MCQOPTIONS
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MCQOPTIONS
This section includes 657 Mcqs, each offering curated multiple-choice questions to sharpen your Testing Subject knowledge and support exam preparation. Choose a topic below to get started.
| 1. |
For different type of projects the factors associated with project success is |
| A. | Similar |
| B. | Homogeneous |
| C. | Different |
| D. | Variable |
| Answer» D. Variable | |
| 2. |
In third level of priority, the existing projects are of type |
| A. | Random-level priority |
| B. | Urgent-type priority |
| C. | lower-priority |
| D. | High-priority |
| Answer» C. lower-priority | |
| 3. |
Housing the project in a functional organization is simply too |
| A. | Expensive |
| B. | Cheap |
| C. | Constraining |
| D. | Easy installed |
| Answer» D. Easy installed | |
| 4. |
An ancillary element that covers things or persons outside the project, and often outside the sponsoring organization, is |
| A. | Project's environment |
| B. | Project's organization |
| C. | Project's lifecycle |
| D. | Project's health |
| Answer» B. Project's organization | |
| 5. |
In such agreements, like charter, there is also an implication that none of the parties will change the agreement |
| A. | Pro-consultation |
| B. | Under-process |
| C. | Unilaterally |
| D. | Together with other parties |
| Answer» D. Together with other parties | |
| 6. |
A specific project charter appeared in Cowen, 1992. Committed to keep cost growth to less than |
| A. | 1 percent |
| B. | 2 percent |
| C. | 5 percent |
| D. | 10 percent |
| Answer» C. 5 percent | |
| 7. |
At the project completion phase, the high-priority goal is |
| A. | Performance |
| B. | Schedule |
| C. | Budget |
| D. | Cost |
| Answer» C. Budget | |
| 8. |
The organizational structure of the project must be established to an extent sufficient for |
| A. | Prioritization |
| B. | Budgeting |
| C. | Work-breakdown structure |
| D. | Committed Resources |
| Answer» D. Committed Resources | |
| 9. |
First step in Project Portfolio Process (PPP) is |
| A. | Identify Project Criteria |
| B. | Collect Data |
| C. | Assess Resource |
| D. | Establishment of Council |
| Answer» E. | |
| 10. |
The process of calculating the total load from project tasks on each resource for each time period is known as |
| A. | Resource loading |
| B. | Resource assembling |
| C. | Resource Allocation |
| D. | Resource Generation |
| Answer» B. Resource assembling | |
| 11. |
For survival, firms should develop strategies for assessing and reassessing the use of |
| A. | Their Objectives |
| B. | Their Resources |
| C. | Their strategy |
| D. | All of the Above |
| Answer» C. Their strategy | |
| 12. |
"Negotiation is a field of knowledge and endeavor that focuses on gaining the favor of people from whom we want things." was defined by |
| A. | Wall |
| B. | Cohen |
| C. | Roget |
| D. | None of the Above |
| Answer» C. Roget | |
| 13. |
Identifying separate categories facilitates achievement of multiple organizational goals e.g., |
| A. | Long-short term |
| B. | Strategic |
| C. | Internal-external |
| D. | All of the Above |
| Answer» E. | |
| 14. |
In PS, when a list of objectives has been developed, an additional recommendation is |
| A. | Checking |
| B. | Overlooking |
| C. | Refinement |
| D. | Balancing |
| Answer» D. Balancing | |
| 15. |
Conflicts arising inside the organization may also appear to involve |
| A. | Property Rights |
| B. | Obligations |
| C. | Set of complex rules |
| D. | both a and b |
| Answer» E. | |
| 16. |
The 'weak' matrix most resembles the |
| A. | Functional form of Organization |
| B. | Mixed Organizational System |
| C. | Virtual Organization |
| D. | The Matrix Organization |
| Answer» B. Mixed Organizational System | |
| 17. |
