Integration Management - Sample Questions

	Integration Management Sample Questions

Questions

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1. The review of key deliverables and project performance at the conclusion of a project phase is called:
phase exit kill point stage gate a and c all of the above
2. Which of the following is a common characteristic of most project life cycle descriptions?
Cost and staffing are low at the start, higher towards the end, and drop rapidly as the project nears completion. The probability of successfully completing the project is highest at the start of the project. Stakeholders have the most influence on the final characteristics of the product at the end of the project. a and b
3. A role of the change control board is to:
issue change requests represent top management interests in initiating innovation review the impact of change requests on project costs, schedule, and specifications schedule changes into PERT networks identify new areas of project work
4. Who should contribute to the development of the project plan?
Project manager Entire project team including project manager Senior management Just the planning department
5. A project plan is:
A formal, approved document used to guide both project execution and project control. A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities. A narrative description of products or services to be supplied. A document describing the organizational breakdown structure of the company.
6. Which of the following is NOT an example of a type of schedule report?
Gantt chart Milestone chart fishbone diagram network diagram
7. What is the primary purpose of a milestone chart?
To show task dependencies. To show resource constraints. To show significant events in the project such as completion of key deliverables. To highlight the critical path. All of the above
8. When should the project manager be assigned?
As early in the project as feasible. Preferably before much project planning has been done. At least prior to the start of project plan execution. All of the above.
9. In which type of organization(s) is the project manager's role most likely part-time?
Functional Balanced Matrix Weak Matrix Strong Matrix A and C
10. Project Stakeholders are defined as:
Individuals and organizations that are actively involved in the project Individuals and organizations who use the project's product Individuals and organizations whose interest may be positively or negatively affected as a result of project execution or successful project completion Individuals and organizations who provide the financial resources All of the above
11. Fast Tracking is defined as:
A method of project scheduling Linking of a project to the ongoing operations of the performing organization The overlapping of project phases A method of construction A method of defining scope of work
12. A product life cycle is a series of phases whose name and number is determined by the needs of the organization or organizations involved in the project.
True False
13. General Management encompasses all except:
Finance and accounting Strategic planning Sales and marketing Developing a new product or service Organizational Behavior
14. The organization structure that provides the project manager with the most authority over the project team is:
Functional Weak matrix Balance matrix Strong matrix Projectized
15. Key Management skills include:
Leading Communicating Negotiating Problem solving All of the above
16. A regulation is a document that lays down provisions with which compliance is mandatory.
True False
17. Problem solving addresses only the cause of problems on the project.
True False
18. In the phase sequence defined by project life cycles, a phase is not begun until all deliverables are approved from the preceding phase.
True False
19. Characteristics of project phases are:
Milestones Objectives Activities Deliverables All of the above
20. A project is defined in the PMBOK as:
A process of considerable scope that implements a plan A group of ideas managed in a coordinated way to obtain a desired outcome A temporary endeavor undertaken to create a unique product or service A collection of activities with a beginning and an end A series of tasks or functions that must be completed by a certain date
21. A program is defined in the PMBOK as:
A group of projects managed in a coordinated way to obtain benefits not available from managing them individually A number of sub-projects divided into manageable components enabling a project team to ensure the completion of a desired outcome A project plan developed by key management personnel to obtain a desired outcome The means to subdivide the project into manageable segments The framework project management uses to ensure the completion of projects
22. Project Integration Management
Describes the processes required to ensure that the project includes all the work required to complete the project successfully Describes the processes required to ensure timely completion of the project Describes the processes required to enure that the project will satisfy the needs for which it was undertaken Describes the processes required to ensure that the various elements of the project are properly coordinated Describes the processes to acquire goods and services from outside the organization
23. The purpose of the PMBOK is to identify and describe knowledge and practices that must be applied uniformly on all projects
True False
24. An example of a project is:
Billing customers Managing an organization Constructing a building or facility Providing technical support Providing financial services
25. Operations and projects share many characteristics
True False
26. Baseline is the original plan for a project, work package, or activity, plus or minus approved changes.
True False
27. A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project, is called:
Project life cycle Product life cycle Project life event All of the above
28. The project management framework does not provide a basic structure for understanding project management:
True False
29. The facilitating processes include:
Quality planning, organizational planning Staff acquisition, communications planning Risk identification, qualitative risk analysis, quantitative risk analysis Risk response planning, procurement planning, solicitation planning All of the above
30. Middle (functional) managers have the greatest influence in the direction of the project in which type of organizational structure?
Project Strong Matrix Weak Matrix Project Coordinator Project Expediter
31. The project life-cycle can be described as __________.
project concept, project planning, project execution, and project close-out project planning, work authorization, and project reporting project planning, project control, project definition, WBS development and project termination project concept, project execution, and project reporting all of the above
32. Documented work authorizations provide __________.
a means for effective internal coordination of the project's activities an audit trail of all work authorized from project initiation to completion a means for communication of work activity between the project manager and the performing activities all of the above A and B only
33. The use of progress reports __________.
are not necessary on small projects provides a means whereby various levels of authority can judge project performance provides insight into project problem areas and effectiveness of the controls systems all of the above B and C
34. Customer influence in the project planning process is __________.
meddlesome and will slow down progress essential in accurately documenting the goals and the objectives of the project a minor consideration because the customer has difficulty in stating what he wants best handled by the sales department none of the above
