***************************************** UNIT1 **************************************** 1. Which of the following is more reflective of managerial task? a. creating vision and strategies b. problem-solving c. long-term risk-taking d. communication by word and deed 2. Which of the following is more reflective of a leader’s task? a. efficiency of operations b. delegation and maintaining c. motivation and inspiration d. marshalling resources 3. A more apt title for a project manager is ______________. a. controller b. comptroller c. project director d. project leader 4. Friendliness with a purpose describes ______________. a. empathy b. self-regulation c. obsequiousness d. social skill 5. Project management is first and foremost a ______________ challenge. a. people management b. customer service c. perception management d. budget management 6. The ability to cognitively bring the past and future closer together is ______________. a. creating future vision b. time warping c. time compressing d. tesseracting 7. A project manager should have the ability to generate estimates of what will occur in the  future, which is termed ______________. a. time warping b. creating future vision c. predicting d. chunking time 8. The organizational structure for the project team, including policies and procedures, is the  _______________. a. work breakdown structure b. rules statement c. scope statement d. management plan 9. Which of these scope statement steps create the all-important bureaucracy for a project? a. the management plan b. the work breakdown structure c. the scope baseline d. the project goal criteria 10. In the case of projects developed for external clients, work authorization typically addresses  ______________. a. budget linkage b. audit trail establishment c. resource requirements d. contractual obligations 11. All projects are promised in terms of the specific functionality or performance criteria they will  meet. The key feature of the contractual documentation that specifies this functionality or  criteria is the ______________. a. contractual requirements b. valid consideration c. contracted terms d. contractual performance 12. The exchange that is specified by the contractual documentation is ______________. a. the terms b. valid consideration c. reciprocity d. fair and unencumbered 13. The status accounting step of configuration management functions primarily as  _____________. a. a hierarchy b. binding arbitration c. cost control d. memory 14. If viewed from a flow standpoint, the stage of configuration management that has provision  for variable routing to the next step, depending on outcome at this stage, is _______________. a. configuration control b. configuration reviews c. status accounting d. configuration identification 15. Your first project team meeting got off to a bad start when the functional manager for your  team’s physician refused to allow her to attend the meeting. This ______________. a. goal-oriented conflict threa.

1. *****************************************
UNIT1
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1. Which of the following is more reflective of managerial task?
a. creating vision and strategies
b. problem-solving
c. long-term risk-taking
d. communication by word and deed
2. Which of the following is more reflective of a leader’s task?
a. efficiency of operations
b. delegation and maintaining
c. motivation and inspiration
d. marshalling resources
3. A more apt title for a project manager is ______________.
a. controller
b. comptroller
c. project director
d. project leader
4. Friendliness with a purpose describes ______________.
a. empathy
b. self-regulation
c. obsequiousness
d. social skill
5. Project management is first and foremost a ______________
challenge.
a. people management
b. customer service
c. perception management
d. budget management
6. The ability to cognitively bring the past and future closer
together is ______________.
a. creating future vision
b. time warping
c. time compressing
d. tesseracting

2. 7. A project manager should have the ability to generate
estimates of what will occur in the
future, which is termed ______________.
a. time warping
b. creating future vision
c. predicting
d. chunking time
8. The organizational structure for the project team, including
policies and procedures, is the
_______________.
a. work breakdown structure
b. rules statement
c. scope statement
d. management plan
9. Which of these scope statement steps create the all-important
bureaucracy for a project?
a. the management plan
b. the work breakdown structure
c. the scope baseline
d. the project goal criteria
10. In the case of projects developed for external clients, work
authorization typically addresses
______________.
a. budget linkage
b. audit trail establishment
c. resource requirements
d. contractual obligations
11. All projects are promised in terms of the specific
functionality or performance criteria they will
meet. The key feature of the contractual documentation that
specifies this functionality or
criteria is the ______________.
a. contractual requirements
b. valid consideration
c. contracted terms
d. contractual performance

