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. |
PMI updated and approved the Code of Ethics for project managers in |
| A. | 1995 |
| B. | 2006 |
| C. | 1988 |
| D. | both a and b |
| Answer» E. | |
| 2. |
Formal analytic method such as SWOT analysis is used for the identification of |
| A. | Mission |
| B. | Vision |
| C. | Strategies |
| D. | All of the Above |
| Answer» E. | |
| 3. |
Fisher have developed a negotiation technique that tends to maintain |
| A. | 2 requirements |
| B. | 3 requirements |
| C. | 4 requirements |
| D. | 5 requirements |
| Answer» C. 4 requirements | |
| 4. |
Estimating the implications for project objectives, is done at the |
| A. | Qualitative Risk Analysis |
| B. | Risk Response |
| C. | Risk Identification |
| D. | Quantitative Risk Analysis |
| Answer» E. | |
| 5. |
Commitment of resources to the project must be forthcoming from |
| A. | Functional managers |
| B. | Senior Management |
| C. | both a and b |
| D. | Project mangers |
| Answer» D. Project mangers | |
| 6. |
No matter how ornate the procedure is, most firms actually have only priorities of |
| A. | 1 level |
| B. | 2 levels |
| C. | 3 levels |
| D. | 5 levels |
| Answer» D. 5 levels | |
| 7. |
Resource Leveling is the approach to even out the peaks of |
| A. | Resources |
| B. | Quality |
| C. | Performance |
| D. | Lackage |
| Answer» B. Quality | |
| 8. |
For some extent, risk management techniques can be applied to |
| A. | Scope Change |
| B. | Partnering |
| C. | Chartering |
| D. | Technological uncertainty |
| Answer» B. Partnering | |
| 9. |
Multiple screens are employed to try to narrow down the number of competing projects in step |
| A. | Resources availability |
| B. | Data collection step |
| C. | Reduce the criteria set |
| D. | Prioritizing projects |
| Answer» D. Prioritizing projects | |
| 10. |
Most conflicts have their roots in uncertainty, and negotiation is a way of managing the |
| A. | Resultant Risk |
| B. | Failure |
| C. | Uncertainty |
| D. | Inputs |
| Answer» B. Failure | |
| 11. |
In reduction of criteria set, the first screen is each project's support of the |
| A. | Timing |
| B. | Cost |
| C. | Quality |
| D. | Goal |
| Answer» E. | |
| 12. |
Discounted cash flow method determines the net present value of all cash flows by discounting them with the required |
| A. | Hurdle rate |
| B. | Cutoff rate |
| C. | Rate of return |
| D. | All of the Above |
| Answer» E. | |
| 13. |
Project success is dependent on support from parent organization's |
| A. | Senior management |
| B. | Middle management |
| C. | Project management |
| D. | Lower management |
| Answer» B. Middle management | |
| 14. |
PMIS stands for |
| A. | Project Management Information System |
| B. | Project Management Integrated System |
| C. | Project Management Inline System |
| D. | Project Management Input System |
| Answer» B. Project Management Integrated System | |
| 15. |
A pure project organization overlaid on the functional divisions of the parent firm, is known as |
| A. | Mixed Organizational System |
| B. | Pure Project Organization |
| C. | The Matrix Organization |
| D. | Virtual Organization |
| Answer» D. Virtual Organization | |
| 16. |
The PM needs credibility of kinds: |
| A. | Two |
| B. | Three |
| C. | Four |
| D. | Six |
| Answer» B. Three | |
| 17. |
A combination of interrelated activities and events depicted with arcs and nodes, is known as |
| A. | Listing |
| B. | Nodes Sorting |
| C. | Team Management |
| D. | Network |
| Answer» E. | |
| 18. |
Schedules are a major source of conflicts in the |
| A. | Project formation |
| B. | Project Buildup |
| C. | Main program |
| D. | Project Phase-out |
| Answer» D. Project Phase-out | |
| 19. |
The responsibility of allocating and controlling resources and skills to the projects is of |
| A. | Middle Management |
| B. | Project council |
| C. | Control Team |
| D. | Project Profile Team |
| Answer» C. Control Team | |
| 20. |
A frim can select the organizational structure that seems to offer the most |
| A. | Efficient |
| B. | Effective |
| C. | both a and b |
| D. | Low Capital investment |
| Answer» D. Low Capital investment | |
| 21. |
The individual who has the responsibility for performing and completing a task sometimes overestimates |
| A. | Time required |
| B. | Cost required |
| C. | both a and b |
| D. | Quality required |
| Answer» D. Quality required | |
| 22. |
The process of cutting a project's budget enough to stop progress without actually killing the project, is |
| A. | Termination by Integration |
| B. | Termination by starvation |
| C. | Termination by murder |
| D. | Termination by Addition |
| Answer» C. Termination by murder | |
| 23. |
Most projects fail because of insufficient top management support, poor planning and |
| A. | Wrong Project manager |
| B. | Inappropriate use of project form |
| C. | both a and b |
| D. | None of the Above |
| Answer» D. None of the Above | |
| 24. |
PM is responsible for the project, but the functional managers will probably make some of the fundamental and critical |
| A. | Project Planning |
| B. | Project manufacturing |
| C. | Project Decisions |
| D. | Project Execution |
| Answer» D. Project Execution | |
| 25. |
What is used to categorize risks, assumptions, and environments so that all risk management groups can access work done on risk management? |
| A. | List of Indexes |
| B. | List of categories |
| C. | List of keywords |
| D. | both b and c |