35. A project is defined as __________.
a coordinated undertaking of interrelated activities directed toward a specific goal that has a finite period of performance a large, complex undertaking with many objectives, multiple sources of funding and no discernable end point an undertaking of interrelated activities directed toward a specific goal that can be accomplished in less than one year a group of activities headed by a project manager who has cradle-to-grave life cycle responsibility for the end product all of the above
36. Creation of project objectives __________.
allows for data collection and analysis and progress reporting against which standards of performance can be measured is accomplished by selection of measurable variables against which performance can be judged is required before funding of the project by the project sponsor all of the above A and B only
37. The project charter __________.
expresses upper management commitment to the project provides the authority by which the project may proceed establishes the organizational structure within which the project will operate specifies the overall objectives and time frames of the project all of the above
38. A program is characterized as __________.
a grouping of related tasks lasting one year or less a unique undertaking having a definite time period a grouping of similar projects having no definite end that supports the product(s) from cradle to grave a project with a cost over $1 million none of the above
39. The project charter is developed by __________.
senior management or manager external to project the customer the project manager both A and C none of the above
40. The purpose of configuration management is to __________.
insure drawings are updated control change throughout the project control change during production only generate engineering change proposals inform the project manager of changes
41. Selection criteria for project selection include __________.
cost vs. benefits risk contribution towards organizational goals rate of return all of the above
42. The design phase refers to the __________.
concept phase development phase implementation phase acquisition phase A and / or B
43. Reliability of a product is most directly affected by __________.
activities in the concept phase how well it is built the reputation of the manufacturer the project manager the company's commitment to quality
44. The development phase is the phase that includes __________.
appropriations, allocations, assigning, and acquisition feasibility, contracts, allocation, acquisition budgets, project plan, appropriations, and allocation A and C A and B
45. The greatest potential cost savings in a project are found in __________.
the project organization good contract negotiations workers' quality suggestions during implementation the concept phase and management plan all of the above
46. The nine categories in the PMI exam are skill areas most closely related to __________.
corporate vision corporate strategy specifications project design operations product and customer
47. Richard was thrilled to get his first assignment as a project manager. However, he knew the organization style would be a strong matrix organization and this meant the greatest challenge would be __________.
implementing Management by Objective difficult team building organizing his kick-off meeting some of the functional managers preferred a hierarchical organization the project workers would report to him as well as to a functional manager
48. A narrative description of products or services to be supplied under contract is called __________.
the project plan a statement of work an exception report a Pareto analysis a code of accounts
49. As we deal with increasingly larger projects, we can anticipate that the amount of project documentation and communication will __________.
grow linearly remain constant grow more rapidly than linearly decrease be unaffected by project size
50. In general, product specifications are best developed by __________.
the technical staff the project manager upper management the logistics department the contracts department
51. A fundamental role of progress measurement on projects should be:
to identify poor performers, in order to punish them to determine whether the project i basically on target to identify whether problems exist so that corrective action can be undertaken to assist in the development of a scope statement B and C
52. Allocating human resources is most straightforward in what type of organization?
functional matrix projectized decentralized hybridized
53. In general, if a division's activities are focused on the achievement of a single major project, what is the way for it to structure its operation?
matrix structure functional structure projectized structure ego-less structure self-directed team structure
54. The process of establishing clear and achievable objectives measuring their achievement, and adjusting performance in accordance with the results of the measurement is called:
strategic planning alternative objectives inventory management by objectives contingency planning goal tending
55. During what phase are project feasibility studies carried out?
conceptual development implementation close-out postmortem
56. By whom are project plans generally developed?
the project General Manager the Director of Projects the project team the marketing department the engineering department
57. Configuration management is:
a means of monitoring and controlling emerging project scope against the scope baseline the production of a scope statement the creation of the work breakdown structure the set of procedures developed to assure that project design criteria are met a mechanism to track budget and schedule variances
58. A review of historical data points (e.g., cost or schedule data) over time is most usefully used to:
predict trends summarize current project status compute earned value establish blame for project failures A and B
59. Which is not an important function of the kick-off meeting?
to identify project goals to introduce the players to present the project charter to present the detailed plan to get team buy-in
60. An objective is clear if:
top management proposes it project workers formulate it it employs numbers it is developed by the planning team different people reading it hold a single view of its meaning
61. A key component of any configuration management system is:
estimate at completion (EAC) a change control board (CCB) budgeted cost of work performed (BCWP) benefit-cost ratios management reserve
62. A general description of a project's objectives, coupled with a statement of management authorization, is called:
a WBS an ERB a sanity check PPBS a project charter
63. A periodic document (e.g., biweekly, monthly) detailing time, cost, and resource performance is called:
an engineering change proposal (ECP) a status report a work authorization the project charter an RFP
64. "A precise description of a physical item, procedure, service, or result for the purpose of purchase and / or implementation of an item or service" is called:
a specification a baseline a work package traceability a WBS element
65. A key rule for achieving customer satisfaction is:
do not spare expenses in product / service development conduct a needs analysis always do what the customer suggests do not contradict the customer B and C
66. A request for proposal (RFP) is used to:
establish a project master plan establish project baselines create project budgets solicit bids from contractors maintain control over unauthorized work changes
67. Which of the following is not a common project selection mechanism?
benefit-cost analysis scoring sheets murder boards peer review engineering review boards (ERBs)
