Liberty university busi 313 quiz 4 complete solutions correct answers slideshareSong Love
Liberty University BUSI 313 quiz 4 complete solutions correct answers slideshare
Six different versions
https://www.coursemerit.com/solution-details/20165/Liberty-University-BUSI-313-quiz-4-complete-solutions-correct-answers-A-work
This document summarizes a thesis that examines critical success factors and the role of the project sponsor in Dutch public sector projects. It finds that 11 factors are critical for project success, including generating a business case, clear goals/requirements, effective communication/stakeholder management, and effective project governance. The project sponsor plays an important role in the project business dimension by setting goals/requirements and managing communication/stakeholders. To be effective, a sponsor should focus on these areas as well as developing a business case and project strategy. Personal attributes like influencing stakeholders and providing direction are also important for sponsors.
SymEx 2015 - Troubled Project Recovery, The Story of Firefighter & HeroPMI Indonesia Chapter
Have you ever been assigned to lead a project that was already in trouble?
Can troubled projects be recovered, or are they doomed to fail?
How do we know whether we can still rescue it or we just have to terminate it?
With little time to hone the perfect approach, project managers need to be able to identify and address the major causes of their troubled projects. Then, by understanding the causes, they can effectively deal with the issues, mitigate major risks and manage stakeholder expectations.
However, sometimes, the project is simply a 100% outright disaster. In this case, project managers should prepare themselves to come up with choices. They should be able to stand up and escalate to senior management/project owners to gain their decisions on whether to proceed.
Whether a troubled project ultimately succeeds or fails depends on the effectiveness of the actions taken to recover the project. Before these actions can be taken, however, project managers need to be able to recognize problems and prepare to take appropriate corrective measures. All of these actions need to be carried out with speed, accuracy and focus.
Through this presentation you will learn practical processes and techniques to assess the status of a project, to determine whether you can rescue the project through recovery plans, then finally to turn the project around.
This document outlines a course on project management. The course aims to provide students with an overview of the skills needed to manage projects in organizations and the challenges faced. It will cover topics such as project selection, planning, execution, and closure. Students will develop skills in areas like communication, teamwork, and time management. Assessment methods include assignments, quizzes, and a final exam. Upon completing the course, students are expected to be able to explain project management concepts, develop a strategic overview, evaluate interpersonal skills, and present results of a project simulation.
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
The purpose of this article is to conceptualize and identify troubled projects and allow their evaluation and possible recovery, minimizing the impact of the negative effects in the event of a total failure. The word recovery, as used here, has a meaning that is different than usual. It does not mean leading the project to the intended success from the planning phase but to minimize total failure.
A project is a temporary endeavor undertaken to create a unique product, service or result. It has established objectives, a defined life span with a beginning and end, involves several departments and professionals, and is usually doing something that has never been done before with specific time, cost, and performance requirements. A project manager is responsible for planning, scheduling, motivating and controlling the temporary and non-repetitive activities of a project to meet its objectives and ensure its successful completion. Effective modern project management takes an integrative approach to select, prioritize, and implement projects that support organizational strategy and mission.
Liberty university busi 313 quiz 4 complete solutions correct answers slideshareSong Love
Liberty University BUSI 313 quiz 4 complete solutions correct answers slideshare
Six different versions
https://www.coursemerit.com/solution-details/20165/Liberty-University-BUSI-313-quiz-4-complete-solutions-correct-answers-A-work
This document summarizes a thesis that examines critical success factors and the role of the project sponsor in Dutch public sector projects. It finds that 11 factors are critical for project success, including generating a business case, clear goals/requirements, effective communication/stakeholder management, and effective project governance. The project sponsor plays an important role in the project business dimension by setting goals/requirements and managing communication/stakeholders. To be effective, a sponsor should focus on these areas as well as developing a business case and project strategy. Personal attributes like influencing stakeholders and providing direction are also important for sponsors.
SymEx 2015 - Troubled Project Recovery, The Story of Firefighter & HeroPMI Indonesia Chapter
Have you ever been assigned to lead a project that was already in trouble?
Can troubled projects be recovered, or are they doomed to fail?
How do we know whether we can still rescue it or we just have to terminate it?
With little time to hone the perfect approach, project managers need to be able to identify and address the major causes of their troubled projects. Then, by understanding the causes, they can effectively deal with the issues, mitigate major risks and manage stakeholder expectations.
However, sometimes, the project is simply a 100% outright disaster. In this case, project managers should prepare themselves to come up with choices. They should be able to stand up and escalate to senior management/project owners to gain their decisions on whether to proceed.
Whether a troubled project ultimately succeeds or fails depends on the effectiveness of the actions taken to recover the project. Before these actions can be taken, however, project managers need to be able to recognize problems and prepare to take appropriate corrective measures. All of these actions need to be carried out with speed, accuracy and focus.
Through this presentation you will learn practical processes and techniques to assess the status of a project, to determine whether you can rescue the project through recovery plans, then finally to turn the project around.
This document outlines a course on project management. The course aims to provide students with an overview of the skills needed to manage projects in organizations and the challenges faced. It will cover topics such as project selection, planning, execution, and closure. Students will develop skills in areas like communication, teamwork, and time management. Assessment methods include assignments, quizzes, and a final exam. Upon completing the course, students are expected to be able to explain project management concepts, develop a strategic overview, evaluate interpersonal skills, and present results of a project simulation.
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
The purpose of this article is to conceptualize and identify troubled projects and allow their evaluation and possible recovery, minimizing the impact of the negative effects in the event of a total failure. The word recovery, as used here, has a meaning that is different than usual. It does not mean leading the project to the intended success from the planning phase but to minimize total failure.
A project is a temporary endeavor undertaken to create a unique product, service or result. It has established objectives, a defined life span with a beginning and end, involves several departments and professionals, and is usually doing something that has never been done before with specific time, cost, and performance requirements. A project manager is responsible for planning, scheduling, motivating and controlling the temporary and non-repetitive activities of a project to meet its objectives and ensure its successful completion. Effective modern project management takes an integrative approach to select, prioritize, and implement projects that support organizational strategy and mission.
What is the Board's role in governance and do they follow good practice?
What does good look like?
Are there good practice guidelines available?
And in particular how can you influence your board to adopt good practice in governance of project management?
These are some of the questions answered at the latest evening session of the APM Governance SIG.
This was one of a series of sessions that the Governance SIG is presenting to enable good practice to be shared.
Poor governance of projects and project management is a major cause of project failure. Recent research (by both PwC and APM) has shown a direct correlation between organisational and project success and good governance. So good governance is the key success factor in delivering successful project outcomes. Shouldn't Boards take note and make improvement of governance a strategic objective?
The document outlines the topics covered in an online PMP exam preparation course. The course modules cover the key aspects of project management based on the PMBOK Guide, including the project lifecycle, stakeholders, integration, scope, time, cost, quality management, and other processes. It also discusses the differences between projects, programs and portfolios, the role of the project management office, and the relationships between project management and operations management. Sample exam questions are provided at the end.
Research Report: Strategies for Project RecoveryPM Solutions
New research on "Strategies for Project Recovery," released in February 2011 by PM Solutions Research, shows that, despite a long history of doom and gloom around project failures, successful project recoveries are actually quite common.
This document discusses the elements, processes, and classifications of project management. It defines a project and project management. It outlines the five main processes of project management: initiation, planning, implementation, controlling, and closing. It also lists 11 elements of project management. Finally, it categorizes projects based on several classifications such as scale, technology, ownership, location, needs, and more. The document was prepared by students at Bhavnagar University for their project management course.
UCISA Toolkit - Establishing Process Improvement Capability in an HE EnvironmentMark Ritchie
Process improvement activity is increasing in UK universities, partly in response to calls for increased effectiveness and efficiency but also as a response to today’s rapidly changing political and economic environment.
This guide seeks to evidence what higher educational organisations are currently doing to embed process improvement capability and to support those considering undertaking such activity or those already doing so.
This guide was published by the UCISA Project and Change Management Group in November 2016
UCISA Major Projects Governance Assessment ToolkitMark Ritchie
This document provides guidance on assessing and ensuring effective governance for major projects at universities and colleges. It defines major projects and outlines key roles and responsibilities in project governance. The document also describes tools for assessing project governance, including elements to evaluate and a process for visualization of assessment results. Regular assessment is recommended to help projects maintain effective governance over time.
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
This document provides an overview of IT project management. It discusses that project management follows the PMBOK guide and involves planning, organizing, and controlling resources to meet objectives for scope, time, cost and quality. IT projects have a poor success rate, completing only 16% on time and on budget, demonstrating the need for formal project management practices. Project management involves knowledge in areas like integration, scope, time, cost, quality, risk, and procurement management.
Gamification & project management in France: defense (November 2017)Léa Schmidt
Discover my presentation about my professional thesis on gamification and project management.
