BUS 517 Midterm Exam – Strayer
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Midterm Exam, Part 2: Chapters
4-5 and Chapter 15
ch1
Student:
___________________________________________________________________________
1. 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
2. A
professional organization for project management specialists is
the
A. PMI
B. AMA
C. MIS
D. IPM
E. PMBOK
3. 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
4. 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
5. 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
6. 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
7. 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
8. 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
9. 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
10. 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
11. 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
12. 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
13. 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
14. 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
15. 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
16. 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. The waste on failed projects and cost overruns is estimated in the
neighborhood of
A. 10
B. 20
C. 33
D. 45
E. 50
17. The
waste on failed projects and cost overruns is estimated in the neighborhood
of
A. Under $100 Million
B. Over $150 Billon
C. Under $10
Billion
D. Between $90-$100 Billion
E. Between $125-$135 Billion
18. 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
19. 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
20. 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
21. 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
22. 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
23. 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
24. 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
25. 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
26. 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
27. 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
28. Competing
in a global market is influenced by
A. Rapid
change
B. Innovation
C. Time to market
D. Politics
E. A, B,
and C are all true
29. Integration
of all project processes and practices to improve Project Management is due
to
A. Centralization
B. Environmental analysis
C. Customer
Expectations
D. Project management system
E. The organization's
environment and culture
30. From
1994 to 2009 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
31. Like
most organizational effort, the major goal of a project is to
__________.
________________________________________
32. The
initial stage in the Project Life Cycle is the __________ stage.
________________________________________
33. The
final stage in the Project Life Cycle is the __________
stage.
________________________________________
34. The
__________, a professional organization for project managers, has grown from
93,000 in 2002 to more than 230,000
currently.
________________________________________
35. In
the __________ stage of the Project Life Cycle a major part of the project
work, both physical and mental, takes
place.
________________________________________
36. In
the _________ stage of the Project Life Cycle what will be accomplished by the
project is determined along with the project's schedule and
budget.
________________________________________
37. A
common rule of thumb in the world of high-tech product development is that a
six-month project delay can result in a __________ percent loss in product
revenue share.
________________________________________
38. In
today's high-tech industries the product life cycle is averaging _________
years.
________________________________________
39. The
advent of many small projects has created the need for an organization that can
support __________ management.
________________________________________
40. Increased
competition has placed a premium on customer satisfaction and the development
of __________ products and
services.
________________________________________
41. In
some organizations, selection and management of projects often fail to support
the broad-based _________ of the organization.
________________________________________
42. WBS,
schedules, and budgets are examples of the _________ dimension of the project
management process.
________________________________________
43. Leadership,
teamwork, and negotiation are examples of the _________ dimension of the
project management process.
________________________________________
44. The
________ is a professional organization for project management
specialists.
________________________________________
45. One
of the defining characteristics of a project is that it has a singular purpose,
i.e., an established ________.
________________________________________
46. Because
projects have a defined beginning and end, the ________ is frequently used to
manage the transition of a project from start to
completion.
________________________________________
47. The
development of schedules, budgets, and identifying risks are common elements to
the ________ stage of the project life
cycle.
________________________________________
48. The
establishment of project goals, specifications, and responsibilities usually
occurs in the ________ stage of the project life
cycle.
________________________________________
49. Training
the customer, reassigning staff, and releasing resources occurs in the ________
stage of the project life cycle.
________________________________________
50. Project
managers are expected to ensure that appropriate trade-offs are made between
the time, cost, and __________ requirements of the project.
________________________________________
51. The
growth in ________ has increased the complexity of projects because projects
typically include the latest
advances.
________________________________________
52. A
_________ is a series of coordinated, related; multiple projects that continue
over extended time intended to achieve a
goal.
________________________________________
53. In
the __________ stage, it determined what the project will entail, when it will
be scheduled, whom it will benefit, and what the budget will
be.
________________________________________
54. Because
of the profitability motive, project management is nearly always limited to the
private sector.