68. The following actions characterize which phase of the project life-cycle: motivate team, procure goods and services, execute work packages, resolve problems?
concept development implementation termination B and C
69. Evaluations are carried out throughout the life of a project. Sometimes they entail technical reviews, other times they focus on management audits, and so on. What is not a common problem of evaluations?
They are inherently threatening They are disruptive They can be arbitrary They are unnecessary They are resisted by those being evaluated
70. The final steps in the close-out phase generally lead up to:
a project selection decision a redefinition of project requirements customer acceptance a final review of the deliverable by the engineering review board a kick-off meeting
71. Project control depends heavily on the utilization of an effective status reporting system. Which of the following are the most common categories of project reports?
Status, trend, variance, and exception Profitability, status, and exception Status, variance, and stock price Balance sheet status, and trend Status, exception, and financial audit
72. Project management specialists frequently distinguish between weak and strong matrix structures. The chief characteristics of a weak matrix is:
team members are not fully trained to do the job the functional manager has relatively more influence in making decisions than the project manager management reserve is rapidly being depleted re-baselining occurs frequently project objectives are poorly defined
73. Project management can be employed in a wide variety of situations. The circumstance in which it is least necessary is:
when cross functional solutions are needed to produce a deliverable when a deliverable must be produced according to a defined deadline when work is unique when a team is producing a one-of-a-kind deliverable when work is routine and repetively performed by the organization
74. Which of the following functions do contemporary project management software packages (e.g., ABT Project Workbench, Microsoft Project) carry out?
schedule tracking with network diagrams and Gantt charts budget tracking export data to spreadsheet and database formats all of the above A and B only
75. To be effective, post-project evaluations should be used to:
punish the poor performers develop historical data to establish baseline for future projects learn lessons all of the above B and C
76. Constrained optimization methods of project selection include:
scoring methods benefit-cost ratios multi-objective programming algorithms subjective analyses checklist comparisons of the alternatives
77. In typical project situations, who among the following has the smallest role to play in selecting projects?
Subject Matter Experts (e.g., engineers) Marketing / Sales Personnel Purchasing Experts Operations Experts Cost Estimators
78. Projects are phased to provide controls over the work and to permit the measurement of progress. The four phases of a project are conceptual, __________, and close-out / termination.
execution, pre-close-out development, implementation implementation, execution study, execution study, build
79. Project objectives provide the broad direction to the project. The project objectives are first documented in the project's __________.
charter budget appointment letter for the project manager execution plan / manual master schedule
80. Suppose a corporation executive directs that a feasibility study be conducted. This study would be conducted during the __________ phase of the project.
conceptual planning implementation close-out any of the above
81. The project __________ prescribes the guidelines within which a project is organized, administered, and managed for the timely accomplishment of project objectives.
charter master schedule budget plan management plan directive system
82. During the development of the project control system, several areas are considered for the establishment of mechanisms to guide the project, but the control system for the project does not include __________.
document control procurement / acquisition control personnel hiring control specification control design control
83. Planning and implementing a status reporting system for a project is important to effectively manage the rate of progress. Types of project reports include __________.
status, variance, trend, and exception cost, trend, schedule, and performance cost, schedule, quality, and exception analysis, cost, performance, and schedule price, time, materials, and budget
84. Selection of an organization to prosecute a project depends upon three key items: degree of advanced technology in the project, percentage of project personnel in the professional category, and the __________ for the project.
size of the budget level of uncertainty location of implementation type of scheduling system undefined objectives
85. The matrix organization is often used for a project because it offers advantages over a pure project organization for certain types of projects. The criterion / criteria for selecting a matrix organization is / are __________.
large, complex projects technically complex work the need for diverse skills on a short-term basis limited resources to implement the project all of the above
86. The matrix organization has two forms: the weak matrix and the strong matrix. the primary difference between these two forms is that __________.
the number of permanent people assigned to the project the number of functional staff assigned to the project the organization always starts as weak and builds to strong a weak matrix is used only to plan the project relative influences is exercised in the decision-making
87. Suppose there is a great deal of uncertainty associated with a project because the work has not been defined because of the lack of information to develop structured plans. The best organizational structure to use in this situation is the __________ form.
weak matrix strong matrix project functional line and staff
88. The responsibility chart (or matrix) is a useful tool for defining __________ areas of management.
project and functional jurisdictional shared consulting all of the above
89. The planning evolution is often depicted as a wheel where one action leads to another until the cycle brings a person back to an evaluation of the lower levels of the plans against the top level objectives. The three stages in this planning evolution are __________.
conceptual, development, and implementation conceptual, action, and operational controlling development, implementation, and operational controlling planning, action, and changes planning, implementing, and measuring
90. The specification and the statement of work are key elements of the contract for a project. The differences between the two documents are primarily that the specification tells __________ and the statement of work tells __________.
what is to be built; when it is to be built characteristics / attributes; how the work is to be accomplished what skills are to be used; who is to perform the work how many items are to be built; the physical attributes when the delivery is to be accomplished; why the project is to be implemented
91. There is a need to illustrate the sequence of activities for the project's feasibility study to permit a macro evaluation of the major tasks. the tool that best meets this requirement is the __________.
PERT chart linear program chart bar chart flow chart tabular chart
92. A project management plan encompasses several elements that are often considered separate parts of the project, but the plan does not include a __________.
master schedule budget project organization open issues none of the above
93. In planning for the monitoring and tracking of cost and schedule as an integrated effort, you initiate the earned value system. The output of this system will provide __________.
