Project Management Quiz - 46

1. The "rolling wave" or "moving window" concept is used most frequently on projects where:
[A]The baseline is frozen for the duration of the project and no scope changes are permitted
[B]Marketing is unsure of what the customer actually wants and reserves the right to make major scope changes
[C]The low levels of the work breakdown structure are known with certainty for the next three to six months, but the remaining tasks are based upon the results of the first three to six months of work
[D]Networking techniques are not appropriate
[E]All of the above



2. The Cost Performance Index (CPI) measures
[A]total costs
[B]performance over a period of time
[C]costs at a point of time
[D]variable costs
[E]All of the above.



3. All of the following statements about control charts are true except:
[A]Control charts can be used to establish as well as maintain process control
[B]control charts are used to detemine acceptance limits when no limits are stipulated by the product specification; otherwise, one should use the limits dictated by the specification.
[C]all data points outside the control chart limits are variations explained by assignable causes.
[D]A and B.
[E]B and C



4. As a control tool, the bar chart (Gantt) methods is most beneficial for:
[A]rearranging conflicting tasks
[B]depicting actual versus planned tasks
[C]showing the outer dependencies of tasks
[D]A and C.
[E]A and D



5. Cost forecasting calculations include:
[A]EAC = ACWP + (BAC - BCWP)
[B]EAC = BAC/CPI
[C]EAC = ACWP + (BAC/CPI)
[D]All of the above.
[E]A and B



6. The appointment or selection of a project sponsor is often based upon:
[A]The strategic importance of the project
[B]Who the customer is
[C]Whether the organization is project or non-project-driven
[D]The profitability of the project
[E]All of the above



7. The strong matrix versus a weak matrix.
[A]team members are more likely to be assigned to the project office in a strong matrix
[B]strong matrix is more difficult to manage.
[C]the balance of power has shifted away from the PM.
[D]functional managers no longer has control over the technical processes.
[E]All of the above.



8. When all members must unanimously agree before a decision is reached
[A]all members become committed
[B]decisions are reached slowly
[C]integrity is developed
[D]future decision making ability is enhanced
[E]All of the above.



9. A team may not be fully functional until each member
[A]seeks consensus in decision making
[B]feels personal acceptance
[C]depends on the team leader for direction
[D]A and B.
[E]All of the above.



10. Quality management deals with all of the following except:
[A]conformance to requirements/specifications
[B]satisfying the needs of the customer
[C]making products more desirable and luxurious
[D]A and C.
[E]B and C



11. The difference between a project and a program is that:
[A]A program is made up of multiple projects
[B]A program requires at least three times longer to plan than a project
[C]A project is a one-shot deal while a program is on-going
[D]A and C
[E]B and C



12. The functional organization is effective with a mature product or single product line.
[A]true
[B]false
[C]
[D]
[E]



13. The most common non-behavioral reason for projects being completed behind schedule and over budget is:
[A]Selecting the wrong person as the project manager
[B]Selecting the wrong person as the sponsor
[C]Accepting a high-risk project
[D]Ill-defined requirements
[E]All of the above



14. You have summarized the project and note that 28,000 hours have been scheduled, 25,000 hours have been earned and 26,000 hours paid. The correct conclusion is:
[A]The project is operating at a favorable cost efficiency ratio.
[B]the project is spending more than planned
[C]the project is behind schedule
[D]the project is ahead of schedule
[E]B and C



15. Considering alternate suppliers is a form of _____.
[A]Value engineering.
[B]Risk Analysis
[C]Contract Management
[D]Project integration
[E]All of the above.