The full report: https://www.slideshare.net/LaSchmidt/project-management-and-gamification
The document provides 20 questions related to project management concepts from the PMBOK Guide. It also provides references and explanations for the answers. The questions cover topics like project processes, tools and techniques, scheduling, risk management, procurement, and leadership. The document is a knowledge assessment resource for the PMP examination.
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
This document outlines the process for developing a successful eLearning program. It discusses identifying goals, budget, timeline and resources upfront. It also stresses getting support from management and stakeholders. Next, the project team is identified, including roles like project manager and instructional designer. They define requirements and goals. The process then involves planning, design, development, testing, deployment and evaluation phases. Having an experienced project manager to oversee both the client and development teams is key to ensuring communication and managing the timeline and deliverables. Common challenges that can be mitigated include scope creep, delays and additional reviews.
This document contains a practice exam for project management frameworks. It includes 24 multiple choice questions related to project management concepts from the PMBOK 6th edition, along with explanations for each answer. Key topics covered include the definitions of projects, programs, portfolios and their management, project lifecycles, organizational structures, stakeholder engagement, risk management, and the roles and types of Project Management Offices (PMOs).
The document provides an overview of IT project management. It discusses how IT projects have evolved over time from the 1940s to the present. Key topics covered include why IT projects fail, factors that influence success and failure, and approaches to improving success rates. The document also describes the project life cycle and systems development life cycle, as well as frameworks for IT project management including the PMBOK and an example methodology.
The document introduces project management concepts. It defines a project as a complex, non-routine effort with defined time, budget and performance requirements to meet customer needs. It contrasts projects with routine work and programs. Key stakeholders in projects are identified as the project sponsor, project manager, project team and organization. Common causes of project failure include lack of executive support, unclear objectives and inexperienced team members. The project life cycle and importance of project management are discussed.
Globalization is extending business operations to new international markets. Project managers must address key issues when working on global projects like communications, trust-building, and establishing common work practices. Information technology tools help facilitate global collaboration through features like project planning, issue tracking, continuous integration, and video conferencing. Outsourcing work to external or offshore sources is a natural outcome of globalization, requiring project managers to skillfully manage virtual and geographically distributed teams.
This document provides an introduction to the Project Management Professional (PMP) certification. It discusses that PMP is a globally recognized certification offered by the Project Management Institute. To earn the PMP certification, candidates must meet education and experience requirements, and pass a 200 question exam. The exam covers the five process groups and ten knowledge areas outlined in the PMBOK Guide, the standard for project management. The document provides an overview of the eligibility requirements, exam structure, and benefits of obtaining the PMP certification.
This document provides an introduction and overview of the book "Project Management: A Managerial Approach" by Jack R. Meredith and Samuel J. Mantel. It discusses the growing use of project management in business and organizations. It positions the book as taking a managerial perspective on project management rather than a technical or specialized focus. The introduction explains that the book is intended to teach students how to manage projects from a holistic viewpoint.
Students will be able to read a short text about different jobs and answer questions
about the text.
Warm up: Students will brainstorm different jobs and write them on the board. Teacher will
elicit vocabulary related to jobs.
Presentation: Teacher will introduce new vocabulary related to jobs and occupations. Students
will listen and repeat.
Practice: Students will work in pairs. Student A will read about a job and Student B will ask
questions to find out the information. Then they will switch roles.
Production: Students will write a short paragraph describing their dream job or the job they
would like to have in the future including responsibilities and required skills.
Review: Teacher will ask students to share
What is the Board's role in governance and do they follow good practice?
What does good look like?
Are there good practice guidelines available?
And in particular how can you influence your board to adopt good practice in governance of project management?
These are some of the questions answered at the latest evening session of the APM Governance SIG.
This was one of a series of sessions that the Governance SIG is presenting to enable good practice to be shared.
Poor governance of projects and project management is a major cause of project failure. Recent research (by both PwC and APM) has shown a direct correlation between organisational and project success and good governance. So good governance is the key success factor in delivering successful project outcomes. Shouldn't Boards take note and make improvement of governance a strategic objective?
The document outlines the topics covered in an online PMP exam preparation course. The course modules cover the key aspects of project management based on the PMBOK Guide, including the project lifecycle, stakeholders, integration, scope, time, cost, quality management, and other processes. It also discusses the differences between projects, programs and portfolios, the role of the project management office, and the relationships between project management and operations management. Sample exam questions are provided at the end.
Research Report: Strategies for Project RecoveryPM Solutions
New research on "Strategies for Project Recovery," released in February 2011 by PM Solutions Research, shows that, despite a long history of doom and gloom around project failures, successful project recoveries are actually quite common.
This document discusses the elements, processes, and classifications of project management. It defines a project and project management. It outlines the five main processes of project management: initiation, planning, implementation, controlling, and closing. It also lists 11 elements of project management. Finally, it categorizes projects based on several classifications such as scale, technology, ownership, location, needs, and more. The document was prepared by students at Bhavnagar University for their project management course.
UCISA Toolkit - Establishing Process Improvement Capability in an HE EnvironmentMark Ritchie
Process improvement activity is increasing in UK universities, partly in response to calls for increased effectiveness and efficiency but also as a response to today’s rapidly changing political and economic environment.
This guide seeks to evidence what higher educational organisations are currently doing to embed process improvement capability and to support those considering undertaking such activity or those already doing so.
This guide was published by the UCISA Project and Change Management Group in November 2016
UCISA Major Projects Governance Assessment ToolkitMark Ritchie
This document provides guidance on assessing and ensuring effective governance for major projects at universities and colleges. It defines major projects and outlines key roles and responsibilities in project governance. The document also describes tools for assessing project governance, including elements to evaluate and a process for visualization of assessment results. Regular assessment is recommended to help projects maintain effective governance over time.
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
This document provides an overview of IT project management. It discusses that project management follows the PMBOK guide and involves planning, organizing, and controlling resources to meet objectives for scope, time, cost and quality. IT projects have a poor success rate, completing only 16% on time and on budget, demonstrating the need for formal project management practices. Project management involves knowledge in areas like integration, scope, time, cost, quality, risk, and procurement management.
Gamification & project management in France: defense (November 2017)Léa Schmidt
Discover my presentation about my professional thesis on gamification and project management.
The full report: https://www.slideshare.net/LaSchmidt/project-management-and-gamification
The document provides 20 questions related to project management concepts from the PMBOK Guide. It also provides references and explanations for the answers. The questions cover topics like project processes, tools and techniques, scheduling, risk management, procurement, and leadership. The document is a knowledge assessment resource for the PMP examination.
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
This document outlines the process for developing a successful eLearning program. It discusses identifying goals, budget, timeline and resources upfront. It also stresses getting support from management and stakeholders. Next, the project team is identified, including roles like project manager and instructional designer. They define requirements and goals. The process then involves planning, design, development, testing, deployment and evaluation phases. Having an experienced project manager to oversee both the client and development teams is key to ensuring communication and managing the timeline and deliverables. Common challenges that can be mitigated include scope creep, delays and additional reviews.
This document contains a practice exam for project management frameworks. It includes 24 multiple choice questions related to project management concepts from the PMBOK 6th edition, along with explanations for each answer. Key topics covered include the definitions of projects, programs, portfolios and their management, project lifecycles, organizational structures, stakeholder engagement, risk management, and the roles and types of Project Management Offices (PMOs).
The document provides an overview of IT project management. It discusses how IT projects have evolved over time from the 1940s to the present. Key topics covered include why IT projects fail, factors that influence success and failure, and approaches to improving success rates. The document also describes the project life cycle and systems development life cycle, as well as frameworks for IT project management including the PMBOK and an example methodology.
The document introduces project management concepts. It defines a project as a complex, non-routine effort with defined time, budget and performance requirements to meet customer needs. It contrasts projects with routine work and programs. Key stakeholders in projects are identified as the project sponsor, project manager, project team and organization. Common causes of project failure include lack of executive support, unclear objectives and inexperienced team members. The project life cycle and importance of project management are discussed.
Globalization is extending business operations to new international markets. Project managers must address key issues when working on global projects like communications, trust-building, and establishing common work practices. Information technology tools help facilitate global collaboration through features like project planning, issue tracking, continuous integration, and video conferencing. Outsourcing work to external or offshore sources is a natural outcome of globalization, requiring project managers to skillfully manage virtual and geographically distributed teams.
This document provides an introduction to the Project Management Professional (PMP) certification. It discusses that PMP is a globally recognized certification offered by the Project Management Institute. To earn the PMP certification, candidates must meet education and experience requirements, and pass a 200 question exam. The exam covers the five process groups and ten knowledge areas outlined in the PMBOK Guide, the standard for project management. The document provides an overview of the eligibility requirements, exam structure, and benefits of obtaining the PMP certification.
