1.

Which of the following constraints is not typically found in managing projects?

A) Time
B) People
C) Cost
D) Performance
E) both b and d are not typical constraints

2. Which of the following choices is not one of the stages of a project life cycle?
A) Conceptualizing
B) Defining
C) planning
D) executing
E) delivering

3. Who is responsible for writing team member performance appraisals in a strong matrix
project management structure?

A) the functional manager

B) the project manager
C) both are responsible
D) there is no pattern of who takes responsibility
E) none of these are true

4. The Organizational Culture Diagnosis Worksheet classifies cultural characteristics into all
of the following except

A) physical characteristics
B) public documents
C) behavior
D) folklore
E) ethics

5. If a project is small or of narrow scope and does not require an elaborate system, which
of the following is a good choice?

A) responsibility matrix
B) organization breakdown structure
C) work breakdown structure
D) priority matrix
E) process breakdown structure

6. The tendency for the project deliverables to expand over time—usually by changing
requirements, specifications, and priorities—is called

A) scope erosion
B) scope creep
C) project bloat
D) scope enhancement
 E) project add-ons

7. A good example of a Process Breakdown Structure is a new

A) car prototype
B) software program
C) computer hardware
D) sports stadium
E) project management book

8. Corporate downsizing has increased the trend toward

A) reducing the number of projects a company initiates

B) outsourcing significant segments of project work
C) using dedicated project teams
D) shorter project lead times
E) longer project lead times

9. The importance of project management has increased due to

A) the movement of manufacturing operations out of the U.S.

B) time to market
C) the movement toward flatter and leaner organizations
D) both a and b are true
E) a, b, and c are all true

10. Which of the following is not typically the responsibility of a project manger?

A) meeting budget requirements

B) meeting schedule requirements

C) meeting performance specifications
D) coordinating the actions of the team members
E) all of these are typical responsibilities

Define a Project. What are the 5 characteristics that help differentiate projects from other
functions carried out in the daily operations of the organization?

1. Which of the following is a main reason why project managers need to understand their
organization's mission and strategy?
A) They can better focus on the immediate customer.

B) They can make appropriate decisions and adjustments.

C) So they can be effective project advocates

D) Both B and C are correct

2. The textbook indicated that ________is the major dimension of strategic management.
A) Responding to changes in the external market
B) Allocating scarce resources of the organization

C) Beating competition to the market

D) Both a and b are correct

3. Organizational culture is best explained as organizational

A)Personality

B)Hierarchy

C)reporting relationships

D)management style

4. The structure that manages projects within the existing organizational structure is
__________organization

A) functional

B) balanced matrix

C) weak matrix

D) strong matrix

5. Jose is looking at a document that outlines the specific tasks and subtasks required to
complete the writing of a technical support manual. The method that was probably used to
develop the document is most likely

A)Responsibility matrix

B)Organization breakdown structure

C)Work breakdown structure

D)Priority matrix

6.Linda has just been assigned a project to develop a new advertising campaign for an
established product. Her first step should be to

A)Establish project priorities

B)Define the project scope

C)Verify the budget available

D)Assign team members to work on the project

7. Research shows the most frequently mentioned barrier to project success is

A) Not enough budget resources

B) Poor performance by team members

 C) Weak project leadership

D) Poorly defined scope or mission

8. The advent of project management has been most profound in

A) Automobile manufacturing

B) Sports

C) Information technology.

D) Retail

9. Which of the following is not considered to be a characteristic of a project?

A) An established objective

B) A clear beginning and end

C) Complex tasks

D) Only for internal use

10. Among the following activities, which is the best example of a project?

A) Processing insurance claims

B) Producing automobiles

C) Writing a new textbook on project management

D) Completing a college degree

How can project management offices support effective project management?

1. Which of the following is not a reason why project management should be embraced?

a) Global competition
b) Increased customer focus
c) Big projects represents big problems
d) Knowledge explosion

Ans. C

2. Which sequence best represents the project life cycle?

a) Defining, Execution, Planning, Delivering

b) Defining, Planning, Execution, Delivering
c) Defining, Delivering, Execution, Planning
d) Delivering, Defining, Planning, Execution
Ans. B

3. Implementation of projects without a strong priority system linked to strategy creates problems.
Which of the following is the most obvious of these problems?

a) Implementation gap
b) Implementation policy
c) Implementation management
d) Implementation development

Ans. A

4. Each of these statements describe project champions except

a) People who promote and support the project

b) People who are instrumental in facilitating projects
c) People who educate the community about the importance of the project
d) People who fund and select other people to serve on the project

