A BASELINE IS THE PROJECT'S SCOPE FIXED AT A SPECIFIC POINT IN TIME.

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A baseline is the project's scope fixed at a specific point in time.
Question 1 options:
True
False
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Question 2 (3 points)
2
The scope baseline is a document that provides a summary description of each reporting
relationship
along with a schedule for meetings and reports.
Question 2 options:
True
False
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Question 3 (3 points)

2. 3
Most effective project maturity models chart both a set of standards that are currently accepted
as stateof-the-art as well as a process for achieving significant movement towards these
benchmarks.
Question 3 options:
True
False
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Question 4 (3 points)
4
The present value of money is more today than when I expect to spend it in the future.
Question 4 options:
True
False
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Question 5 (3 points)

3. 5
The BEST time to establish reasonable controls is when they are first needed during the project.
Question 5 options:
True
False
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Question 6 (3 points)
6
A company's culture has little impact on whether projects are successfully implemented.
Question 6 options:
True
False
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Question 7 (3 points)
7

4. The late start time should be calculated using a forward pass through the network.
Question 7 options:
True
False
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Section 2 - Multiple Choice (4 points each)
Question 8 (4 points)
8
A project typically has:
Question 8 options:
A) A defined start and end date.
B) A defined start date but no defined end date.
C) No defined start but a defined end date.
D) No defined start or end date.
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5. Question 9 (4 points)
9
Which of these is NOT characteristic of a project?
Question 9 options:
A)
Projects are responsible for the newest and most improved products, services, and
organizational processes.
B) Projects are ad hoc endeavors with a clear life cycle.
C) Projects provide a philosophy and strategy for the management of change.
D)
Traditional process management functions of planning, organizing, and controlling do not apply
to project management.
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6. Question 10 (4 points)
10
The behavioral side of project management emphasizes:
Question 10 options:
A) Scheduling.
B) Leadership.
C) Project selection.
D) Planning.
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Question 11 (4 points)
11
A strategic perspective on project management might ask which of the following questions prior
to
undertaking a project?
Question 11 options:
A) Does this project support the company vision?
B) What is our corporate culture?

7. C) Do we have the necessary budget for this project?
D)
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Can we define the problem?
Question 12 (4 points)
12
The management department at the university decides to add a new program in restaurant,
hotel, and
institutional management. As part of the development process they hold focus groups consisting
of area
business leaders, current and former students, and restaurant and hotel owners. These groups
can be
described as:
Question 12 options:
Stakeholders.
Project leaders.
Clients.

8. Project workers.
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Question 13 (4 points)
13
Which of the following is NOT an element of organizational structure?
Question 13 options:
A) Well-articulated mission, vision, and value statements.
B) Formal reporting relationships.
C) Grouping together of individuals into departments.
D) Systems designed to ensure effective communication.
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Question 14 (4 points)
14
Which statement regarding project selection is BEST?
Question 14 options:

9. A) Organizational reality can be perfectly captured by most decision-making models.
B)
Before selecting any project, the team should identify all the relevant issues that play a role in
project selection.
C) Decision models must contain either objective or subjective factors.
D) Every decision model has both objective and subjective factors.
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Question 15 (4 points)
15
Which of the following is a direct cost?
Question 15 options:
A) Rent
B) Depreciation on equipment
C) Labor

10. D) Health benefits
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Question 16 (4 points)
16
Which of these lists of duties is more reflective of managerial tasks?
Question 16 options:
A) Creating vision and strategies.
B) Problem solving.
C) Long-term risk taking,
D) Communication by word and deed.
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Question 17 (4 points)
17
Projects are often underfunded in the concept stage because:
Question 17 options:
A) The project requirements were deliberately understated.