This document provides an introduction and overview of the book "Project Management: A Managerial Approach" by Jack R. Meredith and Samuel J. Mantel. It discusses the growing use of project management in business and organizations. It positions the book as taking a managerial perspective on project management rather than a technical or specialized focus. The introduction explains that the book is intended to teach students how to manage projects from a holistic viewpoint.
Students will be able to read a short text about different jobs and answer questions
about the text.
Warm up: Students will brainstorm different jobs and write them on the board. Teacher will
elicit vocabulary related to jobs.
Presentation: Teacher will introduce new vocabulary related to jobs and occupations. Students
will listen and repeat.
Practice: Students will work in pairs. Student A will read about a job and Student B will ask
questions to find out the information. Then they will switch roles.
Production: Students will write a short paragraph describing their dream job or the job they
would like to have in the future including responsibilities and required skills.
Review: Teacher will ask students to share
This document outlines six dimensions to consider when developing pastoral communications: 1) Technical, focusing on integrating various media techniques, 2) Educational, addressing how digital culture is changing learning, 3) Being Human, exploring how digital culture is shaping human existence, 4) Moral, emphasizing understanding of human dignity in a digital world, 5) Faith and Biblical, stimulating religious imagination through Scripture knowledge, and 6) Neurological, recognizing how digital engagement shifts cognition. Key questions are provided to apply these dimensions when designing communications projects.
EMC 3000 Lecture 1 The Technical DimensionEdward Bowen
This document provides an overview of the technical aspects of motion pictures, including the history and technology of cameras, film, and digital video. It discusses early concepts like the camera obscura and persistence of vision, as well as film formats, aspect ratios, color technology, and modern formats like IMAX and 3D.
BGD2043 Notes TOPIC 4 MODERN SUPERVISION CHALLENGESEdvin Baron
This document discusses modern supervision challenges related to ensuring quality, meeting ethical standards, and using technology, specifically the internet. It provides learning objectives, definitions, and guidelines for each topic. Regarding quality, it outlines techniques like statistical quality control, zero defects, and total quality management. It emphasizes the importance of preventing defects and setting standards. For ethics, it discusses benefits of and challenges to ethical behavior, and guidelines for supervisors. It also covers cultural differences in ethics. Regarding technology, it focuses on using the internet and managing data, communication, and business transformation with technology.
This document contains a sample final test with multiple choice questions covering key project management concepts and processes. The test covers topics like project planning, risk management, scheduling, cost estimating, quality management, and more. It contains 37 multiple choice questions to assess understanding of important PM principles and best practices.
The document discusses planning and project management in the context of corporate and organizational development. It defines the relationships between corporate planning, programming, and project management. Corporate planning involves strategic, tactical, and annual planning to achieve organizational goals. Programming breaks long-range plans into intermediate programs, and project management identifies specific projects to implement programs. Projects have defined life cycles from initiation to evaluation. Project management ensures projects meet goals on time and within budget.
The document discusses organization strategy and project selection. It defines key strategic concepts like competitive advantage and strategic intent. It also outlines the strategic management process, which includes reviewing the organizational mission, setting long-range goals and objectives, analyzing strategies to reach objectives, and implementing strategies through projects. The document emphasizes linking projects to the organizational strategy and discusses various financial and non-financial models for project selection and portfolio management.
Formal project management provides advantages like higher quality, increased reliability, shorter development times, and lower costs due to better control of financial, physical, and human resources. The document discusses key project management concepts like the project life cycle, stakeholders, process groups, integration management, and agile methodologies. It also addresses topics like virtual teams, outsourcing, configuration management, and change control.
This document contains 20 multiple choice questions related to project scope management. The questions cover topics such as inputs and outputs of scope management processes, tools and techniques used in scope planning and control, and differences between scope documentation in waterfall and agile project approaches. Correct answers are provided for each question.
Project Management
ECE 326 Exam 2
Description: Exam 2 questions for Ece 326
1. 1.Project successor failure often depends upon the contributions of all of the following except: a. Customers b. Suppliers c. Contractors d. Competitors e. Top management D. Competitors
2. 2.Project leadership is about coping with: a. Formulating plans and objectives b. Monitoring results against plans c. Change d. Taking corrective action when necessary e. All of these are part of leadership C. Change
3. 3.In conducting meetings an effective project manager will take the role of a: a. Parliamentarian b. Master of ceremonies c. Conductor d. Cattle herder e. Teacher C. Conductor
4. 4.Groups such as human resources, information systems, purchasing agents, and maintenance are typically classified as: a. Project managers b. Administrative support c. Functional managers d. Project sponsors e. Customers B. Administrative support
5. 5.The old-fashion view of managing projects emphasized which of the following? a. Planning b. Directing c. Controlling d. Both B and C are correct e. A, B, and C are all correct D. Both B and C are correct
6. 6.The new perspective of project management emphasizes which ofthe following? a. Financial control b. Managing project stakeholders c. Schedule/cost tradeoffs d. Both A and B are correct e. A, B, and C are all correct B. Managing project stakeholders
3.
7. 7.In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are part of ______ related currencies. a. Task b. Position c. Inspiration d. Relationship e. Personal C. Inspiration
8. In terms of commonly traded organizational currencies, resources, assistance, cooperation, and information are part of ______ related currencies. a. Task b. Position c. Inspiration d. Relationship e. Personal A. Task
9. In terms of commonly traded organizational currencies, acceptance, personal support, and understanding are part of _______ related currencies. a. Task b. Position c. Inspiration d. Relationship e. Personal D. Relationship
10.In terms of commonly traded organizational currencies, advancement, recognition, visibility, and networks are part of ______ related currencies. a. Task
b. Position c. Inspiration d. Relationship e. Personal B. Position
11. In terms of commonly traded organizational currencies, learning, ownership, and gratitude are part of ______ related currencies. a. Task
b. Position c. Inspiration d. Relationship e. Personal E. Personal
12. Which of the following is not one of the aspects of leading by example? a. Priorities b. Ethics c. Urgency d. Cooperation e. Power E. Power
13. 13. The traits of successful project managers include all of the following except: a. Pessimist b. Proactive c. Skillful politician d. Effective time management e. Personal integrity a. Pessimist
14. Unlike project leadership, project management is about coping with: a. Change b. Aligning people to any new directions c. ...
This mock PMP exam contains 51 multiple choice questions testing knowledge across all PMBOK knowledge areas. Candidates have 60 minutes to correctly answer 36 out of 51 questions (70%) to pass. The exam includes questions on topics such as project management processes, tools and techniques, scheduling, quality, procurement and risk management.
Question 1 Artifacts” in the Scrum terminology are the equiva.docxIRESH3
Question 1
“Artifacts” in the Scrum terminology are the equivalent of deliverables in other project management approaches. Which one of the following is not an artifact created with Scrum?
a.
Daily Scrum log
b.
Burndown chart
c.
Product backlog
d.
Sprint backlog
Question 2
Projects cost money. The expense is spread over the entire project life cycle. Spending on which one of the following is most likely to lower the life cycle cost of the project?
a.
In defining user requirements accurately
b.
In procuring the latest development tools
c.
In conducting extensive quality control
d.
In implementing the change requests
Question 3
Projects have many requirements and it is difficult to ensure that every requirement has been implemented successfully. Which of the following tools will make it easier to do this?
a.
Requirements documentation
b.
Requirements management plan
c.
Requirements traceability matrix
d.
Project scope statement
Question 4
Developing a good work breakdown structure (WBS) is a challenging task. A set of good principles are available to aid in developing a good WBS with a corresponding dictionary. Which one of the following does not belong to this set?
a.
Project managers should develop the WBS alone before sharing with other project team members
b.
In the WBS a unit of work should be represented only once
c.
Each WBS item must be described fully in the WBS dictionary
d.
Only one team member will be responsible for a WBS item
Question 5
You are managing a project in which a few deadlines have been missed. Now, you are under pressure to get the project back on track to finish by the scheduled end date. You find that it is possible to fast track some of the activities. What does this mean?
a.
Do some activities in parallel when they were originally planned to be sequential
b.
Add more resources to some activities to complete them sooner
c.
Remove some of the activities in the critical path
d.
Outsource some of the activities to experts
Question 6
You have been asked to manage a product development project. Which of the following costs cannot be a cost of this project?
a.
Labor
b.
Advertisement
c.
Electricity
d.
Equipment
Question 7
Organizations take various approaches for the selection of projects. One such approach is to act on an impetus. Which one of the following is not an impetus for project selection?
a.
Situations that have the potential to limit the growth of the organization
b.
Situations that have the potential to improve the growth of the organization
c.
Situations that are compatible with the project manager’s experience
d.