accurate cost-schedule status on a daily basis accurate cost-schedule status on a weekly basis cost-schedule trends on a monthly basis baseline variances on a monthly basis baseline variances on a one-time basis
94. Project close-out requires several actions to ensure the logical termination of the ongoing work and compliance with the terms of the contract. Documentation, for example, must be __________ to reflect the __________ condition for the customer.
counted; quality revised; as-built reviewed; working used; spacing used; excellent
95. The retention of project historical records must be planned during the early phases of the project, which includes the collection, preservation, and recording of information during the implementation. The historical records can be used to __________ for future projects of a similar nature.
predict trends and highlight problems analyze problems and establish contingency costs determine personnel shortfalls and planning problems determine successes and shortfalls identify and assign responsibilities
96. The financial close-out of the project requires that a time be established when no further __________.
project accounting will be accomplished charges will be made against the project invoices will be processed bills will be paid labor charges will be paid
97. Project management was born out of the need for a more efficient and effective means to accomplish goals for work of a defined time duration. The criteria for using a project management approach to perform work does not include __________.
an ad hoc undertaking concerned with a single definable end product an undertaking that is routine and frequently performed by the present organization an undertaking that is of greater complexity of scope than normal an undertaking requiring quick response to change and value of time an undertaking with a high degree of interdependence among the tasks
98. Project management has long been recognized in the U.S. government as the most effective method of managing the acquisition of large systems. This effectiveness is enhanced by the project manager providing __________ throughout the life of the project.
effective direction and change control guidance to the team and new project objectives a single point of responsibility and decision making planning for the budget and schedule new project controls and new baselines
99. Various project management structures are used in industries. The degree to which project management techniques are utilized depends mainly on the project's __________.
budget and schedule quality requirements and schedule size and type of industry nature and size manager and team
100. Traditionally, the planning (design, budgeting, scheduling) has been accomplished by a loose conglomeration of independent parties. As the complexity and size of the projects have increased, organizations have formally appointed a __________ to plan, control, and coordinate the resources.
project manager project expediter functional manager logistic specialist planning engineer
101. The owner (buyer) of the project may desire to monitor the progress of a company building the project (the seller). When the expertise is not resident in-house for the owner he may __________ to perform these monitoring functions.
require the seller to provide a bonded person delegate to the seller the responsibility hire a project management services representative become a project management expert hire an audit agency to provide trained auditors
102. The use of project management ranges from mature industries to research and development (R&D) activities exploring new technologies. The difficulties in managing R&D work include all but __________.
planning and scheduling of work budget expenditures motivation of team members performance evaluation setting priorities and assigning resources
103. Management information systems have grown over the past decade because of the need to provide managers and others with more __________ information to support the decision-making process.
volume, detailed, and rapid accurate, detailed, and formatted accurate, timely, and relevant engineering, design, and as-built cost, schedule, and quality
104. The project's ultimate goal is customer satisfaction while the sub-goals for cost, schedule, and quality may be treated equally. This implied or stated equal treatment of the sub-goals __________.
is precisely the effect desired to meet the project's ultimate goal ensures the project will be completed as planned and will meet the customer's needs ensures the project will be successful in meeting both the ultimate and sub-goals may conflict with the customer's needs and does not provide guidance for trade-offs has no impact on the project because the project manager will decide what is important
105. Many projects do not complete the full life cycle under a single contractor because the design work is accomplished by a third party. the project manager is, therefore, given designs of which he had no control or direction. The disadvantages of having a separate design contractor from the implementation contractor do not include __________.
the designer not having the incentive to ensure the designs are the most cost effective the designs being incomplete for implementation of the project the designs being prepared on a cost-plus basis - i.e., the more the project costs, the more the designer is paid the project manager blaming poor performance on the design and the designer blaming the project manager for lack of competency the project manager's organization suing the design organization for lack of sufficient detail in the design drawings
106. The project's life cycle consists of four recognized, distinct phases: conceptual, planning, implementation, and close-out. the primary purpose of phasing is to __________.
control and transition work budget and schedule work divide and initiate work allocate resources and authorize expenditures allocate responsibility and authority
107. Each project should have a project procedures manual (also called a project execution manual) to set the standard practices to be used during all phases of the project. The project procedures manual is __________.
an independent document that covers cost, schedules, quality, and regulatory factors a brief statement of the overall project policy that covers policy statements of do's and do not's for the project a procedures document that covers procedures that are new and unique to the project an extension of corporate procedures that covers scope of work, project organization, and systems / procedures to be used a supplement to corporate procedures that covers roles and responsibilities of functional and project personnel
108. During the planning and implementation phases, there is often a need to conduct trade-offs between several alternatives. Unlike selection of competing alternatives, the trade-offs are usually made between __________.
risk, cost, and schedule technologies, design, and engineering cost, schedule, and quality conceptual, planning, and implementation phases direct cost, indirect cost, and escalation
109. Many times throughout the project, the project manager will be asked by his management or the customer to give his personal forecast for milestones or targets. The project manager should __________.
never give a personal assessment but defer the question until the official answer can be obtained give a personal assessment but can be certain to include many caveats to show the uncertainty of the answer give an interim answer that includes the qualifier "I believe" until a better answer can be obtained tell the asking party that the project policy precludes anyone from giving a personal assessment to avoid misunderstandings be in a position to answer such questions in general at any time, but should take time to respond to questions requiring precise answers

