questions-just-that.pdf.civil engineering

Questions - just that
Agribusiness (Sokoine University of Agriculture)
Studocu is not sponsored or endorsed by any college or university
Questions - just that
Agribusiness (Sokoine University of Agriculture)
Studocu is not sponsored or endorsed by any college or university
Downloaded by Mo Hussein (mocr21283@gmail.com)
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Questions:
1. Question: Which of the following is not the feature of a project?
1. Constrained by limited resources
2. Planned, executed and controlled
3. Creates unique product or service
4. May be ongoing and repetitive
2. Question: In a kick-off meeting for your project, you provided information to
your team members about the different process groups which will be followed
during project implementation. As per PMI, what are the project management
process groups?
1. Conceptualizing, Initiating, Executing, Monitoring and Controlling, Closing
2. Initiating, Planning, Executing, Monitoring and Controlling, Closing
3. Initiating, Verifying, Executing, Monitoring and Controlling, Closing
4. Initiating, Planning, Executing, Controlling, Administrative Closure
3. Question: You are managing the release of a new drug in the market. Your role is
that of a:
1. Functional Manager, because you have good understanding functional knowledge of
the pharmaceutical industry
2. Project Manager, because you are creating a unique product within specific time
schedules
3. Operations Manager, because you have to do several repetitive tasks
4. Program Manager, because you have to manage several sub-projects to effectively do
your job
4. Question: As a project manager in the automobile industry, you have to be aware
of government regulations about width of vehicles, fuel to be used, safety
requirements etc. You should also have knowledge of the guidelines, best practices
and standards which are used in the industry.
In this context, which of the following statement related to Standards and
Regulations is not correct?
1. Standard is a document established by consensus and approved by a recognized body
2. Regulations are mandatory but Standards are not mandatory
3. Standards after widespread adoption may become de facto regulations
4. The influence of standards and regulations for a project is always known
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5. Question: Your IT company is responsible for making software virus programs.
You are responsible for managing both the individual product releases and the co-
ordination of multiple releases over time. Your role is that of a:
1. Program Manager
2. Project Manager
3. Functional Manager
4. Operations Manager
6. Question: You have reached the end of design phase of your project. You decide to
call a "phase end review" for obtaining authorization to close the design phase and
initiate the next phase (i.e. execution phase) of your project.
Your manager disagrees with your suggestion. He wants a "kill point" to formally
end the design phase of the project. In this context, you should:
1. Disagree with your manager because you know that phase end reviews should be used
at the end of each phase of the project
2. Agree with your manager
3. Escalate this issue to the project sponsor
4. Take advise from a senior project manager about what should actually be done at the
end of each phase of the project
7. Question: You are working in the Project Office of your organization. What is
your job responsibility?
1. Managing the operational activities in the company.
2. Managing Human resource and Risk Management issues for projects
3. Providing support functions to Project Managers in the form of training, software,
standardized policies etc.
4. Providing Subject Matter Expertise in the Functional areas of the project
8. Question: In which organization structure does a Project Manager have
maximum influence?
1. Functional Organization
2. Weak Matrix
3. Strong Matrix
4. Projectized Organization
9. Question: Which of the following are the most resistant to change?
1. Business Requirements
2. Technology
3. People
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4. Environment
10. Question: Matrix organizations exhibit features of both projectized and
functional organizations. In a Weak Matrix organization, the role of a project
manager is that of a:
1. coordinator and expediter
2. project manager with considerable authority
3. support person
4. functional manager
11. Question: You have recently joined as project manager in a company where they
follow a projectized organization structure. All your team members work out of the
same office - and you have a lot of independence and authority. All the following are
advantages of a projectized organization structure except:
1. Loyalty of the project team towards to the project
2. Home for the team-members after the project is completed
3. More effective communication between the team members
4. Efficient Project organization
12. Question: Your project stakeholder has asked you to create a Financial plan for
your project. Preparing a financial plan will require:
1. Program Management skills
2. Industry specific skills
3. Financial Subject Matter Expertise
4. Both Project Management and Industry specific skills
13. Question: Collectively, project phases are also referred to as "Project Life
Cycle". All the following statements about project life cycles are correct EXCEPT:
1. All project life cycles are usually identical
2. The level of risk is highest at the start of the project, and decreases as the project
progresses.