3. 12. The exchange that is specified by the contractual
documentation is ______________.
a. the terms
b. valid consideration
c. reciprocity
d. fair and unencumbered
13. The status accounting step of configuration management
functions primarily as
_____________.
a. a hierarchy
b. binding arbitration
c. cost control
d. memory
14. If viewed from a flow standpoint, the stage of configuration
management that has provision
for variable routing to the next step, depending on outcome at
this stage, is _______________.
a. configuration control
b. configuration reviews
c. status accounting
d. configuration identification
15. Your first project team meeting got off to a bad start when
the functional manager for your
team’s physician refused to allow her to attend the meeting.
This ______________.
a. goal-oriented conflict threatened the project’s success.
b. administrative conflict posed a serious threat to the project’s
success.
c. interpersonal conflict was devastating to the project’s chance
for success.
d. interactionist conflict meant there would be no project
completion party in your future.
16. The husband in the marriage project meekly apologized and
hid in the garage while the other
project team member rampaged through the house. The husband
holds the ______________

4. view of conflict.
a. behavioral
b. interactionist
c. traditional
d. attributional
17. Some of the team members took great delight in stirring the
pot at team meetings. They knew
just how to get each team member agitated and then sat back
and enjoyed the show. These
trouble-makers defended their actions by claiming that they
took the _______________ view of
conflict.
a. traditional
b. behavioral
c. the high reliability
d. the interactionist
18. When a project manager imposes a judgment on warring
parties, he is involved in
______________.
a. mediation
b. elimination
c. arbitration
d. acceptance
19. Principled negotiation is the art of ______________.
a. getting agreement with the other party while maintaining a
win-win attitude
b. refusing to compromise your principles for the sake of a
business deal
c. creating conflict to test for an adversary’s weakness and
reducing conflict once the
weakness has been exposed
d. dividing your resources in the face of superior numbers
20. An excellent starting point in negotiations is to
______________.
a. deduce their intentions from your fears
b. identify the person that is the source of the problem

5. c. deduce their fears from your intentions
d. put yourself in their shoes
21. The greatest project risk occurs when the probability of the
event is _______________ and the
consequences of the event are ______________.
a. high; high
b. high; low
c. low; high
d. low; low
22. The greatest project opportunity occurs when the project is
in the _______________ phase.
a. concept
b. development
c. implementation
d. termination
23. The amount a company has at stake in a project rises above
the dollar value of opportunity in
the ______________ phase.
a. implementation
b. development
c. concept
d. termination
24. The mouse executive board meeting was drawing to a
conclusion; the only way they would be
able to detect the presence of the cat was to tie a bell around its
tail. Under their risk
management identification scheme, this would fall under
_______________ risk.
a. commercial
b. execution
c. financial
d. technical
25. A method for conducting risk factor identification that
consolidates the judgments of isolated,
anonymous respondents is _______________.
a. a brainstorming meeting

6. b. the Delphi method
c. past history
d. multiple assessments
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UNIT 4
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1. All five members of a project team add 15% to their
individual serial activities as a safety
margin and submit their time estimates to the project manager.
The manager adds the activity
length estimates together and adds 10% for his personal safety
margin. Then, anticipating a cut
by top management, adds another 10% to his final project
estimate. Much to his surprise, top
management cuts 30% off his time estimate. How much of a
cushion is now built into the
project?
a 13%
b. 7%
c. 5%
d. -3%
2. All five members of a project team add 20% to their
individual serial activities as a safety
margin and submit their time estimates to the project manager.
The manager adds the activity
length estimates together and adds 20% for his personal safety
margin. Then, anticipating a cut
by top management, adds another 20% to his final project
estimate. The executive level of the
organization just completed a retreat where they read The One
Minute Manager, Who Moved My
Cheese and Critical Chain. They return from their retreat both
energized and much wiser in the
ways of project management. They know that everyone has

7. been routinely adding 20% and
want to scale the project back to an unpadded estimate. How
much should they cut?
a. 42%
b. 60%
c. 33%
d. 27%
3. The student syndrome of wasting extra safety time can be
described as ______________.
a. lack of motivation
b. procrastination
c. failure to communicate
d. lack of comprehension
4. Which of the following statements about CCPM activity
networks is correct?
a. Project workers are more likely to meet a deadline for their
activity than miss it.
b. There are no milestones in the CCPM activity network.
c. Project workers are more likely to miss a deadline for their
activity than meet it.
d. There is no project delivery deadline in the CCPM activity
network
5. Subcontractor deliveries are difficult to schedule with the
critical chain project methodology
because ____________.
a. the project manager cannot force subcontractors to use this
project management
approach
b. the feeder buffers for a subcontractor are as much as 50%
shorter than for an employee
or internal team
c. subcontractors routinely operate according to calendar
delivery dates
d. the corporate culture of “no blame” does not naturally extend
to subcontractors
6. The buffers supplied to noncritical paths in critical chain

