MGT150. PROJECT MANAGEMENT (MGT150) > TAKE ASSESSMENT: FINAL EXAM Take Assessment: Final Exam Top of Form Name Final Exam Instructions The final exam contains 40 multiple-choice questions and 20 true/false questions. Please study the materials available to you before taking the test. For multiple-choice questions, identify the answer that is most correct. For ture/false questions, identify whether the statement is true or false. Make sure you have thought through your answers carefully before submitting the final exam. Multiple Attempts Not allowed. This Test can only be taken once. Force Completion This Test can be saved and resumed later. Question Completion Status: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60   Question 1 1 points Save Which of the following is an example of a project? a. Maintaining e-mail addresses b. Capacity planning c. Submitting travel and expense reports d. Sending monthly reports to top management   Question 2 1 points Save An effective project manager must: a. Tell his team members what to do b. Be the most capable person on the team technically c. Be focused on achieving results d. Not trust his team members to achieve results without his personal attention to detail   Question 3 1 points Save A key characteristic of an effective project team is that: a. Members have graduate degrees in project management b. Members come from the same professional background c. Members see themselves as stakeholders in the project d. Members adhere to a prescribed pecking order   Question 4 1 points Save A challenge of the matrix project organization is that: a. Team members are full of ego b. Team members are selected from the same functional area c. Team members have divided loyalties d. It enables functional managers to provide career guidance to their workers   Question 5 1 points Save A key weakness of the Benefit-Cost ratio project selection mechanism is that: a. It only focuses on things that can be measured b. It takes time frame into consideration c. It is too much based on subjective judgment d. It does not entail prioritizing   Question 6 1 points Save A major strength of task Gantt charts is that they can: a. Offer a sophisticated model of a project b. Show how many resources will be used on the project c. Show the interdependencies of tasks d. Show actual versus planned schedule status   Question 7 1 points Save If you want to shorten the length of a project, you must: a. Shorten the critical path b. Shorten the free float c. Spend more money d. Cut back on the features you plan to deliver   Question 8 1 points Save The critical path: a. Provides the duration of a project ...

1. MGT150. PROJECT MANAGEMENT (MGT150) > TAKE
ASSESSMENT: FINAL EXAM
Take Assessment: Final Exam
Top of Form
Name
Final Exam
Instructions
The final exam contains 40 multiple-choice questions and 20
true/false questions. Please study the materials available to you
before taking the test. For multiple-choice questions, identify
the answer that is most correct. For ture/false questions,
identify whether the statement is true or false. Make sure you
have thought through your answers carefully before submitting
the final exam.
Multiple Attempts
Not allowed. This Test can only be taken once.
Force Completion
This Test can be saved and resumed later.
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4. Question 1
1 points
Save
Which of the following is an example of a project?
a. Maintaining e-mail addresses
b. Capacity planning
c. Submitting travel and expense reports
d. Sending monthly reports to top management
Question 2
1 points
Save

5. An effective project manager must:
a. Tell his team members what to do
b. Be the most capable person on the team technically
c. Be focused on achieving results
d. Not trust his team members to achieve results without his
personal attention to detail
Question 3
1 points
Save
A key characteristic of an effective project team is that:

6. a. Members have graduate degrees in project management
b. Members come from the same professional background
c. Members see themselves as stakeholders in the project
d. Members adhere to a prescribed pecking order
Question 4
1 points
Save
A challenge of the matrix project organization is that:
a. Team members are full of ego
b. Team members are selected from the same functional area

7. c. Team members have divided loyalties
d. It enables functional managers to provide career guidance to
their workers
Question 5
1 points
Save
A key weakness of the Benefit-Cost ratio project selection
mechanism is that:
a. It only focuses on things that can be measured
b. It takes time frame into consideration
c. It is too much based on subjective judgment

8. d. It does not entail prioritizing
Question 6
1 points
Save
A major strength of task Gantt charts is that they can:
a. Offer a sophisticated model of a project
b. Show how many resources will be used on the project
c. Show the interdependencies of tasks
d. Show actual versus planned schedule status

9. Question 7
1 points
Save
If you want to shorten the length of a project, you must:
a. Shorten the critical path
b. Shorten the free float
c. Spend more money
d. Cut back on the features you plan to deliver
Question 8
1 points
Save
The critical path:

10. a. Provides the duration of a project
b. Has the shortest duration on a project
c. Is the most expensive path to implement
d. Contains the project's most significant tasks
Question 9
1 points
Save
A tool that graphically shows cost variance is:
a. A chart of accounts

11. b. A code of accounts
c. A histogram (also called a resource loading chart)
d. A cumulative cost curve (also called S-curve)
Question 10
1 points
Save
Which of the following methods involves performing tasks in
parallel?
a. Crashing
b. Fast tracking
c. Leveling