3. Ability of the stakeholders to influence the final characteristics is highest at the start,
and gets progressively lower as the project continues.
4. Cost and staffing requirements usually peak during the intermediate phases
14. Question: In your organization, all big technical projects follow six life-cycles
( i.e. Initiate, Analyze, Design, Implement, Test and Closeout). In this context, a
project life cycle
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1. Defines the product life cycle
2. Defines the project phases
3. Consists of several product life cycles
4. Has deliverables that must be completed before work starts on the next phase
15. Question: The project manager has to manage different stakeholder expectations
- project sponsor and the customer are two very important stakeholders in any
project. In this context, which of the following statement about project customer and
project sponsor is incorrect?
1. Along with the customer, the sponsor threshold for risks should be taken into account
2. Along with the customer, the sponsor may provide key events, milestones, and
deliverable due dates
3. Along with the customer, the sponsor formally accepts the product of the project.
4. Along with the customer, the sponsor provides financial resources for the project
16. Question: As a Project Manager for a construction company, you are responsible
for Scope Definition, Activity Definition, Schedule Development and Cost
Budgeting. These responsibilities are performed as part of :
1. Closing
2. Concept
3. Planning
4. Controlling
17. Question: In the staff meeting the other day, your colleague was mentioning
about core processes like Scope Planning, Schedule Development and Cost
Budgeting. She told you that these processes have clear dependencies that require
them to be performed in essentially the same order on most projects. So, these core
processes are more important than other facilitating processes like Organizational
Planning, Resource Planning and Staff Acquisition.
In the discussion, you suggested to your colleague that:
1. She was right because core processes should be planned for before thinking about
facilitating processes.
2. She was right because project sponsors always pay more importance and review the
core processes.
3. She was wrong because all project management processes and project management
process groups have the same level of importance.
4. She was wrong because processes like Organizational Planning, Resource Planning
and Staff Acquisition are actually core processes.
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18. Question: Almost all projects are planned and implemented in social, economic
and environmental context, and have intended and unintended positive and/or
negative impacts. In this context, the project team should do all the following
EXCEPT:
1. Understand how the project affects people and people affect the project. This may
require understanding aspects of economic, demographic and educational characteristics
of people whom the project affects or who may have interest in the project.
2. Understand the political climate that could affect the project.
3. Always be aware of the physical geography and local ecology where the project is
being executed.
4. If having an international team, consider factors like time-zone differences, national
and regional holidays etc.
19. Question: As a project manager, you realize that handling Project Stakeholder
expectations is an important priority. Which statement regarding project
stakeholders is not correct?
1. Negative stakeholders must be ignored if the project has to be brought to successful
completion.
2. Stakeholders have varying levels of responsibility and authority when participating on
a project and these can change over the project`s life cycle
3. Some key stakeholders include Project Manager, Performing organization, Project
team members, Customer and Sponsor
4. Stakeholder expectations may be difficult to manage because stakeholders often have
conflicting objectives.
20. Question: In your company, project managers share responsibility with the
functional manager for assigning priorities and for directing the work of persons
assigned to the project. Which of the following is not the responsibility of project
managers in your company?
1. Performing resource planning
2. Managing cost and budget
3. Doing performance Appraisal of project team
4. Completing task definitions
21. Question: As a project Manager, solving problems is high in your list of
priorities. Which statement about problem solving is not accurate?
1. Problem solving involves a combination of problem definition and decision-making
2. Problems may be technical, managerial or interpersonal
3. Problem solving is included in the management of interpersonal skills.
4. You should try to solve a problem as soon as it is identified
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22. Question: You have been managing a project to complete a flyover over
Interstate 10. You have divided the project into phases to provide better
management control. Which of the following is a characteristic of a project phase?
1. A project phase may be completed without any deliverables.
2. A project phase can be closed without the decision to initiate any other phases
3. Even in complex projects, it is advisable not to divide project phases into sub-phases
because it makes project management more difficult.