1. The review of key deliverables and project performance at the conclusion of a project phase is called:

phase exit
kill point
stage gate
a and c
all of the above

2. Which of the following is a common characteristic of most project life cycle descriptions?

Cost and staffing are low at the start, higher towards the end, and drop rapidly as the project nears completion.
The probability of successfully completing the project is highest at the start of the project.
Stakeholders have the most influence on the final characteristics of the product at the end of the project.
a and b

3. A role of the change control board is to:

issue change requests
represent top management interests in initiating innovation
review the impact of change requests on project costs, schedule, and specifications
schedule changes into PERT networks
identify new areas of project work

4. Who should contribute to the development of the project plan?

Project manager
Entire project team including project manager
Senior management
Just the planning department

5. A project plan is:

A formal, approved document used to guide both project execution and project control.
A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.
A narrative description of products or services to be supplied.
A document describing the organizational breakdown structure of the company.

6. Which of the following is NOT an example of a type of schedule report?

Gantt chart
Milestone chart
fishbone diagram
network diagram

7. What is the primary purpose of a milestone chart?

To show task dependencies.
To show resource constraints.
To show significant events in the project such as completion of key deliverables.
To highlight the critical path.
All of the above

8. When should the project manager be assigned?

As early in the project as feasible.
Preferably before much project planning has been done.
At least prior to the start of project plan execution.
All of the above.

9. In which type of organization(s) is the project manager's role most likely part-time?

Functional
Balanced Matrix
Weak Matrix
Strong Matrix
A and C

10. Project Stakeholders are defined as:

Individuals and organizations that are actively involved in the project
Individuals and organizations who use the project's product
Individuals and organizations whose interest may be positively or negatively affected as a result of project execution or successful project completion
Individuals and organizations who provide the financial resources
All of the above

11. Fast Tracking is defined as:

A method of project scheduling
Linking of a project to the ongoing operations of the performing organization
The overlapping of project phases
A method of construction
A method of defining scope of work

12. A product life cycle is a series of phases whose name and number is determined by the needs of the organization or organizations involved in the project.

True
False

13. General Management encompasses all except:

Finance and accounting
Strategic planning
Sales and marketing
Developing a new product or service
Organizational Behavior

14. The organization structure that provides the project manager with the most authority over the project team is:

Functional
Weak matrix
Balance matrix
Strong matrix
Projectized

15. Key Management skills include:

Leading
Communicating
Negotiating
Problem solving
All of the above

16. A regulation is a document that lays down provisions with which compliance is mandatory.

True
False

17. Problem solving addresses only the cause of problems on the project.

True
False

18. In the phase sequence defined by project life cycles, a phase is not begun until all deliverables are approved from the preceding phase.

True
False

19. Characteristics of project phases are:

Milestones
Objectives
Activities
Deliverables
All of the above

20. A project is defined in the PMBOK as:

A process of considerable scope that implements a plan
A group of ideas managed in a coordinated way to obtain a desired outcome
A temporary endeavor undertaken to create a unique product or service
A collection of activities with a beginning and an end
A series of tasks or functions that must be completed by a certain date

21. A program is defined in the PMBOK as:

A group of projects managed in a coordinated way to obtain benefits not available from managing them individually
A number of sub-projects divided into manageable components enabling a project team to ensure the completion of a desired outcome
A project plan developed by key management personnel to obtain a desired outcome
The means to subdivide the project into manageable segments
The framework project management uses to ensure the completion of projects

22. Project Integration Management

Describes the processes required to ensure that the project includes all the work required to complete the project successfully
Describes the processes required to ensure timely completion of the project
Describes the processes required to enure that the project will satisfy the needs for which it was undertaken
Describes the processes required to ensure that the various elements of the project are properly coordinated
Describes the processes to acquire goods and services from outside the organization

23. The purpose of the PMBOK is to identify and describe knowledge and practices that must be applied uniformly on all projects

True
False

24. An example of a project is:

Billing customers
Managing an organization
Constructing a building or facility
Providing technical support
Providing financial services

25. Operations and projects share many characteristics

True
False

26. Baseline is the original plan for a project, work package, or activity, plus or minus approved changes.

True
False

27. A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project, is called:

Project life cycle
Product life cycle
Project life event
All of the above

28. The project management framework does not provide a basic structure for understanding project management:

True
False

29. The facilitating processes include:

Quality planning, organizational planning
Staff acquisition, communications planning
Risk identification, qualitative risk analysis, quantitative risk analysis
Risk response planning, procurement planning, solicitation planning
All of the above

30. Middle (functional) managers have the greatest influence in the direction of the project in which type of organizational structure?

Project
Strong Matrix
Weak Matrix
Project Coordinator
Project Expediter

31. The project life-cycle can be described as __________.

project concept, project planning, project execution, and project close-out
project planning, work authorization, and project reporting
project planning, project control, project definition, WBS development and project termination
project concept, project execution, and project reporting
all of the above

32. Documented work authorizations provide __________.

a means for effective internal coordination of the project's activities
an audit trail of all work authorized from project initiation to completion
a means for communication of work activity between the project manager and the performing activities
all of the above
A and B only

33. The use of progress reports __________.

are not necessary on small projects
provides a means whereby various levels of authority can judge project performance
provides insight into project problem areas and effectiveness of the controls systems
all of the above
B and C

34. Customer influence in the project planning process is __________.

meddlesome and will slow down progress
essential in accurately documenting the goals and the objectives of the project
a minor consideration because the customer has difficulty in stating what he wants
best handled by the sales department
none of the above

35. A project is defined as __________.

a coordinated undertaking of interrelated activities directed toward a specific goal that has a finite period of performance
a large, complex undertaking with many objectives, multiple sources of funding and no discernable end point
an undertaking of interrelated activities directed toward a specific goal that can be accomplished in less than one year
a group of activities headed by a project manager who has cradle-to-grave life cycle responsibility for the end product
all of the above