12. d. Hammocking
Question 11
1 points
Save
Top-down estimates (also called parametric estimates):
a. Are based on historical trends
b. Can be derived from the WBS
c. Can be determined by analyzing work packages
d. Provide accurate assessments of project costs

13. Question 12
1 points
Save
Bottom-up estimates:
a. Are based on historical trends
b. Can be derived from the WBS
c. Must employ Monte Carlo simulation
d. a and c
Question 13
1 points
Save
Definitive estimates are generally derived from:

14. a. Bottom-up estimates
b. Top-down estimates
c. Expert judgment cost estimates
d. Order of magnitude estimates
Question 14
1 points
Save
The resource planning tool that enables us to identify who we
need to carry out what tasks is called:

15. a. A resource Gantt chart
b. A resource matrix (also called the responsibility chart)
c. A resource ogive
d. A resource loading chart (also called a resource histogram)
Question 15
1 points
Save
Which of the following shows resource allocation over time?
a. Resource Gantt chart
b. Resource matrix

16. c. S-Curve
d. Resource leveling
Question 16
1 points
Save
What is the function of a change control board (CCB) in
configuration management?
a. To assess the management impacts of change requests
b. To initiate changes needed on the project
c. To focus on the technical implication of change requests
d. To approve change requests coming from senior management

17. Question 17
1 points
Save
Good functional requirements
a. Describe how the deliverable should be developed
b. Provide detailed technical insights into what the deliverable
will do
c. Describe what the deliverable looks like and what it should
do
d. Are created after development of the technical specifications

18. Question 18
1 points
Save
The type of management whose focus is on activities whose
variances lie outside the acceptable range is:
a. Management by Objectives
b. Management by Exception
c. Management by Walking Around
d. Management by Control Limits
Question 19
1 points
Save
Which of the following is a characteristic of an effective
reporting system?

19. a. SMART
b. KISS
c. MBO
d. LOWBALLING
Question 20
1 points
Save
Which of the following is an elapsed time task?

20. a. Paint is drying
b. A painter paints the wall
c. Software is being written
d. A sandwich is being made
Question 21
1 points
Save
An autocratic management style:
a. Is effective in most project management situations
b. Is effective in highly routine efforts

21. c. Is effective in high flux, state-of-the-art projects
d. Will lead to the tyranny of the majority
Question 22
1 points
Save
A project team structure that closely reflects the physical
structure of the deliverable is known as:
a. Egoless
b. Specialty
c. Surgical
d. Isomorphic

22. Question 23
1 points
Save
The purpose of mid-project evaluation is:
a. Continual monitoring of budget and estimates
b. To focus on achievement of individual element of the project
plan
c. To determine whether the original objectives are still relevant
d. To re-baseline the project budget
Question 24
1 points

23. Save
If the latest time you can start a task is five hours into the
project, and the earliest time is three and a half hours into the
project, how much slack (also called float) does the task have?
a. 0.5 hours
b. 1.5 hours
c. 2.5 hours
d. 8.5 hours
Question 25
1 points
Save
In risk management, insurance is an example of:

24. a. Risk avoidance
b. Risk deflection
c. Risk acceptance
d. Contingency planning
Question 26
1 points
Save
A four step risk assessment process reflecting standard risk
management good practice consists of:

25. a. Risk identification, Risk deflection, Risk impact analysis,
Risk monitoring and control
b. Risk acceptance, Risk impact analysis, Risk response
planning, Risk monitoring and control
c. Risk deflection, Contingency planning, Risk impact analysis,
Risk monitoring and control
d. Risk identification, Risk impact analysis, Risk response
planning, Risk monitoring and control
Question 27
1 points
Save
Structured Walk-Through is a methodology used in:
a. PERT

26. b. GERT
c. VERT
d. Project Evaluation
Question 28
1 points
Save
If review of a project's status indicates that EV = $400, AC =
$400, and PV = $500, the project is:
a. On budget, behind schedule
b. On budget, ahead of schedule
c. Over budget, behind schedule

27. d. Over budget, ahead of schedule
Question 29
1 points
Save
The poor man's hierarchy is a method for:
a. Project estimation
b. Project scheduling
c. WBS construction
d. Project selection

28. Question 30
1 points
Save
According to PMI, a WBS should focus on
a. Tasks
b. Deliverables
c. Interrelationships among activities
d. Cost of the project
Question 31
1 points
Save
If EV = $300, AC = $400, and the project budget is $1,000,
what is the estimated final cost of the project (this is known as
EAC, estimate at complete)?

29. a. $750
b. $1,000
c. $1,250
d. $1,333
Question 32
1 points
Save
Which of the following is a scope planning tool?

