Often it is beneficial to crash activities not on the critical path.
One way of linking planning and control is to monitor project progress on the MSP
Gantt chart.
Expected value is a tool for risk analysis.
The shortest time to complete a network is equal to the duration of the longest path
through the network.
If resources were not scarce, the resource allocation problem would be concerned solely
with cost minimization.
Scenario analysis is not a popular technique for identifying risks.
When the work is routine, fast-tracking rarely causes serious problems.
It is more important for project team members to focus on their specific project
activities than on the project’s overall results.
A general audit is usually constrained by time and cost and limited to a brief
investigation of project essentials.
One can trade-off time and cost when managing a project, but the project’s technical
specifications must be maintained exactly as the client initially specifies.
Measuring a project’s success on budget, schedule, and performance is typically more
complicated than measuring revenues or qualitative, subjective factors.
The difference between the LST and EST is called slack.
Projects often compete with each other for the same resources.
Projects are always carried out under conditions of uncertainty.
Qualitative risk analysis is not as important to a project’s planning because there are not
many qualitative concerns in project management.
Another name for concurrent engineering is simultaneous engineering.
Standard Pert/CPM networks can be use to resolve probabilistic concerns.
The action plan should identify the project’s deliverable.
In general, it is preferable to have periodic reports.
The design structure matrix can be used to identify potential rework situations due to
the flow of information in a project.
The original criteria for selecting and funding the project are largely irrelevant for
project evaluation.
Having responsibility for the outcome of a project without the authority of rank or
position is common in project management.
According to research, future potential is an important dimension of project success.
When it comes to assigning individuals to work on projects, functional managers and
project managers are often in conflict.
For resources that are consumed when used, the problem is which project gets to use
the resource first and which must wait.
Many recent developments in project management are being driven by changes in the
nature of the American workforce.
When using the weighted scoring model, the categories for each scale must be in equal
intervals.
Programs are subdivisions of projects.
A similarity between project management and general management is the tendency to
“manage by exception.”
The best approach to handling change in projects is to accept the negative change and
take a loss on the project.
The project manager depends on legitimate authority to gain the cooperation of the
many departments in the organization that may be asked to supply technology,
information, resources and personnel to the project.
Cross divisional project communication is enhanced when a project is organized in a
functional project organization.
Lower expenditures than expected at a given point in time is always good.
A diagram of nodes connected by directional arcs that defines the project and illustrates
the technical of all activities is referred to as a network.
One reason for the emphasis on project management is that tasks fit neatly into
business-as-usual.
The three primary goals of any project are:
a) profit, schedule, quality
b) schedule, budget, quality
c) performance, budget, schedule
d) performance, quality, schedule
e) budget, quality, profit
“Projectitis” is most likely to occur in which type of project organizational structure?
a) a pure project organization
b) a matrix organization
c) a functional organization
d) b and c
e) all of the above
Entries above the diagonal in the Design Structure Matrix indicate
a) tasks that need to be shortened
b) tasks that have no resources assigned to them
c) tasks that are on the critical path
d) potential rework situations
e) tasks with no predecessors
Interface mapping can be used during interface coordination and integration
management to
a) develop coordination
b) manage interdependencies
c) identify trouble
d) all of the above
e) none of the above
A task is expected to take 20 hours of labor at $25 per hour. The required material cost
is $500 and the organization charges 30% of direct labor for overhead. The total task
cost is:
a) $500
b) $1,150
c) $1,250
d) $1,300
e) $1,500
Which of the following is not true regarding meetings?
a) A written agenda should be distributed in advance of the meeting.
b) The agenda should announce pre-set starting and stopping times.
c) It is appropriate to be flexible and extend a meeting’s stopping time if issues come up
that were not on the agenda.
d) Don”t penalize those who show up on time by making them wait for those who are
late.
e) All of the above are true.
A task has a normal duration of 9 days and a crash duration of 7 days. Its normal cost is
$40 and its crash cost is $100. What is the crash cost per day?
a) $140
b) $70
c) $50
d) $40
e) $30
The plan-monitor-control cycle is best described as…
a) an open loop process
b) a closed-loop process
c) an ad-hoc process
d) an informal process
e) a hierarchical process
Which of the following is not considered a resource?
a) Money
b) People
c) Equipment
d) Material
e) None of the above
Which of the following is not true regarding bottom-up budgeting?
a) The method tends to be inaccurate in the detailed tasks.
b) The WBS is used to identify the elemental tasks.
c) It is rarely used.
d) It is a good managerial training technique.
e) All of the above are true concerning top-down budgeting.
