This is completed downloadable of Test Bank Project Management The Managerial Process 7th Edition
Product Details:
- ISBN-10 : 1259666093
- ISBN-13 : 978-1259666094
- Author:
As the market-leading textbook on the subject, Project Management: The Managerial Process is distinguished by its balanced treatment of both the technical and behavioral issues in project management as well as by its coverage of a broad range of industries to which project management principles can be applied. It focuses on how project management is integral to the organization as a whole. The text not only delivers the tools and processes is essential to successful project management but also an understanding that the effectiveness of these tools and methods are shaped and determined by the prevailing culture of the organization and interpersonal dynamics of the people involved. As such, Larson/Gray presents a holistic view that focuses on methodology as well as the human dimension and how they interact to determine the outcome of projects.
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Table of Content:
Chapter 01 Modern Project Management Answer Key
Multiple Choice Questions
| 1. | A professional organization for project managers is the
The Project Management Institute (PMI) is a professional organization for project managers.
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| 2. | Which of the following is NOT considered to be a characteristic of a project?
Projects have an established objective, a defined life span, the involvement of several departments and professionals, is something that has never been done before, and it has specific time, cost and performance requirements.
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| 3. | Which of the following activities is NOT considered a project?
A project is not routine, repetitive work! Ordinary daily work typically requires doing the same or similar work over and over, while a project is done only once; a new product or service exists when the project is completed.
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| 4. | Which of the following activities is the best example of a project?
A project is not routine, repetitive work! Ordinary daily work typically requires doing the same or similar work over and over, while a project is done only once; a new product or service exists when the project is completed.
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| 5. | Which of the following is NOT one of the stages of a project life cycle?
What is a Project? passes sequentially through four stages: defining, planning, executing and closing.
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| 6. | In the _____________ stage of What is a project?, project objectives are established, teams are formed, and major responsibilities are ;
Specifications of the project are defined; project objectives are established; teams are formed; major responsibilities are assigned in the defining stage.
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| 7. | In the _____________ stage of What is a Project?, a major portion of the actual project work ;
A major portion of the project work takes place-both physical and mental-in the executing stage.
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| 8. | In the _____________ stage of What is a Project? you are more likely to find status reports, changes, and the creation of ;
You are more likely to find status reports, changes and the creation of forecasts in the executing stage of What is a Project?.
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| 9. | In the _____________ stage of What is a Project? the project’s schedule and budget will be ;
The schedule and budget are determined in the planning stage of What is a Project?.
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| 10. | In the _____________ stage of What is a Project? project the product is delivered to the customer and resources are released from the ;
The product is delivered and project resources are reassigned in the closing stage of the product life cycle.
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| 11. | Which of the following is NOT typical of a project manager?
Project managers manage temporary, non-repetitive activities unlike functional managers who manage existing operations.
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| 12. | Which of the following is NOT one of the driving forces behind the increasing demand for project management?
An increase in need for product customization is a driving force behind the increasing demand for project management.
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| 13. | Project management is ideally suited for a business environment requiring all of the following EXCEPT
Competing in a global market influenced by rapid change, innovation, and time to market means organizations manage more and more projects.
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| 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?
The sociocultural dimension of project management centers on creating a temporary social system that supports the project.
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| 15. | Which of the following statements is true?
Project management is rapidly becoming a standard way of doing business. The future promises an increase in the importance and the role of projects in contributing to the strategic direction of organizations.
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| 16. | Project management is important to understand when people are a part of a project team because they
Project members are expected to use project management tools and concepts such as working as a team to create a budget or schedule and be able to monitor project progress. They also need to be able to understand project priorities and parameters.
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| 17. | Project governance does NOT include
Project governance includes the centralization of project management processes and practices. This involves setting standards for project selection and overseeing project management activities, which results in options for continuous improvement.
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| 18. | Projects should align with the organization’s overall strategy in order to
Since projects are the modus operandi, strategic alignment of projects is of major importance to conserving and effective use of organization resources.
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| 19. | Two dimensions within the project management process are
There are two dimensions within the actual execution of projects. These include the technical dimension and the sociocultural dimension.