The resources initially budgeted for a project are frequently |
| A. | Insufficient to task |
| B. | Sufficient for task |
| C. | Invalid |
| D. | More than required |
| Answer» B. Sufficient for task | |
| 18. |
There are three traditional categories of conflicts i.e. goal oriented, authority based and |
| A. | Technical |
| B. | Functional |
| C. | Managerial |
| D. | Interpersonnel |
| Answer» E. | |
| 19. |
A PM must be able to interpret the technical needs and wants of the client and senior management to the |
| A. | Project Team |
| B. | Outsiders |
| C. | Marketing department |
| D. | Sales Department |
| Answer» B. Outsiders | |
| 20. |
Priority Rules are the formal methods, such as ratios, that is used for |
| A. | Budgeting |
| B. | Ranking |
| C. | Assigning |
| D. | Computing |
| Answer» C. Assigning | |
| 21. |
The PM must make trade-offs between the project goals of the ancillary goals and |
| A. | Cost and time |
| B. | Performance |
| C. | both a and b |
| D. | Strategy |
| Answer» D. Strategy | |
| 22. |
The cause of change that cannot be managed by the PM is |
| A. | Technological Uncertainty |
| B. | Innovation |
| C. | Change in environment |
| D. | Increased client knowledge |
| Answer» D. Increased client knowledge | |
| 23. |
The integration of all the aspects of the project is done by |
| A. | Group Leaders |
| B. | Project Managers |
| C. | Project Coordinators |
| D. | Project Assembler |
| Answer» C. Project Coordinators | |
| 24. |
Determining which risks might affect the project and documenting their characteristics, is known as |
| A. | Risk Response |
| B. | Risk Identification |
| C. | Risk analysis |
| D. | Risk Management Planning |
| Answer» C. Risk analysis | |
| 25. |
The second-part of partnering process between the firm and subcontractors covers |
| A. | Joint evaluation |
| B. | Support for the process From SM |
| C. | Resolving problems |
| D. | Acceptance of goal for improvement |
| Answer» D. Acceptance of goal for improvement | |
| 26. |
Brute force can be a time-honored method for |
| A. | Resolving uncertainty |
| B. | Resolving conflict |
| C. | Removing errors |
| D. | Removing risk |
| Answer» C. Removing errors | |
| 27. |
Technological uncertainty of the technologies involved can be mitigated by careful |
| A. | Planning |
| B. | Analysis |
| C. | Execution |
| D. | Error-checking |
| Answer» C. Execution | |
| 28. |
Project 's efficiency and its impact on customers are the objectives, known as |
| A. | Passive objectives |
| B. | Active Objectives |
| C. | Direct Objectives |
| D. | Specific objectives |
| Answer» D. Specific objectives | |
| 29. |
The fifth sub process in the risk management process is |
| A. | Risk monitoring and controlling |
| B. | Risk Response |
| C. | Quantitative Risk Analysis |
| D. | Qualitative Risk Analysis |
| Answer» C. Quantitative Risk Analysis | |
| 30. |
A commitment of finishing project on schedule, means |
| A. | Timely resolution of issues |
| B. | Manage joint schedule |
| C. | both a and b |
| D. | Managing contractual schedule |
| Answer» D. Managing contractual schedule | |
| 31. |
Project manager who practices conflict avoidance at the project formation phase is inviting |
| A. | Disaster |
| B. | Uncertainty |
| C. | Success |
| D. | Collaboration |
| Answer» B. Uncertainty | |
| 32. |
The organizational structure selected will have a major impact on the ways in which the |
| A. | Project is formatted |
| B. | Projects are handled |
| C. | WBS is handled |
| D. | Conflicts are handled |
| Answer» E. | |
| 33. |
Rather than bargaining on positions, attention should be given to finding standards, like |
| A. | Market values |
| B. | Expert opinion |
| C. | Company policy and law |
| D. | All of the Above |
| Answer» E. | |
| 34. |
The PM must also make trade-offs between project progress and process, i.e. |