True False
55. Ten
years ago major universities offered only one or two classes in project
management, primarily for engineers.
True False
56. The
professional certification for project managers is a Project Management
Professional (PMP).
True False
57. Because
of its flexibility, project management is equally useful in ongoing, routine
work as well as unique, one-time
projects.
True False
58. One
of the defining characteristics of project management is that the projects are
not confined to a single department but involve several departments and
professionals.
True False
59. One
of the characteristics that separate project management from other endeavors of
the organization is that there are specific time, cost, and performance
requirements.
True False
60. The
singular purpose of a project is often lacking in daily organizational life in
which workers perform repetitive operations each
day.
True False
61. Since
a construction company builds many buildings the projects after the first
building do not fit the definition of a
project.
True False
62. The
first stage in the Project Life Cycle is the Concept
stage.
True False
63. A
major portion of the project work, both physical and mental, takes place during
the Production stage of the Project Life
Cycle.
True False
64. In
practice, the amount of work accomplished in each stage of the Project Life
Cycle will vary greatly depending on the department or work
group.
True False
65. Because
of the requirement for in-depth expertise, project management is generally
restricted to specialists.
True False
66. On
the project team, the Marketing manager is the primary, direct link with the
customer.
True False
67. One
of the most significant driving forces behind the demand for project management
is the ever increasing expansion of the product life
cycle.
True False
68. Unlike
their functional counterparts, project managers generally possess only
rudimentary technical knowledge to make trade-off
decisions.
True False
69. Because
of the significant loss in potential product revenue, "time to
market" has become one of the most critical factors in developing new
products.
True False
70. A
common rule of thumb in the world of high-tech product development is that a
six-month project delay can result in a 33 percent loss in product revenue
share.
True False
71. Project
management integration necessitates combining all of the major dimensions of
project management under one umbrella.
True False
72. Due
to corporate downsizing significant segments of project work have been
outsourced to other organizations.
True False
73. Smaller
projects in larger organizations tend not to need project management
skills.
True False
74. In
the current trends, Project managers are typically required to manage many
diverse systems such as; networks, bar charts, job costing, task forces,
partnering and schedule, to manage
projects.
True False
75. Project
management is usually restricted to
specialists.
True False
76. Project
management is becoming a standard way of doing
business.
True False
77. Compare
and contrast the Product Life Cycle and the Project Life Cycle.
78. Identify
the five major characteristics of a project.
79. Identify
and briefly describe the four stages of the Project Life Cycle.
80. "Project
managers perform the same functions as other managers." Agree or Disagree
and support your decision.
81. Identify
and briefly describe the six factors that are increasing the demand for project
management.
82. What
is meant by an "Integrated Project Management Process"?
83. Identify
and briefly discuss the two key areas where project management need to be
integrated within the organization.
84. Identify
and briefly discuss the two key dimensions of managing actual projects.
85. The
success of individual projects is typically measured by performance compared to
three constraints usually placed on all projects. Identify and briefly describe
those three constraints.
86. Describe
what it means that a Project Manager must work with a diverse troupe of
characters?
87. What
is the difference between a project and a program?
88. Describe
the connection between Project Management and an organization's Strategic
Plan.
ch2
Student:
___________________________________________________________________________
1. 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?
2. Strategy
considered to be under purview of senior management is
A. Old school
thinking
B. A new school of management thought
C. Necessary in a
company structure
D. Beneficial to the Project Manager
E. Depended on
company goals
3. A
critical factor to ensure the success of integrating the strategic plan with
projects lies in a process that
A. Is open and published for all
participants to review
B. Starts with top management's
directives
C. With projects first and integrates them with the strategic
plan
D. Both B and C are correct
E. A, B, and C are all correct
4. 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 C are correct
E. A, B, and C are all
correct
5. 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. So
they can be effective project advocates
D. Both B and C are
correct
E. A, B, and C are all correct
6. 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 the above are likely mistakes
7. In
today's business environment, project managers find it valuable to have a keen
understanding of
A. Strategic management
B. Technical
issues
C. Project selection process
D. Both A and C are
correct
E. A, B, and C are all correct
8. The
textbook indicated that ________ is the major dimension of strategic
management.