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| 20. | Which of these is NOT part of the “technical dimension” of project management?
The technical dimension includes developing the WBS, budgets, schedules and status reports. Problem solving would be a part of the sociocultural dimension.
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| 21. | Which of these is NOT part of the “sociocultural dimension” of project management?
The sociocultural dimension includes negotiation, managing customer expectations, leadership and dealing with politics. Resource allocation is part of the technical dimension of project management.
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| 22. | Corporate downsizing has increased the trend toward
Companies outsource significant segments of project work, and project managers have to manage not only their own people but also their counterparts in different organizations.
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| 23. | Which of the following is NOT a reason why project management has become a standard way of doing business?
One of the most significant driving forces behind the demand for project management is corporate downsizing. This has also led to a change in the way organizations approach projects. Companies outsource significant segments of project work, and project managers have to manage not only their own people but also their counterparts in different organizations.
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| 24. | Which of the following is typically the responsibility of a project manager?
Project managers must ensure that appropriate trade-offs are made between the time, cost, and performance requirements of the project.
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| 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 program is a group of related projects designed to accomplish a common goal over an extended period of time.
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| 26. | Which of the following is NOT true about project management?
Project management is more than a set of tools; it also focuses on building collaborative relationships among a diverse cast of individuals.
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| 27. | As the number of small projects increase within an organization’s portfolio, what is a challenge an organization faces?
Many firms have no idea of the problems that can result from inefficient management of small projects. These include sharing resources, measuring efficiency, managing risk and being able to prioritize projects.
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| 28. | Governance of all project management processes and procedures helps provide senior management with all of the following EXCEPT
Governance includes implementing methods of selecting projects that align with organizational strategy and not on how important the project is to senior management.
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| 29. | Which of the following is a good example of a program?
A program is a group of related projects designed to accomplish a common goal over an extended period of time.
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| 30. | Which of the following represents the correct order of stages within the project life cycle?
The project life cycle passes sequentially through four stages: defining, planning, executing, and closing.
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| 31. | Project Management is a style that places a premium on
Without encouraging solid working relationships among a diverse set of personnel, the project has no hope of being guided to a successful completion.
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| 32. | In organizations where a majority of workers perform repetitive operations there is often a lack of
Repetitive work can lend itself to a lack of engagement in company mission and overall vision.
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| 33. | A project does not include
Repetitive work means that the solution has been made for “operational work,” meaning that it can be repeated with a non-specialized skill set.
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| 34. | A project lifecycle
It is very probable that even different organizations within the same industry may have slightly different approaches to a type of project that may allow a competitive advantage.
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| 35. | Project Managers are
Being responsible for an entire project carries a lot of career risk that must be managed. In order to mange that correctly, one must be confident and have a direct connection with the customer.
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| 36. | Project management is being driven by
Due to the amount of information available and the subsequent ability for a customer to synthesize that information into knowledge, the successful organization will focus their project efforts based on feedback from their customer base.
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Fill in the Blank Questions
| 37. | Project management is not limited to the __________ sector.
private Project management is also a vehicle for doing good deeds and solving social problems. |
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| 38. | The initial stage in the project life cycle is the __________ stage.
defining Specifications of the project are defined; project objectives are established; teams are formed; major responsibilities are assigned in the defining stage of the project life cycle. |
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| 39. | The final stage in the project life cycle is the __________ stage.
closing Closing includes three activities: delivering the project product to the customer, redeploying project resources, and post-project review. |
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| 40. | A professional organization for project managers that has grown from 93,000 in 2002 to more than 520,000 currently is the ___________.
Project Management Institute (PMI) The Project Management Institute (PMI) is a professional organization for project managers. |
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| 41. | A major part of the project work, both physical and mental, takes place in the ___________ stage of the project life cycle.
executing A major portion of the project work-both physical and mental-takes place during the executing stage of the project life cycle. |
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| 42. | The project’s schedule and budget will be determined in the ___________ stage of the project life cycle.
planning During the planning stage, the level of effort increases, and plans are developed to determine what the project will entail, when it will be scheduled, whom it will benefit, what quality level should be maintained, and what the budget will be. |
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| 43. | A temporary endeavor undertaken to create a unique product, service, or result is a(n) _________.
project As defined by the PMI, a project is a temporary endeavor undertaken to create a unique product, service or result. |
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| 44. | In today’s high-tech industries the product life cycle is averaging _________ to 3 years.