Situations that are imposed on the organization by a regulatory authority
Question 8
A project has accurate cost estimates. It is still important to prepare a project budget. Which one of the following is not a reason for creating the project budget?
a.
To create a cost baseline
b.
To have a more accurate project cost
c.
To evaluate project progress
d ...
Question 17 The internal and external environmental factors that su.pdfezzi552
Making a Case for Microsoft\'s SharePoint
Increasingly more and more organizations are attempting to make information more accessible
and shareable among employees. While earlier versions introduced by Microsoft included SP
200 I, SP 2003, and SP 2007, that latest version of SharePoint offers a number of new features
and functionality over previous editions. Although Microsoft Office sales have been declining,
SharePoint® sales have been increasing. More specifically, Microsoft reported that SharePoint®
sales have seen 20 percent growth and revenues topping $1.3 billion. In addition, Microsoft
claims it has shipped over 85 million seat licenses to approximately 17,000 customers since SP
2001. As Alan Pelz-Sharpe points out, \"If there was ever any lingering doubt that SharePoint®
was having an impact on the market, these numbers put that argument to rest.\"
The popularity of SharePoint® is that it makes it easier for people to work together. The latest
version of SharePoint@, for example, allows individuals to set up their own web sites to share
information, manage documents, and publish reports, According to Microsoft\'s web site,
SharePoint® provides the following capabilities:
• Sites: allows for a single infrastructure to support all of an organization\'s web sites. People can
share documents, manage projects, and publish information.
• Communities: provides enterprise collaboration tools found on the most popular social
networking sites. Users can locate key contacts and information, join groups, and create wikis,
• Composites-supports: the use of tools and components that allow individuals to build business
applications without having to write code.
• Content-supports: content management with features like document types, retention policies,
and automatic content sorting that works seamlessly with Microsoft Office.
• Search: allows users to search for information and documents based on a combination of
relevance, refinement, and social cues.
•Insights: gives people access to information stored in the organization\'s databases, reports, and
business applications.
Large companies like Sony Electronics (a division of Sony Corporation) use SharePoint® to take
advantage of its improved search, social networking, and document sharing features. The
improved search capabilities of SharePoint® provide results by document type, author, or within
a specific time period that can narrow thousands of documents down to a relevant dozen. In
addition, the new search features provide results for search terms such as a company expert\'s
profile.
With the hiring of younger workers and the popularity of social media sites, Sony wanted to
encourage the use of My Sites to allow for a more progressive work style. This reduces many
problems when employees have to work in different parts of the world by increasing social
connections through online chats, wikis, and posts to discussion boards. The use of SharePoint®
has allowed Sony to communicate more effectivel.
The document contains a multiple choice test with 39 questions about project management concepts. The questions cover topics such as project integration, requirements definition, quality management, scheduling tools, and earned value analysis. The test aims to be completed within 30 seconds per question by selecting the single best answer out of four options.
The document contains questions about PRINCE2 project management concepts and processes. It tests knowledge in areas such as roles and responsibilities, principles, themes, processes, and management products. Correct answers demonstrate an understanding of how PRINCE2 defines and applies these different components of project management.
The document provides an overview of project management concepts across four modules:
Module One introduces the concept that project management principles can be applied to projects of any size.
Module Two defines key terms like projects, project management, and project managers. It discusses the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK) framework.
Module Three explores the PMBOK further, outlining its five process groups and ten knowledge areas, and how the "triple constraint" of scope, time and cost must be balanced.
Module Four focuses on project initiation, including identifying stakeholders, assessing needs vs wants, and setting SMART goals and project requirements.
The document provides an overview of project management concepts across four modules:
[1] It defines key terms like projects, project management, and project managers. Project management involves planning, organizing, and managing resources to complete a project on time and on budget.
[2] It discusses the Project Management Institute (PMI) and its Project Management Body of Knowledge (PMBOK), which outlines best practices. The PMBOK describes five process groups and ten knowledge areas crucial to project management.
[3] It explains the "triple constraint" of balancing a project's scope, schedule, and budget. During planning, the project team defines objectives for these and quality.
[4] The first phase
This document contains an examination paper for a Project Management certification. It includes 100 multiple choice questions testing knowledge of key project management concepts. The questions cover topics such as project definition, project lifecycles and processes, scheduling, cost estimation and budgeting, quality management, and human resource management. The examination paper provides testing guidelines including a passing score of 50% and allocates one mark for each question.
Are you gearing up for the Project Management Professional (PMP) exam? Feeling a tad overwhelmed by the sheer volume of information you need to absorb? Well, fear not, because we've got you covered! In this comprehensive guide, we'll delve into 100 WATERFALL PMP Questions and Answers that will help you ace the exam with confidence. So, grab your coffee, get comfy, and let's dive right in!
The document provides instructions and questions for a sample exam on project management. It begins by noting the time allowed, use of an answer sheet, and instructions for completing the answer sheet. It then lists 60 multiple choice questions on various topics in project management.
Stage I
Project Initiation
Project Planning
Project Execution
1
Lecture Notes on Chapter 3
The Project Manager
2
Objectives of the Lecture Notes
Recognize challenges facing the project manager.
Distinguish between functional and Project managers.
Verify responsibilities of project manager.
Identify attributes of effective project manager
slide3
The Project Manager
The project manager can be chosen and assigned as soon as the project is selected for funding,
This simplifies several start up activities
The project manager can be chosen later,
This makes things difficult
Senior management briefs the project manager
Project manager begins with a budget and schedule
As people are added these are refined
slide4
5
Functional Management
Vice President for Marketing
Agency Director
Sales
Marketing Research
Marketing Service
Group Administration
Functional Management
Department heads are usually functional specialists
They have the required technical skills to evaluate all members of their organization
Functional managers:
Decide who performs each task
Decide how the task is performed
Exercise a great deal of control over every aspect of the work that gets performed within their area
slide6
Project Management
7
Project manager
Finance
Procurement
Planning
Engineering
Quality
Manufacturing
Contracts
Procurement: is the acquisition of goods, services or works from an outside or external source.
Project Managers
Project managers are usually generalists
It would be very unusual for a project manager to have all the technical skills that are used on their projects
Project managers:
Rarely decide who performs each task
Lack the technical skills to evaluate much of the work performed on a particular project
Exercise control very little over most aspects of the work that gets performed on the project
slide8
Functional Manager VS
Project Manager
slide9Functional managerProject managerDecides who performs each taskDecides how the task is performedcontrols every aspect of the work Rarely decides who performs each taskDoes not evaluate work performed on a particular projectExercise little control on work aspects of the project
Comparing Functional & Project Managers
3-10Functional ManagersProject Managersneed technical skillsneed negotiation skillsshould be more skilled at analysisshould be more skilled at synthesisuse the analytic approachuse systems approachresponsible for a small arearesponsible for the big pictureact as managersact as facilitatorsresponsible for a small arearesponsible for the big pictureact as direct, technical supervisorsact as facilitators and generalists
Comparing Functional & Project Managers
Functional managers need technical skills; project managers need negotiation skills
Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis
Integrating individual tasks withi.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
The document contains questions and answers related to project management concepts and processes. It provides explanations for various terms, roles, and activities involved in project management based on the PMBOK Guide.
Project evaluation and implementation notes and questionsAnirban Chakraborty
The notes on "Project Evaluation and Implementation" was prepared with help of Professor Kaushik Banerjee. He is the Honorable Professor at Brainware Business School at Saltlake, Kolkata.
This document provides an overview of an upcoming project management training course. It outlines the vision, goals, resources, audience, evaluation process, and course structure. The course structure lists the topics that will be covered each day, including integration management, stakeholders, scope, schedule, cost, quality, risk, procurement, ethics, Agile, and exam preparation. Sample project charter examples and integration management concepts are also discussed in detail throughout various slides. The document aims to inform participants about what to expect from the training to help them become certified in project management.
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Liberty university busi 313 quiz 1 complete solutions correct answers key
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Question 1 Corporate downsizing has increased the trend toward
Question 2 Because of its flexibility, project management is equally useful in ongoing, routine
work as well as unique, onetime projects.
Question 3 In the _____________ stage of the project life cycle you are more likely to find status
reports, changes, and the creation of forecasts.
Question 4 Successful project managers focus primarily on technical dimensions of project
management, which include planning, scheduling, and controlling projects.
Question 5 Which of the following is typically the responsibility of a project manager?
Question 6 The sociocultural dimension of project management includes managing relationships,
motivating team members and negotiating project terms.
Question 7 Small business development is a major driver of project management.
Question 8 Which of the following statements is true?
Question 9 Studies have shown that companies using predominantly financial criteria to prioritize
projects yield unbalanced portfolios and projects that aren't strategically aligned.
Question 10 Which of the following questions does the organization's mission statement answer?