| Answer» E. | |
| 26. |
The project life cycle can be viewed of a mechanism, like |
| A. | Control System |
| B. | Execution System |
| C. | Implementation System |
| D. | Testing system |
| Answer» B. Execution System | |
| 27. |
In matrix-organized projects, the PM controls |
| A. | Functional decisions |
| B. | Administrative decisions |
| C. | Technological decisions |
| D. | Technical decisions |
| Answer» C. Technological decisions | |
| 28. |
The manner in which the process of risk management is conducted depends on |
| A. | Management impact |
| B. | Technological impact |
| C. | Environment impact |
| D. | Conflicts |
| Answer» D. Conflicts | |
| 29. |
The fourth sub process in the risk management process is |
| A. | Qualitative Risk Analysis |
| B. | Quantitative Risk Analysis |
| C. | Risk monitoring and controlling |
| D. | Risk Response |
| Answer» C. Risk monitoring and controlling | |
| 30. |
A wide-ranging method for addressing problems that considers multiple and interacting relationships is called |
| A. | Analytic approach |
| B. | Systematic approach |
| C. | Break-down approach |
| D. | Technological approach |
| Answer» C. Break-down approach | |
| 31. |
Anything outside a system (the project) that can affect or be affected by the system, is known as |
| A. | Environment |
| B. | Medium |
| C. | Channel |
| D. | Boundary matrix |
| Answer» B. Medium | |
| 32. |
Problematic cultural issues include the group's perception of time and the manner of |
| A. | Staffing personnel |
| B. | Staffing projects |
| C. | linguistics |
| D. | Collaboration |
| Answer» C. linguistics | |
| 33. |
A ratio to evaluate a proposed course of action is known as |
| A. | Low-cost |
| B. | Benefit-cost |
| C. | High-cost |
| D. | Cost-ratio |
| Answer» C. High-cost | |
| 34. |
From the initiation of the project to its termination, crises appear without |
| A. | Solution |
| B. | Pause |
| C. | Limitations |
| D. | Warning |
| Answer» E. | |
| 35. |
Apart from the value of a fine design, the economic value of the time saved is immense. The value can be derived from |
| A. | 1 source |
| B. | 2 sources |
| C. | 3 sources |
| D. | 4 sources |
| Answer» C. 3 sources | |
| 36. |
In matrix approach, there is less anxiety about what happens when the project is completed than is typical of |
| A. | Pure Project Organization |
| B. | Mixed Organizational System |
| C. | Virtual Organization |
| D. | Functional Form Organization |
| Answer» B. Mixed Organizational System | |
| 37. |
The database must be available to everyone proposing to perform |
| A. | Risk Response |
| B. | Risk management |
| C. | Risk analysis |
| D. | Risk Identification |
| Answer» C. Risk analysis | |
| 38. |
The phase that takes into account, the realities of the firm's limitations on facilities, capital and personnel is |
| A. | Modelling phase |
| B. | Planning phase |
| C. | Analysis phase |
| D. | Execution phase |
| Answer» B. Planning phase | |
| 39. |
A solution in which both parties are better off in the outcome is known as |
| A. | Pareto-Optimal Solution |
| B. | win-lose solution |
| C. | win-win solution |
| D. | lose-lose solution |
| Answer» D. lose-lose solution | |
| 40. |
The second set of trade-offs concerns sacrificing smoothness of running the project team for |
| A. | Functional progress |
| B. | Scheduling |
| C. | Managerial progress |
| D. | Technical progress |
| Answer» E. | |
| 41. |
Getting many more projects than management expected, is a symptom of a misaligned |
| A. | Strategy |
| B. | Vision |
| C. | Portfolio |
| D. | Mission |
| Answer» D. Mission | |
| 42. |
All members of the project work force are directly responsible to the |
| A. | Marketing Manager |
| B. | Functional Manager |
| C. | Technical Manager |
| D. | Project Manager |
| Answer» E. | |
| 43. |
The need to consider the many environments of almost any project is clear while examining |
| A. | Risk analysis |
| B. | Risk management |
| C. | Risk identification |
| D. | Risk Response |
| Answer» C. Risk identification | |
| 44. |
A primary disadvantage of functional elements is the part that is not the focus of activity, is |
| A. | Manager |
| B. | Technical team |
| C. | Scope |
| D. | Client |
| Answer» E. | |
| 45. |
A monitoring technique, that is closely related to network diagrams, Is |
| A. | Pi-Chart |
| B. | Bar-Chart |
| C. | Gantt Chart |
| D. | Histogram |
| Answer» D. Histogram | |
| 46. |
The hybridization of the mixed form leads to |
| A. | Flexibility |
| B. | Inflexibility |
| C. | Complexity |
| D. | Poor Quality |
| Answer» B. Inflexibility | |
| 47. |
If project is organized as a weak matrix, the PM seeks a commitment of work from the |
| A. | Personnels |
| B. | Subcontractors |
| C. | Senior Management |
| D. | Functional Department |
| Answer» E. | |
| 48. |
The PM must perceive sufficient technical knowledge to |
| A. | Outsiders |
| B. | Clients |
| C. | Senior Executives |
| D. | both b and c |
| Answer» E. | |
| 49. |
The second credibility required by PM is known as |
| A. | Functional Credibility |
| B. | Technical Credibility |
| C. | Administrative Credibility |
| D. | Competence Credibility |
| Answer» D. Competence Credibility | |
| 50. |
If project's organizational format is a strong matrix, the PM seeks a commitment of people from the |
| A. | Functional Department |
| B. | Technical Department |
| C. | Senior Management |
| D. | Personnels |
| Answer» B. Technical Department | |