6 months Today in high-tech industries the product life cycle is averaging 6 months to 3 years. Only 30 years ago, life cycles of 10 to 15 years were not uncommon. |
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| 45. | The advent of many small projects has created the need for an organization that can support __________ management.
multiproject This climate has created a multiproject environment and a plethora of new problems. Sharing and prioritizing resources across a portfolio of projects is a major challenge for senior management. |
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| 46. | Increased competition has placed a premium on customer satisfaction and the development of __________ products and services.
customized Customers want customized products and services that cater to their specific needs. |
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| 47. | In some organizations, selection and management of projects often fail to support the overall _________ of the organization.
strategic plan Today, projects are the modus operandi for implementing strategy. Yet in some organizations, selection and management of projects often fail to support the strategic plan of the organization. |
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| 48. | WBS, schedules, and budgets are examples of the _________ dimension of the project management process.
technical The technical dimension includes developing the WBS, budgets, schedules and status reports. The sociocultural dimension includes leadership, negotiation, teamwork and problem solving. |
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| 49. | Leadership, teamwork, and negotiation are examples of the _________ dimension of the project management process.
sociocultural The technical dimension includes developing the WBS, budgets, schedules and status reports. The sociocultural dimension includes leadership, negotiation, teamwork and problem solving. |
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| 50. | A professional organization for project management specialists is the ___________.
Project Management Institute (PMI) The Project Management Institute (PMI) is a professional organization for project managers. |
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| 51. | One of the defining characteristics of a project is that it has a singular purpose, , an established ________.
objective Projects have a defined objective-whether it is constructing a 12-story apartment complex by January 1 or releasing version of a specific software package as quickly as possible. |
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| 52. | Because projects have a defined beginning and end, the ________ is frequently used to manage the transitions of a project from start to completion.
project life cycle The project life cycle typically passes sequentially through four stages: defining, planning, executing, and delivering. |
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| 53. | The _____________ typically passes sequentially through four stages.
project life cycle The project life cycle typically passes sequentially through four stages: defining, planning, executing, and delivering. |
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| 54. | The establishment of project goals, specifications, and responsibilities usually occurs in the ________ stage of the project life cycle.
defining Specifications of the project are defined; project objectives are established; teams are formed; major responsibilities are assigned during the defining stage of the project life cycle. |
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| 55. | Training the customer, releasing staff and resources occurs in the ________ stage of the project life cycle.
closing The closing stage includes three activities: delivering the project product to the customer, redeploying project resources, and post-project review. Delivery of the project might include customer training and transferring documents. |
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| 56. | Project managers are expected to ensure that appropriate trade-offs are made between the time, cost, and __________ requirements of the project.
performance Project managers are ultimately responsible for performance (frequently with too little authority). They must ensure that appropriate trade-offs are made between the time, cost, and performance requirements of the project. |
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| 57. | An increase in the complexity of projects, because projects typically include the latest advances, can be the result of a growth in new __________.
knowledge The growth in new knowledge has increased the complexity of projects because projects encompass the latest advances. Product complexity has increased the need to integrate divergent technologies. Project management has emerged as an important discipline for achieving this task. |
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| 58. | A(n) _________ is a series of coordinated, related multiple projects that continue over an extended time intended to achieve a goal.
program A program is a group of related projects designed to accomplish a common goal over an extended period of time. |
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| 59. | 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 ____________.
governance Project governance is designed to improve project management in the long haul by applying a set of knowledge, skills, tools and techniques to a collection of projects. |
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True / False Questions
| 60. | Because of the profitability motive, project management is nearly always limited to the private sector.
FALSE Project management is not limited to the private sector. Project management is also a vehicle for doing good deeds and solving social problems.