Question 11 All of the following are symptoms of organizations struggling with strategy
disconnect and unclear priorities EXCEPT
Question 12 The NPV financial model measures the time it will take to recover the project
investment.
Question 13 Organizational objectives set targets for all levels of the organization not just for top
management.
Question 14 One who endorses and lends political support for the completion of a specific
2. project is known as the
Question 15 Generally, people working on several projects at the same time are more efficient
than people working fulltime on one project.
Question 16 Which of the following is NOT one of the characteristics of effective objectives?
Question 17 Which of the following cultural characteristics relates to the degree to which work
activities are organized around groups rather than individuals?
Question 18 Which of the following cultural characteristics relates to the degree to which
management focuses on outcomes rather than on techniques and processes used to achieve
those outcomes?
Question 19 The projectized form of project management structure is commonly used when one
functional area plays a dominant role in completing the project or has a dominant interest in the
success of the project.
Question 20 Member identity refers to the degree to which work activities are organized around
groups rather than individuals.
Question 21 A project team that operates with a fulltime project manager as a separate unit from
the rest of the organization is structured using ________ organization.
Question 22 Generally, the more autonomy and authority the project manager and the project
team need to be successful, the more appropriate to implement either a dedicated project team
or a strong project management structure.
Question 23 The matrix form of project management is notable for the tension it creates between
functional managers and project managers who both bring critical expertise and perspectives to
the project.
Question 24 Which of the following combinations represents the extremes of project organization?
Question 25 Bill is working on a project involving the upgrading of a management information
system. The project is being managed by the information systems department with the
coordination of other departments occurring through normal channels. He is working in a
_________ organization.
1. A professional organization for project management specialists is the
3. A. PMI.
B. AMA.
C. MIS.
D. IPM.
E. PMBOK.
2. Which of the following is NOT considered to be a characteristic of a project?
A. An established objective
B. A clear beginning and end
C. Specific time, cost and performance requirements
D. For internal use only
E. Something never been done before
3. Which of the following activities is NOT considered a project?
A. Developing a new software program
B. Designing a space station
C. Preparing the site for the Olympic Games
D. Production of automobile tires
E. Developing a new advertising program
4. Which of the following activities is the best example of a project?
A. Processing insurance claims
B. Producing automobiles
C. Writing a policy manual
D. Monitoring product quality
E. Overseeing customer requests
5. Which of the following is NOT one of the stages of a project life cycle?
A. Identifying
B. Defining
C. Planning
D. Executing
E. Closing
6. In the stage of the project life cycle, project objectives are established, teams are formed, and
major responsibilities are assigned.
A. Identifying
B. Defining
C. Planning
D. Executing
E. Closing
7. In the stage of the project life cycle, a major portion of the physical project work performed.
A. Identifying
B. Defining
C. Planning
D. Executing
E. Closing
8. In the stage of the project life cycle you are more likely to find status reports, changes, and the
creation of forecasts.
A. Identifying
B. Defining
C. Planning
D. Executing
E. Closing
9. In the stage of the project life cycle the project's schedule and budget will be determined.
A. Identifying
B. Defining
C. Planning
D. Executing
E. Closing
10. In the stage of the project life cycle project the product is delivered to the customer and resources
are reassigned.
A. Identifying
B. Defining
4. C. Planning
D. Executing
E. Closing
11. Which of the following is NOT typical of a project manager?
A. Managing a temporary activity
B. Overseeing existing operations
C. Managing a nonrepetitive activity
D. Responsible for time, cost and performance trade-offs
E. Work with a group of outsiders, including vendors and suppliers
12. Which of the following is NOT one of the driving forces behind the increasing demand for project
management?
A. Compression of the product life cycle
B. Knowledge explosion
C. Increasing need for multiproject management
D. Declining need for product customization
E. More sustainable business practices
13. Project management is ideally suited for a business environment requiring all of the following
EXCEPT
A. Accountability.
B. Flexibility.
C. Innovation.
D. Speed.
E. Repeatability.
14. Which dimension of project management centers on creating a temporary social system within a
larger organizational environment that combines the talents of a divergent set of professionals
working to complete the project?
A. Communication
B. Sociocultural
C. Social
D. Technical
E. Scheduling
15. Which of the following statements is true?
A. Project management is far from a standard way of doing business
B. Project management is increasingly contributing to achieving organizational strategies
C. Project management is being used at a consistent percentage of a firm's efforts
D. Project management is a specialty that few organizations have access to
E. All of these statements are false
16. Project management is important to understand when people are a part of a project team because
they
A. Work with others to create a schedule and budget.
B. Need to understand project priorities so they can make independent decisions.
C. Need to be able to monitor and report project progress.
D. Need to understand the project charter or scope statement that defines the objectives and
parameters of the project.
E. All of these are reasons it is important for project team members to understand project
management.
17. Project governance does NOT include
A. Setting standards for project selection.
B. Overseeing project management activities.
C. Centralization of project processes and practices.
D. Options for continuous improvement.
E. Allowing project managers to plan the project the way they see fit.
18. Projects should align with the organization's overall strategy in order to
A. Complete the project safely.
B. Reduce waste of scarce resources.
C. Ensure customer satisfaction.
D. Secure funding.
E. None of these are reasons why projects should align with the organization's overall strategy.
19. Two dimensions within the project management process are
5. A. Technical and sociocultural.
B. Cost and time.
C. Planned and unexpected.
D. Established and new.
E. Unique and reoccurring.
20. Which of these is NOT part of the "technical dimension" of project management?
A. WBS
B. Budgets
C. Problem solving
D. Schedules
E. Status reports
21. Which of these is NOT part of the "sociocultural dimension" of project management?
A. Negotiation
B. Resource allocation
C. Managing customer expectations
D. Leadership
E. Dealing with politics
22. Corporate downsizing has increased the trend toward
A. Reducing the number of projects a company initiates.
B. Outsourcing significant segments of project work.
C. Using dedicated project teams.
D. Shorter project lead times.
E. Longer project lead times.
23. Which of the following is NOT a reason why project management has become a standard way of
doing business?
A. Increased need for skilled management of stakeholders outside of organization
B. Projects need to be done faster
C. Organizations are doing more project work in-house instead of outsourcing
D. Organizations are executing more and more projects
E. Increased product complexity and innovation
24. Which of the following is typically the responsibility of a project manager?
A. Meeting budget requirements
B. Meeting schedule requirements
C. Meeting performance specifications
D. Coordinating the actions of the team members
E. All of these are typical responsibilities
25. A series of coordinated, related, multiple projects that continue over an extended time period and
are intended to achieve a goal is known as a
A. Strategy.
B. Program.
C. Campaign.
D. Crusade.
E. Venture.
26. Which of the following is NOT true about project management?
A. It is not limited to the private sector
B. Many opportunities are available for individuals interested in this career path
C. It improves one's ability to plan, implement and manage activities to accomplish specific
organizational objectives
D. It focuses primarily on technical processes
E. It is a set of tools
27. As the number of small projects increase within an organization's portfolio, what is a challenge an
organization faces?
A. Sharing resources
B. Measuring efficiency
C. Managing risk
D. Prioritizing projects
E. All of these are challenges
28. Governance of all project management processes and procedures helps provide senior
management with all of the following EXCEPT
6. A. A method to ensure projects that are important to senior management are being implemented
B. An assessment of the risk their portfolio of projects represents
C. An overview of all project management activities
D. A metric to measure the improvement of managing projects relative to others in the industry
E. A big picture of how organizational resources are being used
29. Which of the following is a good example of a program?
A. Planting a garden
B. Developing a new residential area that includes six custom homes
C. Developing a new marketing plan
D. Taking notes each class meeting to prepare for the final
E. Planning a wedding
30. Which of the following represents the correct order of stages within the project life cycle?
A. Planning, Defining, Executing, Closing
B. Closing, Planning, Defining, Executing
C. Defining, Planning, Executing, Closing
D. Executing, Defining, Planning, Closing
E. Planning, Defining, Closing, Executing
31. Project management is not limited to the sector.
32. The initial stage in the project life cycle is the stage.
33. The final stage in the project life cycle is the stage.
34. A professional organization for project managers that has grown from 93,000 in 2002 to more than
34. A professional organization for project managers that has grown from 93,000 in 2002 to more than
35. A major part of the project work, both physical and mental, takes place in the stage of the project
life cycle.
36. The project's schedule and budget will be determined in the stage of the project life cycle.
37. A temporary endeavor undertaken to create a unique product, service, or result is a(n) .
38. In today's high-tech industries the product life cycle is averaging to 3 years.
39. The advent of many small projects has created the need for an organization that can support
management.
40. Increased competition has placed a premium on customer satisfaction and the development of
products and services.
41. In some organizations, selection and management of projects often fail to support the overall
__________ of the organization
42. WBS, schedules, and budgets are examples of the dimension of the project management process.
43. Leadership, teamwork, and negotiation are examples of the dimension of the project management
process.