There is a 30 percent chance that a new product development project will result in sales
of $500,000 and a 70 percent chance that the project will result in sales of $100,000.
What is the expected value of this project?
a) $220,000
b) $240,000
c) $300,000
d) $320,000
e) $340,000
The _________________ approach centers on understanding the bits and pieces in a
system.
a) facilitating
b) analytical
c) systems
d) sensitivity
e) matrix
The primary cause of concern in resource allocation is…
a) labor cost
b) resource scarcity
c) lack of solution methodologies
d) parallel activities
e) equipment downtime
A project that must be completed with in the specified performance requirements is
considered…
a) time constrained
b) schedule constrained
c) resource constrained
d) performance constrained
e) critically constrained
Which of the following types of organizations would likely not have a program
manager?
a) functional project organization
b) pure project organization
c) strong matrix project organization
d) weak matrix organization
e) All of the above would likely have program managers.
The four essential skills of persuasion described Jay Conger (1998) include all of the
following except:
a) Effective persuaders must be credible to those they are trying to persuade
b) They must find goals held in common with those being persuaded
c) Must give locker-room motivational speeches
d) They must connect with the emotions of those they are trying to persuade
PERT was originally used for what type of project?
a) construction
b) R & D
c) military
d) computer software development
e) advertising
A matrix project that closely resembles the pure project is referred to as
a) a weak matrix
b) a strong matrix
c) a functional matrix
d) a balanced matrix
e) an unbalanced matrix
Which of the following is not an important advantage of empowerment?
a) high quality solutions
b) micromanagement avoided
c) high degree of worker specialization
d) synergistic solutions
e) timely feedback
Which of the following is not an objective mentioned in the text for data gathered from
monitoring?
a) promoting team members
b) keeping management informed
c) auditing
d) learning from mistakes
e) control
Technical dependencies on a project plan are easiest to see on a:
a) Gantt chart
b) Cost chart
c) PERT/CPM chart
d) Work Breakdown Structure
e) RACI Matrix
A Term not used in the discussion of PERT/CPM analysis is
a) Activity
b) Events
c) Critical Path
d) Sensitivity path
e) network s
The results of the launch meeting include:
a) finalizing the project team
b) finalizing the project’s schedule
c) finalizing the project’s budget
d) the project’s scope is understood
e) selecting the project champion
Which of the following criteria can be included in scoring models for selecting
projects?
a) potential profitability of the project
b) potential impact on the firm’s competitive position
c) the organization’s ability to market the output of a project
d) All of the above can be included
e) only a and b above
An identifiable state resulting from the completion of one or more activities is called?
a) an event
b) an activity
c) a milestone
d) a path
e) the critical path
Which of the following is most closely associated with ordinal rankings?
a) frequency counts
b) raw numbers
c) indicators
d) subjective numeric rankings
e) surrogates
In Crystal Ball, cells that contain outcomes we are interested in are called
a) assumption cells
b) distribution cells
c) forecast cells
d) decision cells
e) define cells
Crashing refers to…
a) expediting the project so as to minimizing the total cost of completing the project.
b) expediting the project so as to minimizing the number of activities in the project
c) expediting the project so as to completing the project by a specified time.
d) all of the above
e) none of the above.
In which of the following project states is the value of the project audit of rather limited
usefulness?
a) master schedule
b) initiation
c) feasibility study
d) preliminary plan/schedule budget
e) The value of the project audit is very useful in all of the above project states.
A Project charter affirms that all major parties of interest are in agreement on
a) schedules
b) cost
c) deliverables
d) all of the above
e) none of the above
Estimated (remaining cost) to completion (ETC) is calculated as…
a) (BAC ” EV)/CPI
b) (BAC ” EV)/SPI
c) (BAC + EV)/CPI
d) (BAC + EV)/SPI
e) (BAC ” AC)/CPI