4. All deliverables in the project phase should correspond to project management process.
23. Question: An underlying concept for interaction among the project management
processes is the:
1. plan-do-check-act cycle by Shewart and Deming
2. plan for "zero defects" by Philip Crosby
3. design of experiments by Genichi Taguchi
4. cause and effect diagrams by Kauro Ishikawa
24. Question: The CEO of ABC bank is concerned about increase in "call answering
time" in the bank`s call center (i.e. customers have to wait longer till their calls are
answered by an operator). He wants to improve project management activities to
decrease the "call answering time." So, what is the most important thing that the
CEO must do?
1. Set up a PMO
2. Assign a very competent project manager to manage activities in the call center
3. Move to a projectized organization structure
4. Continue with a functional organization structure, and try to streamline activities
25 Question: You are in the planning phase of your project and are considering
processes which need to be implemented within the planning phase. Which of the
following processes should you consider when you are in the planning phase?
1. Scope Planning, Schedule Development, Risk Management Planning, Project Plan
Development
2. Initiation, Quality Planning, Procurement Planning, Risk Response Planning
3. Quality Assurance, Team Development, Information Distribution, Risk Management
Planning
4. Scope Verification, Scope Change Control, Schedule Control, Cost Control
26. Question: Which of the following is not a characteristic of the Project Life
Cycle?
1. Risk and uncertainty is highest at start of the project.
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2. Ability of the stakeholders to influence final characteristics of the projects product
increases as the project continues.
3. The project life cycle definition determines which transitional actions at the beginning
and end of the project are included - so, the project life cycle definition can be a link to
the ongoing operations of the performing organization.
4. Cost and staffing levels are low at the start, higher towards the end and drop rapidly as
the project draws to a conclusion.
27. Question: Project Management is the application of knowledge, skills, tools and
techniques to project activities to meet project requirements. As a project manager,
you will often have to contend with conflicting stakeholder demands and not well-
defined or changing requirements. Balancing the different factors which affect a
project is going to be critical in determining how successful you are as a project
manager. When managing competing project requirements, you should be aware of
the "triple constraint" - which of the following is not a factor in the triple
constraint?
1. Scope
2. Time
3. Quality
4. Cost
28. Question: Your company CEO is interested in setting up a project management
office (PMO) in the company. You have been assigned the responsibility of defining
the scope of work for the PMO. You are aware that ideally a PMO can:
1. Handle related projects
2. Oversee management of programs
3. Provide support functions like training and standardized policies
4. Provide all the functions mentioned in Choice 1, Choice 2 and Choice 3
29. Question: You are one of ten full-time project managers in your organization.
You all share two administrative persons. There are generally 30 - 40 projects per
year that involve about 30% of the organization employees - however, these
employees do not report to you although you are their project manager. Your
organization can best be classified as:
1. Projectized
2. Balanced
3. Strong Matrix
4. Weak Matrix
30. Question: You are responsible for launch operations of different NASA satellites.
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Your role is that of a:
1. Project Manager
2. Project Office
3. Program Manager
31. Question: Which of the following is not a Project Management Knowledge Area?
1. Project Integration Management
2. Project Procurement Management
3. Project Configuration Management
4. Project Communications Management
32. Question: Which statement relating to "Project Triple Constraint" is not
correct?
1. The interactions between the project Triple Constraints may require tradeoff between
the different alternatives available.
2. The interactions between different project constraints is always straightforward and
well understood.
3. Successful project management includes active management of interactions between
the project constraints.
4. Project Quality is affected by balancing factors like project scope, time and cost.
33. Question: An architectural firm hired to design a new office building is first
involved in the owner`s definition phase while doing the design, and in the owner`s
implementation phase while supporting the construction effort. The architect`s
design project, however, will have its own series of phases from conceptual
development, through definition and implementation, to closure.