36. Creation of project objectives __________.

allows for data collection and analysis and progress reporting against which standards of performance can be measured
is accomplished by selection of measurable variables against which performance can be judged
is required before funding of the project by the project sponsor
all of the above
A and B only

37. The project charter __________.

expresses upper management commitment to the project
provides the authority by which the project may proceed
establishes the organizational structure within which the project will operate
specifies the overall objectives and time frames of the project
all of the above

38. A program is characterized as __________.

a grouping of related tasks lasting one year or less
a unique undertaking having a definite time period
a grouping of similar projects having no definite end that supports the product(s) from cradle to grave
a project with a cost over $1 million
none of the above

39. The project charter is developed by __________.

senior management or manager external to project
the customer
the project manager
both A and C
none of the above

40. The purpose of configuration management is to __________.

insure drawings are updated
control change throughout the project
control change during production only
generate engineering change proposals
inform the project manager of changes

41. Selection criteria for project selection include __________.

cost vs. benefits
risk
contribution towards organizational goals
rate of return
all of the above

42. The design phase refers to the __________.

concept phase
development phase
implementation phase
acquisition phase
A and / or B

43. Reliability of a product is most directly affected by __________.

activities in the concept phase
how well it is built
the reputation of the manufacturer
the project manager
the company's commitment to quality

44. The development phase is the phase that includes __________.

appropriations, allocations, assigning, and acquisition
feasibility, contracts, allocation, acquisition
budgets, project plan, appropriations, and allocation
A and C
A and B

45. The greatest potential cost savings in a project are found in __________.

the project organization
good contract negotiations
workers' quality suggestions during implementation
the concept phase and management plan
all of the above

46. The nine categories in the PMI exam are skill areas most closely related to __________.

corporate vision
corporate strategy
specifications project design
operations
product and customer

47. Richard was thrilled to get his first assignment as a project manager. However, he knew the organization style would be a strong matrix organization and this meant the greatest challenge would be __________.

implementing Management by Objective
difficult team building
organizing his kick-off meeting
some of the functional managers preferred a hierarchical organization
the project workers would report to him as well as to a functional manager

48. A narrative description of products or services to be supplied under contract is called __________.

the project plan
a statement of work
an exception report
a Pareto analysis
a code of accounts

49. As we deal with increasingly larger projects, we can anticipate that the amount of project documentation and communication will __________.

grow linearly
remain constant
grow more rapidly than linearly
decrease
be unaffected by project size

50. In general, product specifications are best developed by __________.

the technical staff
the project manager
upper management
the logistics department
the contracts department

51. A fundamental role of progress measurement on projects should be:

to identify poor performers, in order to punish them
to determine whether the project i basically on target
to identify whether problems exist so that corrective action can be undertaken
to assist in the development of a scope statement
B and C

52. Allocating human resources is most straightforward in what type of organization?

functional
matrix
projectized
decentralized
hybridized

53. In general, if a division's activities are focused on the achievement of a single major project, what is the way for it to structure its operation?

matrix structure
functional structure
projectized structure
ego-less structure
self-directed team structure

54. The process of establishing clear and achievable objectives measuring their achievement, and adjusting performance in accordance with the results of the measurement is called:

strategic planning
alternative objectives inventory
management by objectives
contingency planning
goal tending

55. During what phase are project feasibility studies carried out?

conceptual
development
implementation
close-out
postmortem

56. By whom are project plans generally developed?

the project General Manager
the Director of Projects
the project team
the marketing department
the engineering department

57. Configuration management is:

a means of monitoring and controlling emerging project scope against the scope baseline
the production of a scope statement
the creation of the work breakdown structure
the set of procedures developed to assure that project design criteria are met
a mechanism to track budget and schedule variances

58. A review of historical data points (e.g., cost or schedule data) over time is most usefully used to:

predict trends
summarize current project status
compute earned value
establish blame for project failures
A and B

59. Which is not an important function of the kick-off meeting?

to identify project goals
to introduce the players
to present the project charter
to present the detailed plan
to get team buy-in

60. An objective is clear if:

top management proposes it
project workers formulate it
it employs numbers
it is developed by the planning team
different people reading it hold a single view of its meaning

61. A key component of any configuration management system is:

estimate at completion (EAC)
a change control board (CCB)
budgeted cost of work performed (BCWP)
benefit-cost ratios
management reserve

62. A general description of a project's objectives, coupled with a statement of management authorization, is called:

a WBS
an ERB
a sanity check
PPBS
a project charter

63. A periodic document (e.g., biweekly, monthly) detailing time, cost, and resource performance is called:

an engineering change proposal (ECP)
a status report
a work authorization
the project charter
an RFP

64. "A precise description of a physical item, procedure, service, or result for the purpose of purchase and / or implementation of an item or service" is called:

a specification
a baseline
a work package
traceability
a WBS element

65. A key rule for achieving customer satisfaction is:

do not spare expenses in product / service development
conduct a needs analysis
always do what the customer suggests
do not contradict the customer
B and C

66. A request for proposal (RFP) is used to:

establish a project master plan
establish project baselines
create project budgets
solicit bids from contractors
maintain control over unauthorized work changes

67. Which of the following is not a common project selection mechanism?

benefit-cost analysis
scoring sheets
murder boards
peer review
engineering review boards (ERBs)

68. The following actions characterize which phase of the project life-cycle: motivate team, procure goods and services, execute work packages, resolve problems?

concept
development
implementation
termination
B and C

69. Evaluations are carried out throughout the life of a project. Sometimes they entail technical reviews, other times they focus on management audits, and so on. What is not a common problem of evaluations?