A. Responding to changes in the external
market
B. Allocating scarce resources of the organization
C. Beating
competition to the market
D. Both a and b are correct
E. Both a and c
are correct
9. Which
of the following is not true for strategic management?
A. It should
be done once each year 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
positions the firm to meet the needs of its customers
E. All of these are
true statements
10. Which
of the following is the correct order for the strategic management
process?
A. Strategies, mission, goals, projects
B. Goals,
projects, mission, strategies
C. Mission, goals, strategies,
projects
D. Goals, mission, strategies, projects
E. Projects,
mission, strategies, goals
11. Which
of the following questions does the organization's mission statement answer?
A. What
are our long-term strategies?
B. What are our long-term goals and
objectives?
C. How do we operate in the existing environment?
D. What
do we want to become?
E. All of these are answered by the mission
statement
12. Which
of the following is not one of the traditional components found in mission
statements?
A. Major products and
services
B. Profitability
C. Target customers and
markets
D. Geographic domain
E. Contribution to society
13. Which
of the following is not one of the characteristics of effective
objectives?
A. Realistic
B. Assignable
C. Flexible
D. Specific
E. Measurable
14. Strategy
formulation includes which of the following
activities?
A. Determining alternatives
B. Creating
profitability targets
C. Evaluating alternatives
D. Both a and c are
correct
E. A, B, and C are all correct
15. The
assessment of the external and internal environments is called _______
analysis.
A. SWOT
analysis
B. Competitive
C. Industry
D. Market
E. Strategic
16. Which
of the following would not be classified as an organizational
threat?
A. Slowing of the economy
B. A maturing life
cycle
C. Poor product quality
D. Government regulations
E. All
of these are organizational threats
17. Which
of the following would not be classified as an organizational
opportunity?
A. Increasing product demand
B. Excellent
employees
C. Emerging markets
D. demographics
E. All of these
are organizational opportunities
18. Which
of the following is not one of the requirements for successful implementation
of strategies through projects?
A. Allocation of
resources
B. Prioritizing of projects
C. Motivation of project
contributors
D. Adequate planning and control systems
E. All of these
are requirements
19. 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
20. Susie's
department is implementing many projects. She finds herself starting and
stopping work on one task to go and work on another task, and then return to
the work on the original task. Susie is experiencing
A. Poor
scheduling
B. Excess work burden
C. Flexible
tasking
D. Multitasking
E. Burnout
21. Project
selection criteria are typically classified as:
A. Financial and
non-financial
B. Short-term and long-term
C. Strategic and
tactical
D. Required and optional
E. Cost and schedule
22. Which
of the following financial models are typically included in project
selection?
A. Payback
B. Net present value
C. Internal
rate of return
D. Both A and B are correct
E. A, B, and C are all
correct
23. Projects
are usually classified into all but one of the following categories. Which one
is not one of the typical classifications?
A. Compliance and emergency
B. Operational
C. Strategic
D. Political
necessity
E. All of these are typical classifications
24. Which
of the following is not one of the classifications for assessing a project
portfolio?
A. Sacred
cow
B. Bread-and-butter
C. Pearls
D. Oysters
E. White
elephants
25. A
project screening matrix typically contains all of the following
except:
A. The list of available projects
B. Specific
criteria
C. Weights assigned to specific criteria
D. Costs to
complete each project
E. All of the above are typically contained
26. Which
of the following is the reason(s) why project managers need to understand their
organization's mission and strategy?
A. To make appropriate
decisions and adjustments
B. To be effective project advocates
C. To
be able to get their job done
D. Both A and B are correct
E. A, B,
and C are all correct
27. In
the Snapshot from Practice, Intel's CEO has concentrated Intel's strategy
toward?