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| 61. | Most people who excel at managing projects never have the title of project manager.
TRUE They include accountants, lawyers, administrators, scientists, contractors, teachers, etc.
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| 62. | A professional certification for project managers is a Project Management Professional (PMP).
TRUE The PMI provides certification as a Project Management Professional (PMP)-someone who has documented sufficient project experience, agreed to follow the PMI code of professional conduct, and demonstrated mastery of the field of project management by passing a comprehensive examination. See Snapshot: The Project Management Institute.
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| 63. | Because of its flexibility, project management is equally useful in ongoing, routine work as well as unique, one-time projects.
FALSE A project is not routine, repetitive work! Ordinary daily work typically requires doing the same or similar work over and over, while a project is done only once; a new product or service exists when the project is completed.
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| 64. | 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.
TRUE One of the major characteristics is the involvement of several departments and professionals.
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| 65. | One of the characteristics that separate project management from other endeavors of the organization is that there are specific time, cost, and performance requirements.
TRUE Major characteristics are specific time, cost, and performance requirements.
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| 66. | Not only is project management critical to many careers, the skill set is transferable across most businesses and professions.
TRUE At its core, project management fundamentals are universal.
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| 67. | Since a construction company builds many buildings, the buildings built after the first do not fit the definition of a project.
FALSE All projects are non-routine and have some unique elements. Not all buildings will be built on the same space or use the same materials.
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| 68. | The first stage in the project life cycle is the concept stage.
FALSE The first stage is defining.
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| 69. | A major portion of the project work, both physical and mental, takes place during the production stage of the project life cycle.
FALSE A major portion of the project work, both physical and mental, is done in the executing stage.
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| 70. | A program is a process designed to accomplish a common goal over time.
FALSE A program is a group of related projects designed to accomplish a common goal over an extended period of time.
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| 71. | Because of the requirement for in-depth expertise, project management is generally restricted to specialists.
FALSE Unlike their functional counterparts, project managers generally possess only rudimentary technical knowledge.
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| 72. | 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.
TRUE Governance includes centralization of all project processes and practices to improve project management.
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| 73. | One of the most significant driving forces behind the demand for project management is the ever increasing lengthening of the product life cycle.
FALSE One of the most significant driving forces behind the demand for project management is the shortening of the product life cycle.
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| 74. | Project management appears to be ideally suited for a business environment requiring accountability, flexibility, innovation and repeatability.
FALSE Project management appears to be ideally suited for a business environment requiring accountability, flexibility, innovation, speed and continuous improvement.
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| 75. | At first glance, project managers perform the same functions as other managers. That is, they plan, schedule, motivate and control.
TRUE Project managers perform the same functions as other managers; however, what makes them unique is that they also manage temporary, non-repetitive activities to complete a fixed life project.
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| 76. | 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.
FALSE These independent decisions by different groups of managers create a set of conditions leading to conflict, confusion, and frequently an unsatisfied customer.
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| 77. | Today, projects are the modus operandi or the method used for implementing organizational strategy.
TRUE Projects are how organizations implement strategy. This is why it is imperative that the two are aligned.
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| 78. | Due to corporate downsizing, significant segments of project work have been outsourced to other organizations.
TRUE Corporate downsizing has also led to a change in the way organizations approach projects. Companies outsource significant segments of project work, and project managers have to manage not only their own people but also their counterparts in different organizations.
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| 79. | Smaller projects in larger organizations tend not to need project management skills.
FALSE Many small projects can eat up the people resources of a firm and represent hidden costs not measured in the accounting system. Organizations with many small projects going on concurrently face the most difficult project management problems.
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| 80. | Successful project managers focus primarily on technical dimensions of project management, which include planning, scheduling, and controlling projects.
FALSE Project managers must master both the technical and the sociocultural aspects of project management in order to be successful.
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| 81. | The sociocultural dimension of project management includes managing relationships, motivating team members and negotiating project ;
TRUE The sociocultural dimension of project management includes managing relationships, motivating team members and negotiating project terms. See Figure : The Socio-Technical Dimensions of the Project Management Process.