44. A professional organization for project management specialists is the .
45. One of the defining characteristics of a project is that it has a singular purpose, i.e., an established
46. Because projects have a defined beginning and end, the is frequently used to manage the
transitions of a project from start to completion.
47. The typically passes sequentially through four stages. Project life cycle
48. The establishment of project goals, specifications, and responsibilities usually occurs in the
_______-stage of the project life cycle.
49. Training the customer, reassigning staff, and releasing resources occurs in the stage of the
project life cycle.
50. Project managers are expected to ensure that appropriate trade-offs are made between the time,
cost, and requirements of the project.
51. An increase in the complexity of projects, because projects typically include the latest advances,
can be the result of a growth in new .
52. A(n) is a series of coordinated, related multiple projects that continue over an extended time
intended to achieve a goal.
53. Applying a set of knowledge, skills, tools, and techniques to a collection of projects in order to
move the organization toward its strategic goals is known as project .
54. Because of the profitability motive, project management is nearly always limited to the private
sector.
55. Most people who excel at managing projects never have the title of project manager.
56. The professional certification for project managers is a Project Management Professional (PMP).
57. Because of its flexibility, project management is equally useful in ongoing, routine work as well as
unique, one-time projects.
7. 58. One of the defining characteristics of project management is that the projects are not confined to a
single department but involve several departments and professionals.
59. One of the characteristics that separate project management from other endeavors of the
organization is that there are specific time, cost, and performance requirements.
60. Not only is project management critical to many careers, the skill set is transferable across most
businesses and professions.
61. Since a construction company builds many buildings, the buildings built after the first do not fit the
definition of a project.
62. The first stage in the project life cycle is the concept stage.
63. A major portion of the project work, both physical and mental, takes place during the production
stage of the project life cycle.
64. A program is a process designed to accomplish a common goal over time.
65. Because of the requirement for in-depth expertise, project management is generally restricted to
specialists.
66. Project governance means applying a set of knowledge, skills, tools, and techniques to a
collection of projects in order to move the organization toward its strategic goals.
67. One of the most significant driving forces behind the demand for project management is the ever
increasing lengthening of the product life cycle.
68. Project management appears to be ideally suited for a business environment requiring
accountability, flexibility, innovation and repeatability.
69. At first glance, project managers perform the same functions as other managers. That is, they
plan, schedule, motivate and control.
70. Strategic plans should be written by one group of managers, projects should be selected by
another group, and projects should be implemented by another group.
71. Today, projects are the modus operandi or the method used for implementing organizational
strategy.
72. Due to corporate downsizing, significant segments of project work have been outsourced to other
organizations.
73. Smaller projects in larger organizations tend not to need project management skills.
74. Successful project managers focus primarily on technical dimensions of project management,
which include planning, scheduling, and controlling projects.
75. The sociocultural dimension of project management includes managing relationships, motivating
team members and negotiating project terms.
76. Small business development is a major driver of project management.
1. Which of the following is NOT true about an organization’s strategy?
A. Strategy determines how an organization will compete
B. Strategy is implemented through projects
C. Only top management must understand strategy
D. Project selection should be clearly aligned to strategy
E. Project management plays a key role in supporting strategy
2. A project selection process that is strongly linked to strategy results in
A. The most profit
B. Better utilization of the organization’s resources
C. More projects
D. A larger and more diverse organization
E. Stronger core competencies
8. 3. Which of the following is NOT true about organizational politics?
A. Project managers should not engage in organizational politics
B. Politics can have a significant influence on which projects receive funding
C. Politics exist in every organization
D. Politics can influence project selection
E. Politics can play a role in the aspirations behind projects
4. Which of the following terms is often used to denote a project that a powerful, high-ranking
official is advocating?
A. Sacred cow
B. Pet project
C. Political necessity
D. Special undertaking
E. Strategic ploy
5. Why do project managers need to understand their organization's mission and strategy?
A. To reduce project duration and increase the number of projects implemented
B. So they can make appropriate decisions and adjustments and be effective project advocates
C. It is only important for senior management to understand the organization’s mission and
strategy
D. To get their job done and increase opportunities for promotion
E. So that they can make sure the customer is satisfied
6. Project managers who understand the role that their project plays in accomplishing the
organization's strategy are able to do all of the following EXCEPT
A. Demonstrate to senior management how their project contributes to the firm’s mission
B. Explain to team members why certain project objectives and priorities are critical
C. Explain to stakeholders why certain project objectives and priorities are critical
D. Be able to respond appropriately to delays and/or questions about product design
E. Be able to focus on problems or solutions, even if the project is a low priority strategically
9. 7. All of the following are symptoms of organizations struggling with strategy disconnect and
unclear priorities EXCEPT
A. Frequent conflicts between managers
B. Inadequate resources
C. Employees confused about which projects are more important
D. Not enough projects within the portfolio to make a profit
E. People are working on multiple projects and feel inefficient
8. Which of the following problems refers to lack of understanding and consensus of organization
strategy among top and middle-level managers? This also can result when top management
formulates strategy and leaves implementation to functional managers.
A. Multitasking
B. Organization politics
C. Implementation gap
D. Resource conflicts
E. Employee turnover
9. Which of the following is NOT true for strategic management?
A. It should be done once every few years just before developing the operating plan
B. It supports consistency of action at every level of the organization
C. It develops an integrated and coordinated long-term plan of action
D. It positions the firm to meet the needs of its customers
E. It involves responding to changes in the external market and allocating scarce resources to
improve a competitive position
10. Which of the following is the correct order for the strategic management process?
A. Strategies, mission, objectives, projects
B. Objectives, projects, mission, strategies
C. Mission, strategies, objectives, projects
D. Objectives, mission, strategies, projects
E. Projects, mission, strategies, objectives
10. 11. Which of the following questions does the organization's mission statement answer?
A. What are our long-term strategies?
B. What are our long-term goals and objectives?
C. How do we operate in the existing environment?
D. What do we want to become?
E. All of these are answered by the mission statement
12. Which of the following is NOT one of the traditional components found in mission
statements?
A. Major products and services
B. Profitability
C. Target customers and markets
D. Geographic domain
E. Contribution to society
13. Which of the following is NOT one of the characteristics of effective objectives?
A. Realistic
B. Assignable
C. Flexible
D. Specific
E. Measurable
14. In order to formulate strategies that align with the mission the organization will need to
A. Assess internal strengths and weaknesses
B. Analyze competitors
C. Examine the external environment
D. Know their core competencies
E. All of these should be considered when formulating strategies
15. The assessment of the external and internal environments is called _______ analysis.
A. SWOT
B. Competitive
C. Industry
D. Market
E. Strategic
11. 16. Which of the following would be classified as an organizational threat?
A. Slowing of the economy
B. Excellent employees
C. Poor product quality
D. Declining facilities
E. High labor costs
17. Which of the following would be classified as an organizational opportunity?
A. Low debt
B. Excellent employees
C. Increasing product demand
D. Talented management
E. Government regulation
18. Which of the following is NOT one of the requirements for successful implementation of
strategies through projects?
A. Allocation of resources
B. Prioritizing of projects
C. Motivation of project contributors
D. Adequate planning and control systems
E. Quality management
19. Which of the following is NOT a problem associated with the absence of a project portfolio
system?
A. Organizational politics
B. Lack of funding
C. Resource conflicts
D. Multitasking
E. Implementation gap
12. 20. Susie's department is implementing many projects. She finds herself starting and stopping
work on one task to go and work on another task, and then return to the work on the original
task. Susie is experiencing
A. Poor scheduling
B. Excess work burden
C. Flexible tasking
D. Multitasking
E. Burnout
21. Project selection criteria are typically classified as
A. Financial and nonfinancial
B. Short-term and long-term
C. Strategic and tactical
D. Required and optional
E. Cost and schedule
22. The __________ financial model measures the current value of all cash inflows using
management’s minimum desired rate of return.
A. FUBAR
B. ARR
C. IRS
D. IRB
E. None of these
23. Projects are usually classified into all but one of the following categories. Which one is NOT
one of the typical classifications?
A. Compliance and emergency
B. Operational
C. Strategic
D. Political necessity
E. All of these are typical classifications
13. 24. One who endorses and lends political support for the completion of a specific project is
known as the
A. Project manager
B. CEO
C. Project sponsor
D. Project lead
E. Sacred cow
25. A project screening matrix typically contains all of the following EXCEPT
A. The list of available projects
B. Specific criteria
C. Weights assigned to specific criteria
D. Costs to complete each project
E. All of these are typically contained
26. Regardless of the criteria differences among different types of projects, the most important
criterion for project selection is
A. How the project will balance risk within the project portfolio
B. The project’s fit to the organization strategy
C. Compliance
D. Nonfinancial
E. Profit
27. Examples of nonfinancial criteria include all of the following EXCEPT
A. Capturing a larger market share
B. Reducing dependency on unreliable suppliers
C. Preventing government intervention and regulation
D. Making it difficult for competitors to enter the market
E. Calculating the time it will take to recover the project investment
14. 28. Which of the following is true of multiweighted scoring models?
