The document outlines a project management assessment comprising multiple-choice and short answer questions, along with case studies to evaluate understanding of project lifecycle, quality management, team dynamics, and project planning. It discusses critical concepts such as the unique nature of projects, the triple constraint of project management, and the significance of client-defined acceptance criteria. Additionally, it presents case studies focusing on the application of project management principles in practice and the objectives of team alignment sessions.

1. Project Management
Section A: Objective Type (30 Marks)
This section consists of Multiple Choice questions & short questions.
Answer all the questions.
Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. A ________________ is a temporary endeavor undertaken to create a unique product,
service, or result.
a) Program
b) Process
c) Project
d) Portfolio
2. Which of the following is not a potential advantage of using good project management?
a) Shorter development times
b) Higher worker morale
c) Lower cost of capital
d) Higher profit margins
3. Which of the following is not an attribute of a project?
a) Projects are unique
b) Projects are developed using progressive elaboration
c) Projects have a primary customer or sponsor
d) Projects involve little uncertainty
4. Which of the following is not part of the triple constraint of project management?
a) Meeting scope goals
b) Meeting time goals
c) Meeting communications goals
d) Meeting cost goals
5. The first stage of any project is-
a) Proposal
b) Conceptualization
c) Implementation
d) Management
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2. 6. __________________ is the application of knowledge, skills, tools and techniques to project
activities to meet project requirements.
a) Project management
b) Program management
c) Project portfolio management
d) Requirements management
7.Project portfolio management addresses ____________________ goals of an organization
while project management addresses _________________ goals.
a) Strategic, tactical
b) Tactical, strategic
c) Internal, external
d) External, internal
8.Several application development projects done for the same functional group might best be
managed as part of a-
a) Portfolio
b) Program
c) Investment
d) Collaborative
9.Which of the following is not one of the top ten skills or competencies of an effective project
manager?
a) People skills
b) Leadership
c) Integrity
d) Technical skills
10. A _________________ is a series of actions directed towards a particular result.
a) Goal
b) Process
c) Plan
d) Project
Part Two:
1. Explain the phases of project lifecycle?
2. Discuss the roles & responsibilities of project leader.
3. What are the key attributes of quality? Discuss.
4. List the element of pre-feasibility study.
END OF SECTION A
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3. Section B: Caselets (40 Marks)
This section consists of Caselets.
Answer all the questions.
Each caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 word
Caselet 1
PRINCE2 has many excellent ideas for project management, but I think its approach to quality is at
best weak and at worst entirely inappropriate. My first grip is that PRINCE2 redefines what the
word quality usually means. My dictionary defines it as or standard of excellence,
something like a Mercedes or Rolls
stated needs. So for example, according to PRINCE2, my land rover is a
quality product, not luxurious but, as a keen skier, I can use it to haul equipment to the Alps each
year. This re-definition of the word quality often confuses people before they even look at the
detail.
At the beginning of a PRINCE2 project, you agree with the customer a set of measurable attributes
about the products you will build. These are called acceptance criteria. Later, when you deliver the
products, the client will only sign them off it they conform to these criteria. This assumes the client
knows what they want. When Henry ford was designing the model T car, he was asked why he
people what
early 19900s knew they wanted to get places faster, but their idea on how to achieve this was
limited by their own experience. Another example is the project to create the iPhone. Steve jobs
did not consult with the potential users. Instead he went through many iterations of building
prototypes, playing with them, decoding what worked and what did not until he ended up with
the final
outset, to specify what products they want, does not always work. PRINCE2 defines a project as a
piece of work that is unique. The more unique and ground breaking it is, the more difficult it
becomes to define exactly what is required at the end. Project work is a creative process.
Sometimes it takes trial and error and a certain amount of vision to create something the end
users will eventually be satisfied with.
As I said at the outset, PRINCE2 has many useful ideas. But the quality theme should be used with
caution. In groundbreaking projects, they can hinder the creation of products the client is going to
be satisfied with.
Questions:
1. What is the major problem in ground breaking projects?
Caselet 2
An overseas government agency with a base in china contacted acorn consulting in preparation
for a special project event held in 2012. The annual event, that represents one of the most
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4. significant opportunities for foreign business in china, achieved sales valued at $20.6 billion in
2009, and acorn client is the 2010 host nation.
For a event to be successful the team will require meticulous preparation, months of planning and
a coordination and clinical team effort from all involved.
Client objectives
Acorn consulting was asked to provide a 1 day indoor team building and project alignment
Guangzhou, Hong Kong, Chengdu and Kunming. The participants were comprised of both local
and overseas staff. The objective of the program was to achieve the following:
To foster a higher degree of cooperation, buy-in and team spirit between staff
Create excitement and positive energy for the huge team project to be carried out later
during the year
them
Solution
t half day was an interactive
workshop whereby participants analyzed and discussed the key elements of high performing team
including, problem solving, team dysfunction and the drivers of the project success.
The second half day session was devoted to a specifically designed team building event requiring
participants to divide into smaller groups and cooperate with others groups to complete a final
discussed in the previous half day workshop.
Outcome
Participants thoroughly enjoyed the events and where highly motivated and enthusiastic about
completing their upcoming organization projects. Participants were better able understand and
experience the importance o
members are aware of the pitfalls the project team can face and have the tools and understand to
avoiding these obstacles.
Questions:
1.
2. What are the objective of the of project alignment session program?
END OF SECTION B
Section C: Applied Theory (30 Marks)
This section consists of Long Questions.
Answer all the questions.
Each question carry 15 marks each.
Detailed information should from the part of your Answer (Word limit 200 to 250
words)
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5. 1. Define project planning and explain the project planning process?
2. Define project risk and explain different types of techniques used to reduce project risk?
END OF SECTION C
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