This example illustrates that:
1. Similar Application Areas and Organizations have identical project life cycles.
2. Subprojects can also have distinct project life cycles
3. Project life cycle does not define the beginning and end of a project
4. Project phases within a project life cycle are always sequential.
34. Question: Project Managers have least power in which organization structure
1. Matrix
2. Functional
3. Projectized
4. Balanced
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35. Question: All the following are examples of projects EXCEPT:
1. Developing a new product of service
2. Changing the password of one user used for logging into a bank web-site
3. Running a campaign for political office
4. Implementing a new business procedure or process
36. Question: You are a project manager in an Information Technology(software)
company, but you recently got an offer as a project manager in a construction
company with 25% salary hike. You have excellent technical knowledge in software
field, but do not have much exposure to the Construction Industry. In this context,
1. You should attend training classes related to construction industry to get more technical
expertise in the field
2. You should not take up the assignment because you will lose out on the experience and
skills gained in information technology field
3. You should take up the assignment because similar project management skills will be
required in the construction company, as was required in the software company
4. You should try to get more information about project management in the construction
industry and then make an informed decision about whether to take up the new
opportunity
37. Question: When you started your six sigma project in ABC Automobile
company, the product of your project was initially defined as "Decreasing defects
and improving quality of bearings in ABC Automobile company." However, as the
project proceeded, the product characteristics were made more explicit and
detailed.
In this context, all the following statements related to progressive elaboration of
projects are true EXCEPT:
1. Scope of the project can change when product characteristics are progressively
elaborated, and project manager must plan for such scope changes.
2. Because the product of each project is unique, characteristics that distinguish the
product or service must be progressively elaborated.
3. Requirements are made more explicit as the project team develops a better and more
complete understanding of the project
4. Progressive Elaboration is a characteristic of projects that integrates the concept of
temporary and unique.
38. Question: Organizations performing projects will usually divide each project
into several project phases to improve management control and provide for links to
the ongoing operations of the performing organization. Collectively, project phases
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are also called:
1. Project Management Life Cycle
2. Project Life Cycle
3. Product Life Cycle
4. Project phases life cycle
39. Question: You are the project manager in a company which has a balanced
matrix organization structure. So, you should report to the:
2. Program Manager
3. Manager of Project Managers
4. Project sponsor
40. Question: You are a project manager in XYZ company which has a projectized
organization structure. So, for your projects, all the following statements are correct
EXCEPT:
1. Team members are often collocated
2. There is a "home" for project team members after a project is completed
3. You have great deal of authority and independence
4. Organizational units (or departments) either report directly to you(the project manager)
or provide support services to the various projects
41. Question: You are working as a Project Manager in an organization where your
responsibility is to coordinate activities, but decisions are primarily made by
Management. The organization structure you are working in is:
1. Weak Matrix
2. Balanced Matrix
3. Functional
4. Strong Matrix
42. Question: Two technical resources in your team have been arguing consistently,
and you would like to ensure that personality clashes do not endanger your project.
To resolve this issue, you should use:
1. Leading and Influencing Skills
2. Communication Skills
3. Negotiation Skills
4. Problem Solving skills
43. Question: Webster Dictionary meaning of authority is "power to influence or
command thought, opinion, or behavior". As a project manager, your authority is
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greatly dependent on:
1. Support from functional managers
2. Support from senior management
3. Influencing and leading Skills of a project manager
4. Organization structure
44. Question: Outcome of projects are measurable, verifiable work products, also
referred to as :
1. Work Breakdown Structures
2. Work Breakdown Structure Dictionary
3. Deliverables
4. Phase End reviews
45. Question: Your Director has appointed you as a Portfolio Manager in the
company. Your job will be:
1. Selecting and supporting projects or program investments
2. Managing groups of projects in a coordinated way
3. Creating unique product, service or result
4. Ensuring that customer requirements are satisfied through progressive elaboration of
projects
46. Question: Your project sponsor has specified that you have to complete your
project within 3 months with a funding limit of $ 250,000. This is an example of:
1. Authoritative project management
2. Constraint
3. Assumption
4. Laissez faire management
47. Question: Factors like probability of successfully completing the project, cost of
changes, cost of error correction etc. are highest:
1. At beginning of the project
2. At end of the project
3. During project implementation
4. Cannot be determined as they are specific to the project
48. Question: A project manager is responsible for managing project costs and
human resources. Factors like cost and staffing level for a project :
1. Increase with duration of the project
2. Decrease with duration of the project
3. Are low at the start, higher toward the end, and decrease rapidly as project draws to a
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conclusion.