11. B)
There is complete trust in project managers by top management so more resources can be
asked for at any time.
C) The project's goals are too clearly defined.
D) The project's top management sponsor is too influential.
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Question 18 (4 points)
18
Prior to creating a network, it is important to:
Question 18 options:
A) Identify all loops through activities.
B) Identify the pary responsible for each activity.
C) Calculate the float for each activity.
D) Understand the activity precedence.
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12. Section 3 - Short Answer/Essay - (5 Points Each)
Question 19 (5 points)
19
Describe or define any four important attributes for screening models used to evaluate projects.
Question 19 options:
The screening process it to balance the competitive demands. Companies have to make sure
they are
making the best choices when evaluating projects. There are a number of decision models
available to
help with the evaluation and selection of projects.
First attribute is the company’s capability the company should be flexible enough to respond to
changes
in the conditions under which projects are carried out.
Flexibility The model should be easily modified if trial applications require changes. This allows
for
adjustments due to changes in exchange rates, tax laws, building codes, and so forth.
A model must be easy to use and simple enough to be used by people in all areas of the
organization,

13. both those in specific project roles and those in related functional positions.
The screening model should be cost effective. The cost of obtaining selection information and
generating
optimal results should be low enough to encourage use of the models rather than diminish their
applicability.
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Question 20 (5 points)
20
What are key differences between projects and processes?
Question 20 options:
A process is ongoing, and is the day to day activities in which an organization engages while
producing
goods and services. Processes are well established systems, properties, and capabilities in a
continuous,
and repetitive manner. Projects are new process or product, and systems must be created to
integrate
efforts. Project management activities remain unique and separate from the manner in which
processoriented work is performed. Projects are one shot and have a limited life time. Projects
have

14. uncertainty of performance, cost and schedule while Process greater certainty of cost of
performance,
cost and schedule. In order to grow an enterprise properly, projects and processes must be used
in
balance.
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Question 21 (5 points)
21
What are the three types of organizations presented by the author and how are they different?
Organizational structure identifies the grouping together of individuals into departments and
departments into the total organization.
(1) function—grouping people performing similar activities into similar departments,
(2) product—grouping people working on similar product lines into departments,
(3) geography—grouping people within similar geographical regions or physical locations into
departments, and (4) project—grouping people involved in the same project into a department.
Organizational structure includes the design of systems to ensure effective communication,
coordination, and integration of effort across departments. This third feature of organizational
What
are the advantages and disadvantages of using a functional structure to manage a project?

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Question 22 (5 points)
22
What are the advantages and disadvantages of using a functional structure to manage a project?
An advantage of a functional organizational structure is that it offers a high level of specialization.
Each unit operates as a type of self-contained mini-company, charged with carrying out its
specific
role. Team members become experts within their functional area, and the unit and company
benefit
from their expertise and experience over time. Productivity is enhanced when a worker is an
expert in
his functional area because they perform at a high level of speed and efficiency.
Lack of team work can be a disadvantage using functional structure, if they have difficulty
working
with other units. Another disadvantage of the functional organization structure is that it can pose
a
challenge for top management to maintain control as the organization expands. As organizations
get
larger and top management needs to delegate more decision-making responsibilities to each

16. functional area, the degree of autonomy may also increase, making coordination of activities
more
difficult. If the company expands into new geographic areas, maintaining control of and managing
the
separate functions can be even more of a challenge.
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Question 23 (5 points)
23
What is the purpose of controls? Describe any three types of control systems.
Control focuses on events before, during, or after a process. Three types of types of controls are
feedforward, concurrent, and feedback.
Feedforward controls, sometimes called preliminary or preventive controls, attempt to identify
and
prevent deviations in the standards before they occur. Feedforward controls focus on human,
material,
and financial resources within the organization.
Concurrent controls monitor ongoing employee activity to ensure consistency with quality
standards.
These controls rely on performance standards, rules, and regulations for guiding employee tasks
and

17. behaviors. Their purpose is to ensure that work activities produce the desired results.
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Question 24 (5 points)
24
What are the characteristics of effective project teams?
Characteristics of effective project teams are working together creates higher success rates.
Open communication helps to eliminate frustration and helps team accomplish more in less time.
When
you have cohesiveness among teams your top performers will stay. Team are successful in
achieving
goals when they have a clear purpose, vision, mission and goals have been defined. Teams are
effective
when everyone is encouraged are given the opportunity to participate and contribute. In addition,
motivated teams are more energized and will get the job done. Team members are committed
when
they believe in task. Finally having a positive attitude leads to a winning team.
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Question 25 (5 points)

18. 25
Describe the four things that are necessary to promote the partnership idea between the project
manager and the team.
1. Exchange of purpose
2.A right to say no
3. Joint accountability
4. Absolute honesty