a difference between low-end and midrange tools of the project management software? a. Low-end tools are designed to handle primarily multiple users whereas midrange tools are created to handle single users. c. Midrange tools provide basic project management features whereas low-end tools offer enterprise and portfolio management functions. b. Low-end tools provide robust capabilities to handle dispersed workgroups whereas d. Midrange tools are designed to handle larger projects than low-end tools.
midrange tools do not. In a project management software, midrange tools is a step up from low-end tools. They are designed to handle larger projects, multiple users, and multiple projects. Chapter 2: The Project Management and Information Technology Context MULTIPLE CHOICE
1. Projects must operate in a broad organizational environment, and project managers need to consider projects within the greater organizational context. _____ describes this holistic view of carrying out projects within the context of the organization. a. Linear analysis c. Reductionism b. Systems thinking d. The silo approach To handle complex situations effectively, project managers need to take a holistic view of a project and understand how it relates to the larger organization. Systems thinking describes this holistic view of carrying out projects within the context of the organization. 2. _____ refers to a problem-solving approach that requires defining the scope of a system, dividing it into its components, and then identifying and evaluating its problems, opportunities, constraints, and needs. a. Linear programming c. Principal component analysis b. Independent component analysis d. Systems analysis
a. structural c. political b. human resources d. symbolic The human resources (HR) frame focuses on producing harmony between the needs of the organization and the needs of people. It recognizes that mismatches can occur between the needs of the organization and those of individuals and groups, and works to resolve any potential problems.
6. The _____ perspective on organizations assumes that organizations are coalitions composed of varied individuals and interest groups. a. political frame c. structural frame b. symbolic frame d. human resources frame The political frame addresses organizational and personal politics. Politics in organizations take the form of competition among groups or individuals for power and leadership. The political frame assumes that organizations are coalitions composed of varied individuals and interest groups. 7. Grey’s Infotech sells customized hardware and software solutions for businesses. The salespeople for Grey’s have a strict dress code when meeting clients. They are required to wear dark business suits, in order to convey the company’s dedication to quality. The meaning conveyed to the clients’ through the salespeople’s clothing is part of the _____ frame of the organization. a. political c. structural b. symbolic d. human resources
The symbolic frame focuses on symbols and meanings. In this frame, the most important aspect of any event in an organization is not what actually happened, but what it means. The symbolic frame also relates to the company’s culture. How do people dress? How many hours do they work? How do they run meetings?
8. In Rizzati Corp, vice presidents in departments such as engineering, manufacturing, IT, and human resources report directly to the chief executive officer and undertake their tasks independently of each other. The staffs of these departments have specialized skills in their respective disciplines. Rizatti Corp can be said to have a _____ organizational structure. a. project c. matrix b. symbolic d. functional A functional organizational structure is the hierarchy most people think of when picturing an organizational chart. Functional managers or vice presidents in specialties such as engineering, manufacturing, IT, and human resources report to the chief executive officer (CEO). 9. In a _____organizational structure, program managers, rather than functional managers or vice presidents, report to the CEO. Their staffs have a variety of skills needed to complete all required tasks within their programs. a. project c. matrix b. symbolic d. functional A project organizational structure also is hierarchical, but instead of functional managers or vice presidents reporting to the CEO, program managers report to the CEO.
different departments. b. Project managers in matrix organizations have staff from only a single functional area working on their projects. d. A matrix organizational structure is hierarchical, but instead of functional managers reporting to the CEO, program managers report to the CEO. In a strong matrix organizational structure, the project manager controls the project budget and has moderate to high authority.
14. _____ refers to a set of shared assumptions, values, and behaviors that characterize the functioning of an organization. a. Chain of command c. Organizational culture b. Line of control d. Organizational structure Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization. It often includes elements of the four frames. 15. The _____ characteristic of organizational culture describes the degree to which management’s decisions take into account the effect of outcomes on people within the organization. a. member identity c. people focus b. group emphasis d. unit integration
The people focus characteristic of organizational culture describes the degree to which management’s decisions take into account the effect of outcomes on people within the organization. Good project managers often balance the needs of individuals and the organization.
16. _____ refers to the degree to employees identify with the organization as a whole, rather than with their types of job or profession. a. Member identity c. Group emphasis b. People focus d. Unit integration 17. _____refers to the degree to which departments within an organization are encouraged to coordinate with each other. a. Member identity c. Group emphasis b. People focus d. Unit integration Unit integration refers to the degree to which units or departments within an organization are encouraged to coordinate with each other. 18. In organizational culture, people focus refers to _____. a. the degree to which the organization monitors and responds to changes in the external environment c. the degree to which management ’s decisions take into account the effect of outcomes on employees within the organization b. the degree to which rules, policies, and direct supervision are used to oversee and control employee d. the degree to which employees are encouraged to be aggressive, innovative, and risk