4. Cannot be determined as they are specific to the project
49. Question: As part of Monitoring and Controlling, project performance must be
monitored and measured regularly to identify variances from the plan. All the
following are processes involved with controlling EXCEPT:
1. Scope Verification
2. Risk Monitoring and Control
3. Performance Reporting
4. Quality Assurance
50. Question: As a project manager, you are aware that Project Management
Process groups are linked by the objectives they produce. The output of one process
generally becomes the input to another process or is a deliverable (tangible,
verifiable work product) of the project. Planning process group provides Executing
process group with a documented project management plan as the project
progresses. In this context, all the following statements are accurate EXCEPT:
1. Process groups are non-overlapping activities that occur at varying intensity
throughout the project.
2. If the project is divided into phases, the process groups interact within a project phase
and may also cross the project phases.
3. Not all processes will be needed on all project and not all of the interactions will apply
to all the projects or process groups.
4. Among the process groups and their processes, the process outputs are related and have
an impact on the other process groups.
ANSWERS:
1. Ans: 4
Justification: A project is a temporary endeavor undertaken to create a unique product,
service or result ... Temporary means that every project has a definite beginning and a
definite end.
Reference: PMBOK Third Edition, Page Number: 5
2. Ans: 2
Justification: The five process groups are:
• Initiating Process Group
• Planning Process Group
• Executing Process Group
• Monitoring and Controlling Process Group
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• Closing Process Group
3. Ans: 2
Justification: A project creates unique deliverables, which are products, services or
results. Projects can create:... A capability to perform a service, such as business functions
supporting production or distribution
4. Ans: 4
Justification: The project manager should try to find out the different standards and
regulations which may impact the project. However the influence of standards and
regulations for a project is not always known.
Also, please refer to PMBOK Third Edition, Page Number: 13
5. . Ans: 1
Justification: A program is a group of related projects managed in a coordinated way to
obtain benefits and control not available from managing them individually. Programs
may include elements of related work outside the scope of discrete projects in the
program.
6. Ans: 3
Justification: A Project Management Office (PMO) is an organizational unit to centralize
and coordinate the management of projects under its domain. A PMO can also be referred
to as ... "project office." PMOs can operate in a continuum from providing project
management support functions in the form of training, software, standardized policies
and procedures, to actual direct management and responsibility for achieving the project
objectives.
7. Ans: 2
Justification: A phase end review can be held with the explicit goals of obtaining
authorization to close the current phase and to initiate the subsequent one... Phase end
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reviews are also called phase exits, phase gates, or kill points
notes: Essentially both you are your manager are talking about the same thing (i.e. "phase
end reviews" are also referred to as "kill points")
8. Ans: 4
Justification: Figure 2-6 (Organizational Structure Influences on Projects). It shows that
project managers have maximum influence in a projectized organization.
9. Ans: 3
Justification: People exhibit a greater resistance to change than other factors
Reference: Project Management - A Systems Approach to Planning, Scheduling and
Controlling ; pmstudy.com notes as mentioned above
10. Ans: 1
Justification: Weak matrix organizations maintain many of the features of a functional
organization and the project manager role is more that of a coordinator or expediter than
that of a manager.
11. Ans: 2
Justification: In a Projectized organization, most of the organization resources are
involved in the project work. One big problem is that the project team members do not
belong to a specific functional group and hence do not have any "home" once the project
is over.
12. Ans: 4
Justification: Preparing a financial plan requires both Project Management and Industry
specific skills
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13. Ans: 1
Justification: Although many project life cycles have similar phase names with similar
deliverables, few project life cycles are identical. Some can have four or five phases, but
others may have nine or more.
14. Ans: 2
Justification: Project Managers or the organization can divide projects into phases to
provide better management control with appropriate links to the ongoing operations of
the performing organization. Collectively, these phases are known as the project life
cycle. Many organizations identify a specific set of life cycles for use on all of their
projects
15. Ans: 4
Justification: All the statements 1, 2 and 3 are correct
Statement 4 is incorrect - sponsor provides the financial resources (in cash or kind) for
the project. The customer on the other hand uses the project`s product and does not
provide financial resources for the project.
16. Ans: 3
Justification: Table 3-45
17. Ans: 3
Justification: The terms "Facilitating Processes" and "Core Processes" are no longer used.