A. Will include quantitative criteria
B. Will include qualitative criteria
C. Each criterion is assigned a weight
D. Projects with higher scores are considered more desirable
E. All of these are true 29. Which of the following is NOT true when managing a portfolio system?
A. The qualities of a particular project are assessed within the context of existing projects
B. It does not require a constant effort
C. Within a small organization it can be managed by a small group of key employees
D. It requires input from senior management
E. It involves monitoring and adjusting criteria to reflect the strategic focus of the organization
30. The following are responsibilities of the governance team when managing a portfolio system
EXCEPT
A. Deciding how they wish to balance the available organizational resources among the different
types of projects
B. Publishing the priority of every project and ensuring the process is open and free of power
politics
C. Evaluating the progress of the projects in the portfolio
D. Constant scanning of the external environment to determine if organizational selection criteria
need to be changed
E. Communicating which projects are approved31. The process of assessing “what we are” and
deciding and implementing “what we intend to be and how we are going to get there” is
______________.
32. ________ change infrequently and may require revision only when the nature of the business
changes or shifts.
33. ________ translate the organization's strategy into specific, concrete, and measurable terms.
34. How strategies will be realized, given available resources is answered through __________.
35. High-ranking managers who endorse and lend political support for the completion of a
specific project are known as project _________.
36. A weighted scoring model typically uses several weighted selection criteria to evaluate project
proposals. An example of this would be a(n) ____________.
37. What the organization wants to become and the scope of the firm in terms of its product or
service would be identified in the organization’s ____________.
38. In a SWOT analysis, good product quality, low debt, and an established supplier network are
15. examples of internal ________.
39. In a SWOT analysis, strong competition, reduced product demand, and a maturing product life
cycle are examples of external __________.
40. The assessment of the internal and external environments is known as a(n) ________.
41. Strategy is implemented through ________.
42. A project that a powerful, high-ranking official is advocating is often termed a(n) ___________.
43. Starting and stopping work on one task to go and work on another project, and then
returning to work on the original task is known as ___________.
44. The lack of understanding and consensus of organization strategy among top and middle-
level managers is known as the __________.
45. The financial model that measures the time it will take to recover the project investment is the
__________ model.
46. The financial model that measures the current value of all cash inflows and outflows using
management's minimum desired rate of return is known as the _________ model.
47. In classifying the kinds of projects an organization has in its portfolio, projects that are
typically those needed to meet regulatory conditions required to operate in a region are
___________ projects.
48. In classifying the kinds of projects an organization has in its portfolio, projects that are
typically needed to support current operations are _________projects.
49. In classifying the kinds of projects an organization has in its portfolio, projects that directly
support the organization's long-term mission are ________ projects.
50. When considering criteria used to select projects, capturing a larger market share or reducing
the dependency on unreliable suppliers would both be examples of __________ criteria.
51. In some cases organizations will use a(n) __________ to solicit ideas for projects when the
knowledge requirements for the project are not available in the organization.
52. A list of potential projects, several criteria, weights for those criteria, and criteria scores for
those projects are all typically included on a(n) ___________ matrix.
53. __________ the portfolio system involves monitoring and adjusting selection criteria to reflect
the strategic focus of the organization.
54. Project management historically has been preoccupied solely with the planning and execution
of projects while strategy was under the purview of senior management.
55. Intermittent scanning of the external environment is required when managing organization
strategy.
16. 56. A written mission statement provides focus for decision making when shared by organizational
managers and employees.
57. Project managers should not engage in organizational politics.
58. Organizational objectives set targets for all levels of the organization not just for top
management.
59. Mission statements typically change frequently, responding to changes in the external
environment.
60. Strategy formulation ends with cascading objectives or projects assigned to lower divisions,
departments, or individuals.
61. If a proposed project does not meet one of the designated "must" objectives it is immediately
removed from consideration.
62. The assessment of the external and internal environments is called the SWOT analysis.
63. Objectives should be specific, marketable, assignable, realistic, and time related.
64. Strategy is implemented through projects.
65. Many organizations have three different kinds of projects in their portfolio, compliance,
operational, and sacred cows.
66. The first step in the Strategic Management Process is to set long-range goals and objectives.
67. One benefit of project portfolio management is that it can justify killing a project that doesn’t
support organization strategy.
68. Opportunities and threats can be viewed as flip sides of each other; that is, a threat can be
viewed as an opportunity, and vice versa.
69. The information gap refers to the lack of understanding and consensus of organization
strategy among top and middle-level managers.
70. One way to offset the influence of politics on project management within an organization is to
have a well-defined project selection model.
71. Studies have shown that companies using predominantly financial criteria to prioritize projects
yield unbalanced portfolios and projects that aren’t strategically aligned.
17. 72. Generally, people working on several projects at the same time are more efficient than people
working full-time on one project.
73. The NPV financial model measures the time it will take to recover the project investment.
74. A proposed project that ranks high on most criteria may not be selected because the
organization’s portfolio already includes too many projects with the same characteristics.
75. Multiweighted scoring models include only quantitative criteria, not qualitative.
1. Organizational culture is best explained as organizational
A. Personality.
B. Hierarchy.
C. Reporting relationships.
D. Background.
E. Management style.
2. Which of the following is NOT true of project management structures?
A. They provide a framework for launching and implementing projects
B. They appropriately balance the needs of both the parent organization and the project
C. In selecting a management structure, the culture of the organization is not a huge consideration
D. The project itself should be considered when determining which structure is best
E. They help determine who has most authority in regard to managing the project
3. All of the following are disadvantages of organizing projects within a matrix arrangement EXCEPT
A. Dysfunctional conflict between functional managers and project managers.
B. Expensive.
C. Infighting.
D. Stressful.
E. Longer project duration.
4. The structure that manages projects within the existing organizational structure is
_____________________
organization.
A. Functional
B. Balanced matrix
C. Weak matrix
D. Strong matrix
E. Projectized
5. Bill is working on a project involving the upgrading of a management information system. The project is
being managed by the information systems department with the coordination of other departments
occurring through normal channels. He is working in a __________organization.
A. Functional
B. Balanced matrix
C. Weak matrix
D. Strong matrix
E. Projectized
6. Which of the following is an advantage of a functional project management organization?
A. Maximum flexibility in the use of staff
B. Good integration across functional units
C. Shorter project duration
D. Strong motivation of project team members
E. Longer project duration
7. Which of the following is a disadvantage of functional project management organization?
A. Lack of motivation of project team members
B. Longer project duration
C. Lack of focus on the project
D. Poor integration
E. All of these are disadvantages of functional project management organization
8. Which of the following is a disadvantage of a projectized organization?
A. It is expensive
B. Longer project duration
18. C. Poor integration
D. High complexity
E. Lack of focus on the project
9. A project team that operates with a full-time project manager as a separate unit from the rest of the
organization is structured using ___________ organization.
A. Functional
B. Balanced matrix
C. Weak matrix
D. Strong matrix
E. Projectized
10. Which of the following combinations represents the extremes of project organization?
A. Strong matrix and balanced matrix
B. Functional and projectized
C. Projectized and balanced matrix
D. Projectized and strong matrix
E. Strong matrix and functional
11. MegaComputers Inc., has assigned a project manager for each of the five new-product teams. The
managers, as well as the project team members, work on the projects on a full-time basis. The structure
being used is ___________________ organization.
A. Functional
B. Balanced matrix
C. Weak matrix
D. Strong matrix
E. Projectized
12. All of the following are organizational considerations when determining the right project management
structure EXCEPT
A. How important project management is to the success of the organization
B. What percentage of core work involves projects
C. Resource availability
D. Assess current practices and determine any changes that are needed to more effectively manage
projects
E. Budget constraints
13. Elizabeth is considering how to structure a project team that will not directly disrupt ongoing operations.
The project needs to be done quickly and a high level of motivation will be needed in order to do that. For
this situation, the ___________________________organization would be the best choice.
A. Functional
B. Balanced matrix
C. Weak matrix
D. Strong matrix
E. Projectized
14. At the project level, which of the following is a factor that should influence the choice of project
management structure?
A. The size of the project
B. The novelty of the project
C. Budget and time constraints
D. The strategic importance of the project
E. All of these are factors that should influence the choice of project management structure
15. Which are the three different matrix systems discussed in the text?
A. Functional, Weak, Strong
B. Balanced, Functional, Projectized
C. Weak, Strong, Balanced
D. Neutral, Weak, Strong
E. Functional, Neutral, Projectized
16 .___organization is a hybrid form in which a horizontal project management structure is "overlaid" in the
normal functional hierarchy.