Ans. A

5. Which of the combinations below represents the project management trade-offs?

a) Cost, quality and scope

b) Cost, quality and time
c) Cost, scope and time
d) Quality, scope and time

Ans. C

6. Which of the following may not be classified as a project?

a) Responding to a supply chain request

b) Developing a supply-chain information system
c) Buying a new car
d) Introducing a new detergent to the market

Ans. A

7. Transfer of documents is one of the functions performed in project

a) Initiation
b) Closing
c) Planning
d) Execution

Ans. B

8. One of the functions of defining a project is to:

a) Forecast resources
b) Outline tasks
 c) Create schedules
d) Write status reports

Ans. B

9. When the objectives, deliverables, technical requirements and the like expand after the project gets
underway, it is termed:

a) Scope expansion
b) Scope variation
c) Scope enlargement
d) Scope creep

Ans. D

10. The lowest level of Work Breakdown Structure is known as:

a) Deliverables
b) Work package
c) Sub deliverables
d) Cost Account

Ans. B

Section B

You have been commissioned by your organization to lead a GH¢75,000.00 project aimed at fulfilling
the organization’s social responsibility to its immediate community. Select a project of your choice
and draft a Project Scope Statement along the lines of the following project scope checklist:

(a) Project objective

(b) Deliverables
(c) Milestones
(d) Technical requirements
(e) Limits and exclusions
(f) Reviews with customer

Ans:Page 105

1. The PMBOK guide is the PM’s standard for:

a) Project management certification

b) Managing projects

c) Project management education

d) All the above

2. An endeavour to organize a political election every four years is a project because:

a) Each election is unique, is temporary and delivers a specific result

b) The same electoral Authority organizes it every time

c) Different political parties contest each time

d) All the above

3 Progressive elaboration is a characteristics of projects that accompanies the concept of temporary

and unique. Progressive elaboration means:

a) Systematic and ongoing scope changes

b) Developing in steps and continuing by increments

c) Progressive narrowing of prospective

d) All the above

4 Projects and operations differ primarily in that operations are ongoing and repetitive while projects
are:

a) Unique and last for ever

b) Performed within defined time windows and are specific in objective

c) Temporary and have changing objective

d) None of the above

5. Project management is the application of the knowledge,…………, tools and techniques to project
activities to meet project requirements

a) Staff

b) Stuff

c) Skills

d) Schemes

6. When a project manager makes references to the ‘triple constraint’ it refers to:

a) Scope, quality and cost

b) Time, cost and quality

c) Scope, time and cost

d) Performance, time and risk

7. The project management team has professional responsibilities to its----------including customers,

the performing organization and the public.
a) Shareholders

b) Stakeholders

c) Community

d) Team

8. Project risk is an uncertain event or condition that if it occurs, has----------effect on at least one
project objective.

a) Negative or neutral

b) Adverse or negative.

c) Positive or negative

d) None of the above

9. When projects may be unrelated are grouped together to facilitate effective management to meet
strategic business goals, the group is called a:

a) Programme

b) Strategic goal

c) Portfolio

None of the above

10. In a typical organizational endeavour which of the following sequences is likely:

a) Implementation, initiation, feasibility, planning

b) Feasibility, initiation, planning, implementation

c) Initiation, feasibility, implementation, planning

d) Initiation, planning, implementation, feasibility

2. THE SUGGESTED ESSAY QUESTION

List all the knowledge areas of project management and explain any three of them in detail as to what
they mean.

Section A
1.     Cultures and styles are typically known as
a.     Cultural Attribute
b.     Cultural Norm
c.      Cultural Value
 d.     Cultural Belief
2.     The tendency for the project scope to expand over time due to changing requirements, specifications,
and priorities.
a.     Project Charter
b.     Project Scope Statements
c.      Project Creep
d.     Project Trade-offs
3.     A tool that is widely used by Project managers, task force leaders of small projects is
a.     Process-Oriented Projects
b.     Priority matrix
c.      Responsibility Matrix (RM)
d.     WBS Coding System
4.     It summarizes the tasks to be accomplished and who is responsible for what on the project.
a.     Process-Oriented Projects
b.     Priority matrix
c.      Responsibility Matrix (RM)
d.     WBS Coding System
5.     It allows reports to be consolidated at any level in the organization structure
a.     Process-Oriented Projects
b.     Priority matrix
c.      Responsibility Matrix (RM)
d.     WBS Coding System
 