They are inherently threatening
They are disruptive
They can be arbitrary
They are unnecessary
They are resisted by those being evaluated

70. The final steps in the close-out phase generally lead up to:

a project selection decision
a redefinition of project requirements
customer acceptance
a final review of the deliverable by the engineering review board
a kick-off meeting

71. Project control depends heavily on the utilization of an effective status reporting system. Which of the following are the most common categories of project reports?

Status, trend, variance, and exception
Profitability, status, and exception
Status, variance, and stock price
Balance sheet status, and trend
Status, exception, and financial audit

72. Project management specialists frequently distinguish between weak and strong matrix structures. The chief characteristics of a weak matrix is:

team members are not fully trained to do the job
the functional manager has relatively more influence in making decisions than the project manager
management reserve is rapidly being depleted
re-baselining occurs frequently
project objectives are poorly defined

73. Project management can be employed in a wide variety of situations. The circumstance in which it is least necessary is:

when cross functional solutions are needed to produce a deliverable
when a deliverable must be produced according to a defined deadline
when work is unique
when a team is producing a one-of-a-kind deliverable
when work is routine and repetively performed by the organization

74. Which of the following functions do contemporary project management software packages (e.g., ABT Project Workbench, Microsoft Project) carry out?

schedule tracking with network diagrams and Gantt charts
budget tracking
export data to spreadsheet and database formats
all of the above
A and B only

75. To be effective, post-project evaluations should be used to:

punish the poor performers
develop historical data to establish baseline for future projects
learn lessons
all of the above
B and C

76. Constrained optimization methods of project selection include:

scoring methods
benefit-cost ratios
multi-objective programming algorithms
subjective analyses
checklist comparisons of the alternatives

77. In typical project situations, who among the following has the smallest role to play in selecting projects?

Subject Matter Experts (e.g., engineers)
Marketing / Sales Personnel
Purchasing Experts
Operations Experts
Cost Estimators

78. Projects are phased to provide controls over the work and to permit the measurement of progress. The four phases of a project are conceptual, __________, and close-out / termination.

execution, pre-close-out
development, implementation
implementation, execution
study, execution
study, build

79. Project objectives provide the broad direction to the project. The project objectives are first documented in the project's __________.

charter
budget
appointment letter for the project manager
execution plan / manual
master schedule

80. Suppose a corporation executive directs that a feasibility study be conducted. This study would be conducted during the __________ phase of the project.

conceptual
planning
implementation
close-out
any of the above

81. The project __________ prescribes the guidelines within which a project is organized, administered, and managed for the timely accomplishment of project objectives.

charter
master schedule
budget plan
management plan
directive system

82. During the development of the project control system, several areas are considered for the establishment of mechanisms to guide the project, but the control system for the project does not include __________.

document control
procurement / acquisition control
personnel hiring control
specification control
design control

83. Planning and implementing a status reporting system for a project is important to effectively manage the rate of progress. Types of project reports include __________.

status, variance, trend, and exception
cost, trend, schedule, and performance
cost, schedule, quality, and exception
analysis, cost, performance, and schedule
price, time, materials, and budget

84. Selection of an organization to prosecute a project depends upon three key items: degree of advanced technology in the project, percentage of project personnel in the professional category, and the __________ for the project.

size of the budget
level of uncertainty
location of implementation
type of scheduling system
undefined objectives

85. The matrix organization is often used for a project because it offers advantages over a pure project organization for certain types of projects. The criterion / criteria for selecting a matrix organization is / are __________.

large, complex projects
technically complex work
the need for diverse skills on a short-term basis
limited resources to implement the project
all of the above

86. The matrix organization has two forms: the weak matrix and the strong matrix. the primary difference between these two forms is that __________.

the number of permanent people assigned to the project
the number of functional staff assigned to the project
the organization always starts as weak and builds to strong
a weak matrix is used only to plan the project
relative influences is exercised in the decision-making

87. Suppose there is a great deal of uncertainty associated with a project because the work has not been defined because of the lack of information to develop structured plans. The best organizational structure to use in this situation is the __________ form.

weak matrix
strong matrix
project
functional
line and staff

88. The responsibility chart (or matrix) is a useful tool for defining __________ areas of management.

project and functional
jurisdictional
shared
consulting
all of the above

89. The planning evolution is often depicted as a wheel where one action leads to another until the cycle brings a person back to an evaluation of the lower levels of the plans against the top level objectives. The three stages in this planning evolution are __________.

conceptual, development, and implementation
conceptual, action, and operational controlling
development, implementation, and operational controlling
planning, action, and changes
planning, implementing, and measuring

90. The specification and the statement of work are key elements of the contract for a project. The differences between the two documents are primarily that the specification tells __________ and the statement of work tells __________.

what is to be built; when it is to be built
characteristics / attributes; how the work is to be accomplished
what skills are to be used; who is to perform the work
how many items are to be built; the physical attributes
when the delivery is to be accomplished; why the project is to be implemented

91. There is a need to illustrate the sequence of activities for the project's feasibility study to permit a macro evaluation of the major tasks. the tool that best meets this requirement is the __________.