A. Functional
B. Matrix
C. Project
D. Balanced
E. Neutral
17. Which of the following is NOT true regarding organizing projects within a matrix arrangement?
A.Its flexibility supports a strong project focus that helps alleviate stress among project team members
19. B.It is designed to optimally utilize resources by having individuals work on multiple projects as well as
being capable of performing normal functional duties
C.There are usually two chains of command
D.Provides a dual focus between functional/technical expertise and project requirements that is missing
in either the project team or the functional approach
E.It is a hybrid form of organization that combines characteristics of both dedicated project teams and
functional organization
18. In which of the following is the balance of authority strongly in favor of the functional managers?
A.Weak matrix
B.Balanced matrix
C.Strong matrix
D.Matrix
E.Neutral matrix
19. All of the following are functions culture plays in an organization EXCEPT
A.It provides a sense of identity.
B.It helps legitimize the management system.
C.It replaces the need for a project selection process.
D.It helps create social order.
E.It clarifies and reinforces standards of behavior.
20. How does someone learn more about an organization's culture?
A. Read about the organization
B. Interpret stories about the organization
C. Observe how people interact within the organization
D. Study the physical characteristics of the organization
E. All of these are examples of how someone can learn more about an organization's culture
21. Which organization's culture is NOT a culture a project manager has to be able to operate in or interact
with?
A. The culture of their parent organization
B. The culture of government and regulatory agencies
C. The culture of vendors and subcontractors
D. The culture of the project's customer or client
E. All of these are cultures a project manager has to be able to operate in or interact with
22. Which structure would be most appropriate for developing a new, highly innovative product that has
strict time constraints?
A. Functional organization
B. Balanced matrix
C. Dedicated project team
D. Strong matrix
E. Weak matrix
23. From the list below, which is NOT a primary characteristic of organizational culture?
A. Control
B. Team emphasis
C. Profitability
D. Conflict tolerance
E. Risk tolerance
24. Factors in identifying cultural characteristics include all the following EXCEPT
A. Norms.
B. Customs.
C. Values.
D. Attitude.
E. All of these are factors in identifying cultural characteristics.
25. Who is responsible for determining how tasks will be done in a weak matrix project management
structure?
A. The functional manager
B. The project manager
C. Both the functional manager and the project manager are responsible
D. There is no rule established for who takes responsibility
E. This is negotiated
26. Which of the following cultural characteristics relates to the degree to which employees identify with the
organization as a whole rather than with their type of job or field of professional expertise?
A. Member identity
B. Team emphasis
20. C. Managerial focus
D. Unit integration
E. Control
27. Which of the following cultural characteristics relates to the degree to which work activities are
organized around groups rather than individuals?
A. Member identity
B. Team emphasis
C. Managerial focus
D. Unit integration
E. Control
28. Which of the following cultural characteristic relates to the degree to which rules, policies, and direct
supervision are used to oversee and control employee behavior?
A. Member identity
B. Team Emphasis
C. Managerial focus
D. Unit integration
E. Control
29. Which of the following cultural characteristics relates to the degree to which groups within the
organization are encouraged to operate in a coordinated or independent manner?
A. Member identity
B. Team emphasis
C. Managerial focus
D. Unit integration
E. Control
30. Which of the following cultural characteristics relates to the degree to which management focuses on
outcomes rather than on techniques and processes used to achieve those outcomes?
A. Risk tolerance
B. Reward criteria
C. Conflict tolerance
D. Means versus end orientation
E. Open-systems focus
Fill in the Blank Questions
31. The personality of an organization is a simple explanation
32. The approach to project management that uses the existing hierarchy of the organization to manage
projects is organization.
33. No radical alteration in the design or operation of the parent organization is a major advantage of
organization.
34. Two of the major disadvantages of the organizational approach are that projects may lack focus and it
can take longer to complete projects.
35. Firms where projects are the dominant form of business and the entire organization is designed to
support project teams are usually structured as organization.
36. A high level of motivation and the tendency for projects to get done more quickly are benefits of using
the organizational approach to project management.
37. High project costs and difficult post-project transition are two evident weaknesses of organization.
38. In a system, there are usually two chains of command, one along functional lines and the other along
project lines.
39. The structure (matrix) is designed to optimally utilize resources by having individuals work on multiple
projects as well as being capable of performing normal functional duties.
40. A matrix in which the balance of authority is strongly on the side of the project manager is described as
41. A matrix in which the balance of authority is strongly on the side of the functional manager is described
as
42. High levels of stress and dysfunctional conflict are disadvantages of a organization.
43. The matrix form of project organization is likely to enhance project integration, diminish internal power
struggles, and ultimately improve control of project activities and costs.
44. The matrix form of project organization is likely to improve technical quality as well as provide a better
system for managing conflict across projects because the functional manager assigns personnel to
different projects.
45. The matrix form of project organization can achieve better equilibrium between technical and project
requirements, but it is a very delicate system to create and manage.
46. project teams should be used for urgent projects in which the nature of the work requires people
working steadily from beginning to end.
47. Conflict tolerance, risk tolerance, reward criteria and unit integration are all examples of cultural.
21. 48. Research suggests that there is a strong connection between project management structure,
organizational, and project success.
49. Organization refers to a system of shared norms, beliefs, values, and assumptions which bind people
together, thereby creating shared meanings.
50. The more autonomy and authority the project manager and project team need to be successful, the
more appropriate a dedicated project team or a matrix structure is to manage the project.
51. When most of the project work can be done within a specified department and any coordination with
other departments can be done easily through normal management channels, organization is most
appropriate.
52. The cultural characteristic that refers to the degree to which rewards such as promotion and salary
increases are allocated according to employee performance rather than seniority, favoritism, or other
nonperformance factors is known as
53. The cultural characteristic that refers to the degree to which employees are encouraged to air conflicts
and criticisms openly is known as
54. The cultural characteristic that refers to the degree to which the organization monitors and responds to
changes in the external environment is known as
55. The cultural characteristic that refers to the degree to which employees are encouraged to be
aggressive, innovative, and risk seeking is known as
56. While organization culture is important to the overall function of an organization, it has minor influence
on its project management.
57. There are often considerable differences in how projects are managed within certain firms, even when
similar project management structures are being used.
58. The projectized form of project management structure is commonly used when one functional area
plays a dominant role in completing the project or has a dominant interest in the success of the project.
59. The matrix form of project management structure is a good choice when resource usage needs to be
optimized by having individuals work on multiple projects while still performing functional duties.
60. A disadvantage of using the functional form of project management structure is that projects generally
take longer to complete.
61. The functional project team is usually physically separated from the parent organization and given the
primary directive of accomplishing the objectives of the project.
62. In the projectized form of project management structure, there is limited technological expertise when
compared to the functional or matrix organization.
63. The projectized form of project management structure is a good choice when speed of completion is
important and the project needs to be implemented without directly disrupting ongoing operations.
64. One of the major disadvantages of the projectized form of project management structure is that it tends
to be more expensive than other forms of organization.
65. One advantage of a matrix project management structure is that it is fast and easy to implement.
66. A matrix project management structure is a hybrid organizational form in which a horizontal project
management structure is "overlaid" on the normal functional hierarchy.
67. When three forms of the matrix project management structure are considered, all share the same
advantages and disadvantages and at an equal level.
68. When determining the most appropriate project management structure, considerations need to be
made at the organizational level and at the project level.
69. Generally, the more autonomy and authority the project manager and the project team need to be
successful, the more appropriate to implement either a dedicated project team or a strong project
management structure.
70. As discussed in the text, the three forms of matrix project management are weak, mixed, and strong.
71. Within a matrix project management structure, the extent to which the project manager has direct
authority over project participants depends on whether the matrix is weak, balanced, or strong.
72. In a balanced matrix form of project management, the project manager is responsible for defining what
needs to be accomplished while the functional managers are concerned with howit will be accomplished.
73. The matrix form of project management is notable for the tension it creates between functional
managers and project managers who both bring critical expertise and perspectives to the project.
74. Member identity refers to the degree to which work activities are organized around groups rather than
individuals.
75. Control is the cultural characteristic that refers to the degree to which management decisions take into
account the effect of outcomes on people within the organization.
76. Organizational culture refers to a system of shared norms, beliefs, values, and assumptions which bind
people together.
77. Unit integration is the cultural characteristic that refers to the degree to which units within the
organization are encouraged to operate in a coordinated or independent manner.
78. There are strong connections among project management structure, organizational culture, and project
22. success.
79. Certain aspects of the culture of an organization support successful project management while other
aspects deter or interfere with effective management.