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| 82. | Small business development is a major driver of project management.
FALSE Compression of the product life cycle, knowledge explosion, triple bottom line, corporate downsizing, increased customer focus, and small projects represent big problems and are the major drivers of project management.
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| 83. | Project Management is critically important only for the electronics ;
FALSE Project Management has spread to all avenues of work.
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| 84. | The fundamentals of Project Management are considered universal across most businesses and professions.
TRUE The individual principles and strategies will work across all but the most specialized industries and projects.
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| 85. | Contrary to on-going duties and responsibilities of traditional jobs, projects have a defined endpoint.
TRUE A “traditional” job means doing something for an organization over an entire career, versus doing variations of something for individual efforts with a defined start and end. For example, you could be a welder for a company as a traditional job, or your can be a contract welder that moves in-between projects for different organizations.
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| 86. | Projects typically require the combined efforts of a variety of specialists.
TRUE Without the specialist efforts brought to bear on the problem to be solved, it is unlikely that it will be solved in a manner that is timely enough for an organization.
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Short Answer Questions
| 87. | Compare and contrast the Product Life Cycle and the Project Life Cycle. The Product Life Cycle deals with the time it takes to develop a product and the time it remains in the marketplace. The Project Life Cycle is the stages that a new product goes through while being developed. |
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| 88. | Identify the five major characteristics of a project. (1) An established objective; (2) A defined life span with a beginning and end; (3) Usually the involvement of several departments and professionals; (4) Typically, doing something that has never been done before; (5) Specific time, cost and performance requirements. |
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| 89. | Identify and briefly describe the four stages of the Project Life Cycle. Defining stage: goals, specifications and objectives established; Planning stage: schedules, budgets, risks management and resource assignment; Executing stage: majority of physical and mental work, status reports, changes and forecasts; Closing stage: train customer, transfer documents, release resources, and lessons learned. |
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| 90. | “Project managers perform the same functions as other managers.” Agree or disagree, and support your decision. Many of the same basic management functions are performed by project managers; however, there are aspects of the project manager’s job that make it unique. For example, they manage temporary, non-repetitive activities to complete a fixed life project. |
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| 91. | Identify and briefly describe the six current drivers of project management. (1) Compression of the product life cycle; (2) Knowledge explosion; (3). Triple bottom line; (4) Corporate downsizing; (5) Increased customer focus; (6) Small projects represent big problems. |
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| 92. | Describe what project governance means to project management. Why is it important to organizational strategy? 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. |
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| 93. | Even if you never aspire to be a “project manager,” why is it important to know how to manage projects effectively? Explain your answer and use an example to support your answer. Even if you have no desire to be a project manager you may be a part of a project team where you will have a better understanding of the processes involved. In addition, there are many project management skills that can be applied to other professions and industries. |
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| 94. | Identify and briefly discuss the two key dimensions of managing actual projects. Explain why both are important to successfully manage a project. Use an example to support your answer. The technical includes schedules and status reports. The sociocultural dimension includes leadership, problem solving and negotiation. |
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| 95. | What are the major differences between managing a process and managing a project? At first glance project managers perform the same functions as other managers. That is, they plan, schedule, and control. However, what makes them unique is that they manage temporary, non-repetitive activities to complete a fixed life project. |
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| 96. | Describe what it means that a project manager must work with a diverse group of characters? Project managers manage the tension between customer expectations and what is feasible and reasonable. They provide direction, coordination, and integration to the project team. They often must work with a diverse group of outsiders-vendors, suppliers, subcontractors-who do not necessarily share their project allegiance. |
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| 97. | What is the difference between a project and a program? The terms are often used interchangeably in business; however, a program is considered to be a series of coordinated, related, and multiple projects that continue over an extended time intended to achieve a goal. |
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| 98. | Describe how corporate downsizing is a driver for project management. In flatter and leaner organizations, project management is replacing middle management as a way of ensuring that things get done. In addition, when organizations outsource work, project managers can help manage not only their own project team, but individuals tied to the project outside of the organization. |
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