PERT chart
linear program chart
bar chart
flow chart
tabular chart

92. A project management plan encompasses several elements that are often considered separate parts of the project, but the plan does not include a __________.

master schedule
budget
project organization
open issues
none of the above

93. In planning for the monitoring and tracking of cost and schedule as an integrated effort, you initiate the earned value system. The output of this system will provide __________.

accurate cost-schedule status on a daily basis
accurate cost-schedule status on a weekly basis
cost-schedule trends on a monthly basis
baseline variances on a monthly basis
baseline variances on a one-time basis

94. Project close-out requires several actions to ensure the logical termination of the ongoing work and compliance with the terms of the contract. Documentation, for example, must be __________ to reflect the __________ condition for the customer.

counted; quality
revised; as-built
reviewed; working
used; spacing
used; excellent

95. The retention of project historical records must be planned during the early phases of the project, which includes the collection, preservation, and recording of information during the implementation. The historical records can be used to __________ for future projects of a similar nature.

predict trends and highlight problems
analyze problems and establish contingency costs
determine personnel shortfalls and planning problems
determine successes and shortfalls
identify and assign responsibilities

96. The financial close-out of the project requires that a time be established when no further __________.

project accounting will be accomplished
charges will be made against the project
invoices will be processed
bills will be paid
labor charges will be paid

97. Project management was born out of the need for a more efficient and effective means to accomplish goals for work of a defined time duration. The criteria for using a project management approach to perform work does not include __________.

an ad hoc undertaking concerned with a single definable end product
an undertaking that is routine and frequently performed by the present organization
an undertaking that is of greater complexity of scope than normal
an undertaking requiring quick response to change and value of time
an undertaking with a high degree of interdependence among the tasks

98. Project management has long been recognized in the U.S. government as the most effective method of managing the acquisition of large systems. This effectiveness is enhanced by the project manager providing __________ throughout the life of the project.

effective direction and change control
guidance to the team and new project objectives
a single point of responsibility and decision making
planning for the budget and schedule
new project controls and new baselines

99. Various project management structures are used in industries. The degree to which project management techniques are utilized depends mainly on the project's __________.

budget and schedule
quality requirements and schedule
size and type of industry
nature and size
manager and team

100. Traditionally, the planning (design, budgeting, scheduling) has been accomplished by a loose conglomeration of independent parties. As the complexity and size of the projects have increased, organizations have formally appointed a __________ to plan, control, and coordinate the resources.

project manager
project expediter
functional manager
logistic specialist
planning engineer

101. The owner (buyer) of the project may desire to monitor the progress of a company building the project (the seller). When the expertise is not resident in-house for the owner he may __________ to perform these monitoring functions.

require the seller to provide a bonded person
delegate to the seller the responsibility
hire a project management services representative
become a project management expert
hire an audit agency to provide trained auditors

102. The use of project management ranges from mature industries to research and development (R&D) activities exploring new technologies. The difficulties in managing R&D work include all but __________.

planning and scheduling of work
budget expenditures
motivation of team members
performance evaluation
setting priorities and assigning resources

103. Management information systems have grown over the past decade because of the need to provide managers and others with more __________ information to support the decision-making process.

volume, detailed, and rapid
accurate, detailed, and formatted
accurate, timely, and relevant
engineering, design, and as-built
cost, schedule, and quality

104. The project's ultimate goal is customer satisfaction while the sub-goals for cost, schedule, and quality may be treated equally. This implied or stated equal treatment of the sub-goals __________.

is precisely the effect desired to meet the project's ultimate goal
ensures the project will be completed as planned and will meet the customer's needs
ensures the project will be successful in meeting both the ultimate and sub-goals
may conflict with the customer's needs and does not provide guidance for trade-offs
has no impact on the project because the project manager will decide what is important

105. Many projects do not complete the full life cycle under a single contractor because the design work is accomplished by a third party. the project manager is, therefore, given designs of which he had no control or direction. The disadvantages of having a separate design contractor from the implementation contractor do not include __________.

the designer not having the incentive to ensure the designs are the most cost effective
the designs being incomplete for implementation of the project
the designs being prepared on a cost-plus basis - i.e., the more the project costs, the more the designer is paid
the project manager blaming poor performance on the design and the designer blaming the project manager for lack of competency
the project manager's organization suing the design organization for lack of sufficient detail in the design drawings

106. The project's life cycle consists of four recognized, distinct phases: conceptual, planning, implementation, and close-out. the primary purpose of phasing is to __________.

control and transition work
budget and schedule work
divide and initiate work
allocate resources and authorize expenditures
allocate responsibility and authority

107. Each project should have a project procedures manual (also called a project execution manual) to set the standard practices to be used during all phases of the project. The project procedures manual is __________.

an independent document that covers cost, schedules, quality, and regulatory factors
a brief statement of the overall project policy that covers policy statements of do's and do not's for the project
a procedures document that covers procedures that are new and unique to the project
an extension of corporate procedures that covers scope of work, project organization, and systems / procedures to be used
a supplement to corporate procedures that covers roles and responsibilities of functional and project personnel

108. During the planning and implementation phases, there is often a need to conduct trade-offs between several alternatives. Unlike selection of competing alternatives, the trade-offs are usually made between __________.

risk, cost, and schedule
technologies, design, and engineering
cost, schedule, and quality
conceptual, planning, and implementation phases
direct cost, indirect cost, and escalation

109. Many times throughout the project, the project manager will be asked by his management or the customer to give his personal forecast for milestones or targets. The project manager should __________.

never give a personal assessment but defer the question until the official answer can be obtained
give a personal assessment but can be certain to include many caveats to show the uncertainty of the answer
give an interim answer that includes the qualifier "I believe" until a better answer can be obtained
tell the asking party that the project policy precludes anyone from giving a personal assessment to avoid misunderstandings
be in a position to answer such questions in general at any time, but should take time to respond to questions requiring precise answers

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