30. a. Benefit/cost analysis
b. WBS
c. Earned Value analysis
d. Fast tracking
Question 33
1 points
Save
In resource planning, one of the issues that needs to be
considered is:
a. Staff empowerment
b. Technical requirements of the project

31. c. Theory X management principles
d. Theory Y management principles
Question 34
1 points
Save
The bottom-most level of the WBS -- the level at which project
budget and schedule data are captured -- is called:
a. Work package
b. Code of accounts
c. Budget baseline
d. Change control level

32. Question 35
1 points
Save
Scope creep means:
a. Needs emergence and identification
b. Uncontrolled changes to a project's requirements during
project execution
c. Migration of project needs to requirements
d. Imprecise scope statement
Question 36

33. 1 points
Save
Configuration management is a:
a. Methodology for working closely with customers by
developing and updating requirements for faster response to
changing customer needs
b. Methodology for ensuring that requirements evolve with
evolving customer requirements
c. Methodology for specifying requirements at the outset and
for controlling very tightly any changes to them
d. Methodology for specifying requirements at the outset and
for facilitating any changes to them with minimum customer
input
Question 37
1 points

34. Save
Rapid prototyping is a methodology for:
a. Specifying requirements at the outset and for controlling very
tightly any changes to them
b. Specifying requirements at the outset and for facilitating later
changes to them with minimum customer in put
c. Triggering early warning of unauthorized changes to the
original prototype to enable project management to take
remedial actions
d. Working closely with customers by creating and updating
prototypes that respond to customer input
Question 38
1 points
Save

35. Ensuring a one-to-one correspondence between specification
items and general design items is a feature of:
a. Scope statement definition
b. WBS construction
c. Rapid prototyping
d. Configuration management
Question 39
1 points
Save
Under what conditions may a project manager accept a change
request?

36. a. If the request has no effect on project objectives, deadlines,
or resources
b. If the request has no effect on project objectives, although it
has effects on deadlines and resources
c. If the request is coming from a valued customer
d. If the request is from the Chief Executive Officer
Question 40
1 points
Save
Which of the following is not an activity carried out during
project closeout?

37. a. Reassignment of project staff
b. Preparation of the project's baseline
c. Reassignment of material resources
d. Preparation of user manuals
Question 41
1 points
Save
When crashing a project, we typically choose critical path tasks
whose costs of crashing are highest.
True
False

38. Question 42
1 points
Save
The astute project manager typically uses only one management
style in order not to confuse his/her teammates.
True
False
Question 43
1 points
Save
Concurrent engineering involves overlapping tasks and phases
to accelerate a project's schedule.

39. True
False
Question 44
1 points
Save
A work package is to be found at the summary level of the
WBS.
True
False
Question 45
1 points
Save

40. Milestones, like tasks, consume resources.
True
False
Question 46
1 points
Save
In project management, the level of uncertainty plays a major
role in determining the adequacy of a project plan.
True
False

41. Question 47
1 points
Save
Using working time or elapsed time to calculate the time it will
take to complete a task produces the same results.
True
False
Question 48
1 points
Save
Needs recognition is the first stage of the needs-requirement life
cycle.

42. True
False
Question 49
1 points
Save
Functional requirements provide us with detailed technical
specifications.
True
False
Question 50
1 points
Save

43. A key objective of change control in configuration management
is to keep track of actions taken in response to change requests.
True
False
Question 51
1 points
Save
Under rapid prototyping (also called application prototyping),
the customer actually sees and works with the deliverable as it
evolves.
True
False

44. Question 52
1 points
Save
There is a definite link between the level of risk an enterprise
encounters and project time frame.
True
False
Question 53
1 points
Save
When we have objective data on the probability of an event, we
are involved with decision making under certainty.

45. True
False
Question 54
1 points
Save
The Theory X approach to managing workers is a classic
example of a top-down view of how people should be managed.
True
False

46. Question 55
1 points
Save
A laissez-faire management style may lead to a ship without
rudder syndrome.
True
False
Question 56
1 points
Save
An objective of prototyping is to minimize life-cycle cost.
True

47. False
Question 57
1 points
Save
A modern view in Human Resource Management is that positive
motivation results from an opportunity to achieve and
experience self-actualization.
True
False
Question 58
1 points
Save
Confidence in the accuracy of a cost estimate increases when
top-down and bottom-up estimates converge.

48. True
False
Question 59
1 points
Save
Internal Rate of Return (IRR) is the discount rate that sets the
present value of cash outflow equal to the present value of cash
inflow.
True
False

49. Question 60
1 points
Save
A project can be terminated prematurely because the original
objectives may no longer be valid.
True
False
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