These terms have been eliminated to ensure that all project management processes and
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project management process groups have the same level of importance.
18. Ans: 3
Justification: If the project will affect its physical surroundings, some team members
should be knowledgeable about the local ecology and physical geography that could
affect the project or be affected by the project.
notes: Look out for words like "Always", "All the time", "Never" etc. which suggest that
there cannot be any exceptions - try to find out whether exceptions are application to the
particular situation. In this context, please note that several projects do not impact
physical surroundings (e.g. several IT projects may not have any impact on physical
surroundings)
19. Ans: 1
Justification: Positive stakeholders are those who would normally benefit from a
successful outcome from the project, while negative stakeholders are those who see
negative outcomes from the project`s success... Negative stakeholders are often
overlooked by the project team at the risk of failing to bring the projects to a successful
end.
comments: Negative stakeholders and their impact on the project should always be taken
into consideration.
20. Ans: 3
Justification: Matrix Organization: Any organization structure in which the project
manager shares responsibility with the functional managers for assigning priorities and
for directing the work of persons assigned to the project.
Reference: PMBOK 3rd Edition Page Number 364
So, effectively, your company follows a matrix organization structure.
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In a matrix organization, Project Manager does not have authority about doing Personnel
Performance Management, this task is done by the Functional Managers.
Reference: Project Management - A Systems Approach to Planning, Scheduling and
Controlling
21. Ans: 4
Justification: Decision making includes analyzing the problem to identify viable
solutions, and then making a choice from among them. Decisions can be made or
obtained (from the customer, team or functional manager). Once made, decisions must be
implemented. Decisions have a time element to them - the "right" decision may not be the
"best" decision if it is made too early or too late.
Also, please refer to PMBOK Page 15
22. Ans: 2
Justification: A phase can be closed without the decision to initiate any other phases. For
example, the project is completed or risk is deemed too great for the project to be allowed
to continue.
23. Ans: 1
Justification: An underlying concept for interaction among the project management
processes is the plan-do-check-act cycle (as defined by Shewart and modified by
Deming, in the ASQ handbook, pages 13-14)
24. Ans: 4
Justification: This is an operation and not a project (projects are temporary and unique -
but call center activities are ongoing and repetitive).
So, in this context, the CEO should not try to handle this issue as a project and do none of
the activities mentioned in Choice 1, Choice 2 or Choice 3.
Since this is an operation, Choice 4 is the best : i.e. continue with a functional
organization structure (which is a good organization structure to use where we are
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managing operations) and try to streamline activities
25. Ans: 2
Justification: Figure 3-7
26. Ans: 2
Justification: The ability of the stakeholders to influence the final characteristics of the
projects product is highest at the start and gets progressively lower as the project
continues. A major contributor to this phenomenon is that the cost of changes and error
correction generally increases as the project continues.
27. Ans: 3
Justification: Project Managers often talk of a "triple constraint" - project scope, time and
cost - in managing project requirements. Project quality is affected by balancing these
three factors. High quality projects deliver the required product, service or result within
scope, on time and within budget.
28. Ans: 4
Justification: A PMO oversees the management of projects, programs, or a combination
of both. The projects supported or administered by the PMO may not be related other
than being managed together. Some PMOs, however, do coordinate and manage related
projects.... PMOs can operate in a continuum, from providing project management
support functions in the form of training, software, standardized policies, and procedures,
to actual direct management and responsibility for achieving the project objectives.
Reference:PMBOK 3rd Edition Page 17
29. Ans: 2
Justification: While the balanced matrix organization recognizes the need for a project
manager, it does not provide the project manager with the full authority over the project
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and project funding (Figure 2-6)
30. Ans: 3
Justification: A program is a group of projects managed in a coordinated way to obtain
benefits not available from managing them individually. Many programs also include
elements of ongoing operations.
notes: Managing launch operations for different NASA satellites will involve multiple
projects and operational activities. So, it is a program.
31. Ans: 3
Justification: Project Configuration Management is not a Project Management
Knowledge Area as defined in PMBOK
32. Ans: 2
Justification: Project Management is an integrative endeavor - an action, or failure to take
action in one area will usually affect other areas. The interactions may be straightforward
and well understood, or they may be subtle and uncertain.