| A. | Technical functions |
| B. | Managerial Functions |
| C. | Operational functions |
| D. | both a and b |
| Answer» E. | |
| 35. |
The technological nature of the project can be a transparent reason for |
| A. | Success factor |
| B. | Failure factor |
| C. | Uncertainty |
| D. | Risk factor |
| Answer» E. | |
| 36. |
The process of terminating a project suddenly and without warning, is |
| A. | Termination by Addition |
| B. | Termination by murder |
| C. | Termination by Integration |
| D. | Termination by starvation |
| Answer» C. Termination by Integration | |
| 37. |
In the process being managed, the functional manager's knowledge must be in the |
| A. | Sales |
| B. | Technology |
| C. | Planning and controlling |
| D. | Manufacturing |
| Answer» C. Planning and controlling | |
| 38. |
Bringing the project activities into the organization and distributing them among existing functions, is the process at |
| A. | Termination by Integration |
| B. | Termination by Extinction |
| C. | Termination by starvation |
| D. | Termination by Addition |
| Answer» B. Termination by Extinction | |
| 39. |
There are many groups of competitors engaged in cooperative activities and other |
| A. | Cooperative Development |
| B. | Cooperative Research |
| C. | Cooperative manufacturing |
| D. | Cooperative membership |
| Answer» C. Cooperative manufacturing | |
| 40. |
Partnering requires continuous support of project objectives and |
| A. | Partnering scope |
| B. | Partnering content |
| C. | Partnering agreements |
| D. | Partnering strategy |
| Answer» D. Partnering strategy | |
| 41. |
Fourth step in Project Portfolio Process is |
| A. | Reduce the Criteria Set |
| B. | Prioritize the Projects within Categories |
| C. | Collect Project Data |
| D. | Assess Resource Availability |
| Answer» E. | |
| 42. |
The matrix organization is a combination of the |
| A. | 2 |
| B. | 4 |
| C. | 6 |
| D. | 8 |
| Answer» B. 4 | |
| 43. |
In selection of project organization, determine which organizational units are required to carry out the |
| A. | Work packages |
| B. | Decision making |
| C. | Operations |
| D. | Processes |
| Answer» B. Decision making | |
| 44. |
Discipline-oriented individuals tend to view the problem through the eyes of their |
| A. | Discipline |
| B. | Experience |
| C. | Knowledge |
| D. | Strategy |
| Answer» B. Experience | |
| 45. |
An organization that does any semiformal risk management, fail to consider risks associated with the project's |
| A. | Internal environment |
| B. | External environment |
| C. | Uncertain future |
| D. | Market value |
| Answer» C. Uncertain future | |
| 46. |
The size of the projects plotted on the array indicates the |
| A. | Resource needs |
| B. | Shape |
| C. | Criteria |
| D. | Categories |
| Answer» B. Shape | |
| 47. |
The inefficient use of corporate resources results in peaks and valleys of |
| A. | Resource Allocation |
| B. | Resource Utilization |
| C. | Resource Availability |
| D. | Resource lockage |
| Answer» C. Resource Availability | |
| 48. |
The 'project' or 'strong' matrix most resembles the |
| A. | The Matrix Organization |
| B. | Virtual Organization |
| C. | Mixed Organizational System |
| D. | Pure Project Organization |
| Answer» E. | |
| 49. |
The process through which two or more parties seek an acceptable rate of exchange for items they own or control is known as |
| A. | Facilitation |
| B. | Trade-offs-offs |
| C. | Negotiating |
| D. | Shared-resources |
| Answer» D. Shared-resources | |
| 50. |
The period during which the project moves from a general concept to a highly detailed set of plans, is known as |
| A. | Main program |
| B. | Project formation |
| C. | Project Buildup |
| D. | Project Phase-out |
| Answer» D. Project Phase-out | |