A. Creating chips to support the digital device
market
B. Eliminating AMD as a competitor
C. Strengthening Intel's
position in the PC market
D. Expanding Intel's international
market
E. Expand efforts in the mainframe computer market
28. Which
of the following is not true of multi-weighted scoring
models?
A. Will include quantitative criteria
B. Will include
qualitative criteria
C. Each criterion is assigned a
weight
D. Projects with higher scores are considered more
desirable
E. All of the above are true
29. A
major project proposal form will likely include all of the following
except:
A. Project Classification
B. Schedule
objective
C. Major deliverables of the project
D. How success will be
measured
E. All of these are likely to be included
30. Which
of the following is a common multicriteria selection
model?
A. Checklist
B. Net Present Value
C. Weighted
criteria model
D. Both A and C are correct
E. All of these are common
multicriteria selection models
31. Successful
________ requires strong links among mission statements, goals, objectives, and
strategies.
________________________________________
32. ________
change infrequently and may require revision only when the nature of the
business changes or shifts.
________________________________________
33. ________
translate the organization's mission statement into specific, concrete, and
measurable terms.
________________________________________
34. ________
answers the question of how strategies will be realized, given available
resources.
________________________________________
35. Project
________ are typically high-ranking managers who endorse and lend political
support for the completion of a specific
project.
________________________________________
36. A
weighted scoring model such as _________ typically uses several weighted
selection criteria to evaluate project proposals.
________________________________________
37. The
__________ identifies what the organization wants to become and the scope of
the firm in terms of its product or
service.
________________________________________
38. In
a SWOT analysis, good product quality, low debt, and an established dealer
network are examples of positive
________.
________________________________________
39. In
a SWOT analysis, strong competition, reduced product demand, and a maturing
product life cycle are examples of ________.
________________________________________
40. The
assessment of the internal and external environments is known as a
________.
________________________________________
41. Apple
Computers has been successful in developing a turnaround strategy that has
developed new markets and increased market share. This began with strict
adherence to the ________.
________________________________________
42. The
term ________ is often used to denote a project that a powerful, high-ranking
official is advocating.
________________________________________
43. Xerox's
ALTO computer and the Ford Mustang are examples of the significance that
________ can play in project
management.
________________________________________
44. Capacity
overload which inevitably leads to confusion and inefficient use of scarce
resources is an __________.
________________________________________
45. The
_______ financial model measures the time it will take to recover the project
investment.
________________________________________
46. The
________ financial model measures the current value of all cash inflows and
outflows using management's minimum desired rate of
return.
________________________________________
47. In
classifying the kinds of projects an organization has in its portfolio,
________ projects are typically those needed to meet regulatory conditions
required to operate in a region.
________________________________________
48. In
classifying the kinds of projects an organization has in its portfolio,
________ projects are typically those needed to support current
operations.
________________________________________
49. In
classifying the kinds of projects an organization has in its portfolio,
________ projects are typically those that directly support the organization's
long run mission.
________________________________________
50. Using
the Project Portfolio Matrix, software upgrades and manufacturing cost
reduction projects are examples of ________ projects that involve evolutionary
improvements to existing
products.
________________________________________
51. In
some cases organizations will use a __________ to solicit ideas for projects
when the knowledge requirements for the project are not available in the
organization.
________________________________________
52. A
___________ will typically include a list of potential projects, several
criteria, weights for those criteria, and criteria scores for those
projects.
________________________________________
53. The
most common approach to selecting project has been to use the __________
model.
________________________________________
54. Project
Management historically has been preoccupied solely with the planning and
execution of projects while strategy was under the purview of senior
management.
True False
55. The
problem in many organizations is not with formulating strategies but with
implementing the strategies.
True False
56. A
written mission statement provides focus for decision making when shared by
organizational managers and employees.
True False
57. Effective
objectives can be created to apply only at the department level and not
relating to organizational objectives.
True False
58. Organizational
objectives set targets for all levels of the organization not just for top
management.