33. Ans: 2
Justification: The best answer is Choice 2. The overall project has lifecycles like
Definition Phase (while doing design) and Implementation Phase (while supporting the
construction effort). Similarly the design phase(a subproject) has its own life-cycles (like
conceptual development, definition, implementation and closure). So, this illustrates that
Subprojects can also have distinct project life cycles
Subprojects can also have distinct project life cycles. For example, an architectural firm
hired to design a new office building is first involved in the owner`s definition phase
while doing the design, and in the owner`s implementation phase while supporting the
construction effort. The architect`s design project, however, will have its own series of
phases from conceptual development, through definition and implementation, to closure.
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34. Ans: 2
Justification: The classic functional organization, is a hierarchy where each employee has
one clear superior. Staff members are grouped by specialty, such as production,
marketing, engineering and accounting at the top level... Functional organizations still
have projects but the perceived scope of the project is limited to the boundaries of the
function. Details: Figure 2-6
35. Ans: 2
Justification: Operations and projects differ primarily in that operations are ongoing and
repetitive while projects are temporary and unique. Changing the password of an user for
logging into a web-site is an operation because:
a) It is not a Unique Activity
b) It does not have a specific start and end date i.e. passwords will need to be changed
whenever there is a request from any customer
All the remaining examples are projects
Also, please refer to PMBOK Page 6, 7
36. Ans: 3
Justification: As per PMI, project management skills span across industries and the
knowledge gained in one industry can be used in other industries. A project manager need
not be technically qualified in the industry to succeed.
37. Ans:1
Justification: Progressive elaboration should not be confused with scope creep.... When
properly defined, the scope of the project-the work to be done - should be controlled as
the project and product specifications are progressively elaborated.
comments: When properly defined, the scope of the project - the work to be done - should
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remain constant even as the product characteristics are progressively elaborated
38. Ans: 2
Justification: Collectively, project phases are known as project life cycle.
39. Ans: 1
40. Ans: 2
Justification: One disadvantage of a Projectized organization is that there is "no home"
for the project team members once project is completed. All the remaining features
mentioned above are features of projectized organization.
41. Ans: 1
Justification: Weak matrices maintain many of the characteristics of a functional
organization, and the project manager`s role is more that of a coordinator or expediter
than that of a manager.
comments: In a Weak Matrix organization, where manager plays role of a coordinator or
expediter, decisions are primarily made by Management
42. Ans: 4
Justification: Problem solving involves combination of problem definition and decision-
making... Problems may be technical (differences of opinion about the best way to design
a product), managerial (a functional group is not performing according to plan), or
interpersonal (personality or style clashes)
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43. Ans: 4
Justification: The most important factor for determining the authority of a project
manager is the organization structure; depending on the organization structure, the project
manager may have a lot of authority (e.g. Projectized organization) or minimal authority
(e.g. Functional organization)
44. Ans: 3
Justification: The completion and approval of one of more deliverables characterizes a
project phase. A deliverable is a measurable, verifiable work product such as a
specification, feasibility study report, detailed design document ....
45. Ans: 1
Justification: A portfolio is a collection of projects or programs and other work that are
grouped together to facilitate effective management of that work to meet strategic
business objectives.
pmstudy.com comments: Project Portfolio Management refers to the selection and
support of projects or program investments. These investments in projects and programs
are guided by the organization`s strategic plan and available resources
46. Ans: 2
Justification: Project constraints limit a project team`s options. For example, a predefined
budget or any imposed dates that are issued by the customer or performing organization
Reference: PMBOK 3rd Edition Page 111
notes: Here, the project sponsor has imposed 2 constraints : a) completion time of 3
months and b) funding of $ 250,000
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47. Ans: 2
Justification: The probability of successfully completing the project is lowest, and hence
risk and uncertainty are highest, at the start of the project. The probability of successful
completion generally gets progressively higher as the project continues.
Reference: PMBOK Third Edition, Page Number: 20,21
48. Ans: 3
pmstudy.com comments:
49. Ans: 4
50. Ans: 1
Justification: Process Groups are seldom either discrete or one-time events; they are
overlapping activities that occur at varying levels of intensity throughout the project.
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