8. project management are called
_____________ buffers.
a. slack
b. drum
c. rope
d. feeder
7. The amounts of individual resources that a schedule requires
during a specific time period is
referred to as the resource’s ______________.
a. loading
b. capacity
c. constraint
d. drag
8. A resource loading form is also known as a(n)
______________.
a. load schedule
b. resource usage calendar
c. activity resource schedule
d. network resource profile
9. A resource loading chart displays the amount of
______________.
a. time needed as a function of resource limits
b. resources required as a function of time
c. time needed as a function of money
d. resources needed as a function of money
10. Splitting activities refers to _____________.
a. assigning the work to two or more workers
b. assigning the work to two or more days
c. starting an activity, interrupting it to use a resource
elsewhere and then returning to
work on the activity
d. breaking each noncritical activity into two or more
components and subdividing the
resources they use by a similar divisor
11. The Minimum Late Finish Time rule stipulates that the
_____________.

9. a. earliest late finishers are scheduled last
b. latest early finishers are scheduled first
c. earliest late finishers are scheduled first
d. latest late finishers are scheduled first
12. Mathematical programming is sometimes used to generate
optimal solutions to resource
constrained problems in a multi-project setting but suffers from
_____________.
a. an inability to model project and activity due dates
b. resource substitution
c. resource constraints
d. problem complexity
13. In earned value management, schedule variance is defined
as the difference
between the _____________.
a. earned value and the actual cost
b. earned value and the planned value
c. actual cost and the planned value
d. cost and schedule performance indices multiplied by the
budgeted cost at completion
14. The budget variance is calculated as _____________.
a. earned value minus planned value
b. planned value minus actual cost
c. earned value minus actual cost
d. cost minus planned value
15. In earned value management analysis, the cumulative
amount of the budget becomes the
_____________.
a. planned value
b. scheduled value
c. cost basis
d. cost driver
16. The project baseline is established by combining data from
the _____________.
a. work breakdown structure and the project budget
b. time-phased project budget and the PERT chart

10. c. S-curve and the project budget
d. time-phased project budget and the work breakdown structure
17. Take the factors considered by earned value analysis and
subtract those considered by project
S-curves. The factor(s) you have remaining are
_____________.
a. performance and cost
b. cost and schedule
c. time
d. performance
18. Knowing the correct steps to take once problems develop is
a function of a team’s ___________
ability.
a. communication
b. client acceptance
c. troubleshooting
d. technical task
19. Earned value management is also known as _____________.
a. the golden triangle method (GTM)
b. the achieved value method (AVM)
c. the program evaluation and review method (PERM)
d. earned value analysis (EVA)
20. All projects are unique _____________.
a. therefore all project management circumstances are equally
unique
b. so knowledge cannot be transferred
c. but they may have several common points
d. so knowledge should not be transferred to avoid bias in
future projects
21. Lessons learned analysis is best described as a(n)
______________ process.
a. bookkeeping
b. personnel reassignment
c. pressure relief
d. organizational learning
22. Which of these is not a consequence of a natural process for

11. project closeout?
a. Team members suffer a natural let-down and are de-motivated
to participate in future
projects.
b. Managers can create a database of lessons learned analyses.
c. Closeout can serve as an important source of information for
team members.
d. Structure for a systematic and complete project shut-down
arises.
23. Which of these statements about early termination decisions
is best?
a. The decision to pull the plug is usually clear-cut.
b. A project’s viability is usually a purely internal issue.
c. Projects that can fulfill a useful purpose in the marketplace
are not killed.
d. External reasons, such as a change in the organizations
environment, are often the
reasons for project termination.
24. A mainframe computer company decided to enter the
personal computer market with its
Floridian Project, but subsequently decided to leave the market
to focus on the mainframe
business. The decision rule that they probably applied was to
get out when ____________.
a. the project no longer meets strategic fit criteria
b. deadlines continue to be missed
c. project personnel turn over too rapidly
d. technology evolves beyond the project’s scope
25. The rapid evolution of technology and the need to freeze a
project’s scope can combine to
render a project ____________.
a. too costly to complete
b. obsolete before it can be finished
c. a poor fit with current company strategy
d. so complex that it will take too long to complete