True False
59. Formulating
strategy answers the questions who and when the tasks will be
performed to reach objectives.
True False
60. Strategy
formulation ends with cascading objectives or projects assigned to lower
divisions, departments, or individuals.
True False
61. If
a proposed project does not meet one of the designated "must"
objectives it is immediately removed from
consideration.
True False
62. Using
the Project Portfolio Matrix, revolutionary commercial advances using proven
technical advances are classified as Oyster
projects.
True False
63. It
is necessary to have exactly the same strategic and operations criteria for
different projects
True False
64. The
two axes of the Project Portfolio Matrix are technical feasibility and
commercial potential.
True False
65. Many
organizations find they have three different kinds of projects in their
portfolio, compliance, operational, and sacred cows.
Refer to
2.2
True False
66. The
first step in the Strategic Management Process is to set long-range goals and
objectives.
True False
67. Reviewing
and revising the organization's mission is best achieve through the use of a
SWOT analysis.
True False
68. Opportunities
and threats are the flip sides of each other; that is, a threat can be viewed
as an opportunity, and vice versa.
True False
69. The
information gap refers to the lack of understanding and consensus of
organization strategy among top and middle-level
managers.
True False
70. One
way to offset the influence of politics on project management within an
organization is to have a well-defined project selection
model.
True False
71. Lee
Iacocca's career was built on successfully leading the design and development
of the highly successful Ford Mustang.
True False
72. Generally,
people working on several projects at the same time are more efficient than
having several people working part-time on the same
projects.
True False
73. The
NPV financial model measures the time it will take to recover the project
investment.
True False
74. Intel's
CEO, Craig R. Barrett, is envisioning Intel's future as being beyond computers
and to include all digital products as Intel's potential
customers.
True False
75. Multi-weighted
scoring models include only quantitative criteria, not
qualitative.
True False
76. "Politics
and project management should not mix." Agree or Disagree and support your
position.
77. Identify
and briefly discuss the three intended outcomes of integrating and linking
projects with the strategic plan.
78. What
is strategic management?
79. Identify
and briefly describe the four components of strategic management and why they
must be strongly linked.
80. The
typical Strategic Management Process includes four activities. Identify and
briefly describe each of those four activities.
81. Identify
and briefly describe the five characteristics of effective objectives.
82. What
is a SWOT analysis and how does it relate to the Strategic Management
Process?
83. What
is the implementation gap and why is it important to project
management?
84. Identify
and briefly discuss the three classes of projects usually found in an
organization's project portfolio.
85. Draw
the Project Portfolio Matrix identifying the major elements on the
drawing.
86. Identify
and briefly describe five of the benefits of Project Portfolio
Management.
87. Why
is profitability alone not an adequate measure of a project's value to an
organization?
88. What
are the two major shortcomings of using the Checklist approach to project
selection?
ch3
Student:
___________________________________________________________________________
1. Organizational
culture is best explained as
organizational
A. Personality
B. Hierarchy
C. Reporting
relationships
D. Background
E. Management style
2. 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
3. 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
4. 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
5. 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
6. 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
7. 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
8. 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
9. 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. Projectized
10. Which
of the following combinations represents the extremes of project
organization?
A. Strong matrix and balanced matrix
organizations
B. Functional and dedicated project teams
C. Project
and balanced matrix organizations
D. Project and strong matrix
organizations
E. Strong matrix and functional organizations
11. 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
12. 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. Projectized organization
13. 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
14. Projectitis
is most likely to occur in the _______ organization
structure.
A. Functional
B. Balanced matrix
C. Weak
matrix
D. Strong matrix
E. Project
15. 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
16. _________
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
17. A
project management system provides a framework for launching and implementing
project activities within a ______
organization.
A. Matrix
B. Balanced
C. Weak
D. Sponsor
E. Parent
18. In
which of the following is the balance of authority strongly in favor of the
functional managers?
A. Weak matrix
B. Balanced
matrix
C. Strong matrix
D. Strong
E. Both C and D are correct
19. 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?
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