 
 
6.     A technique found in practice that is useful for the project to identify which criterion is constrained,
which should enhanced, and which can be accepted is known as
a.     Process-Oriented Projects
b.     Priority matrix
c.      Responsibility Matrix (RM)
d.     WBS Coding System
7.     A definition of the end result or mission of the project, a product or service for the client/customer,
in specific, tangible, and measurable terms.
a.     Purpose of the Scope Statement
b.     Project Scope
c.      Project objective
d.     Reviews with customer
 
8.     It is one of the  Challenges  to Organizing Projects
a.     The best system balances the needs of the project with the needs of
the organization.
b.     The uniqueness and short duration of projects relative to
ongoing longer-term organizational activities
c.      Different segments of the project are delegated to respective
functional units.
d.     Teams operate as separate units under the leadership of a full-time
project manager.
9.     Is the process of identifying the specific actions to be performed to produce the project deliverables?
a.     Define Activities
b.     Sequence Activities
c.      Estimate Activity Resources
 d.     Estimate Activity Durations
10.                          Is the process of estimating the type and quantities of materials, people, equipment,
and supplies required to perform each Schedule activity
a.     Define Activities
b.     Sequence Activities
c.      Estimate Activity Resources
d.     Estimate Activity Durations
Ans.  1. B, 2. C, 3. C, 4. C 5. D, 6. B, 7. B, 8. B, 9. A, 10. C.
 
11.                         In a ------ organization where projects are the dominant form of business, functional
departments are responsible for providing support for its teams.
a.     Functional
b.     Projectized
c.      Balanced Matrix
d.     Weak Matrix
12.                         The traditional matrix form in which the project manager sets the overall plan and the
functional manager determines how work to be done.
a.     Weak Form
b.     Projectized Form
c.      Balance Form
d.     Strong Form
13.                         Resembles a project team in which the project manager has broader control and
functional departments act as subcontractors to the project
a.     Weak Form
b.     Projectized Form
c.      Balance Form
d.     Strong Form
 
14.                        Matrices in which the authority of the functional manager predominates and the project
manager has indirect authority.
a.     Weak Form
b.     Projectized Form
c.      Balance Form
d.     Strong Form
15.                         A hierarchical outline (map) that identifies the products and work elements involved in
a project.
a.     Process-Oriented Projects
b.     Priority matrix
c.      Responsibility Matrix (RM)
d.     Work Breakdown Structure (WBS )
16.                         Facilitates evaluation of cost, time, and technical performance of the organization on a
project.
a.     Process-Oriented Projects
b.     Priority matrix
c.      Responsibility Matrix (RM)
d.     Work Breakdown Structure (WBS )
17.                        Depicts how the firm is organized to discharge its work responsibility for a project.
a.     Work Breakdown Structure (WBS )
b.     Weak Matrix
c.      Organizational Breakdown Structure (OBS)
d.     Work Packages
18.                         Is the lowest level of the WBS.
a.     Work Breakdown Structure (WBS )
b.     Weak Matrix
c.      Organizational Breakdown Structure (OBS)
d.     Work Packages
19.                        The intersection of the WBS and the OBS that is a budgetary control point for work
packages.
a.     Budgetary Account
b.     Cost Account
c.      Break Even Account
d.     Estimate Account
 
20.                         Used to provide a roll-up (summation) of costs incurred over time by a work package
across organization units and levels, and by deliverables
a.     Budgetary Account
b.     Cost Account
c.      Break Even Account
d.     Estimate Account
 
Ans. 11. B, 12. C, 13. D. 14. A, 15. D, 16. D, 17. C, 18. D, 19. B, 20. B.
 
Section B.
Q1. State briefly any five (5) characteristics which, in aggregate, capture the essence of an
organization.
Q2. With the aid of the project life cycle diagram, briefly explain the importance of project
management
 
 
 
1.       Who controls the project budget in a strong matrix organization structure?
a.       The project manager              d. the functional manager            c. both the project
manager and functional manager      d. the client
2.       What is the project manager’s authority in a function organization structure?
a.       Part time     b. Fulltime           c. low to moderate          d. little  or none
3.       Which is not an advantage of a function organization?
a.       No structural change
b.      Lack of focus
c.       In-Depth Expertise
d.      Easy post-project
4.       What are the disadvantages of functional organization?
i.                     Lack of focus
ii.                   Poor integration
iii.                  In-depth expertise
iv.                 No structure
a.       I & II              b. I & IV                                c. I only                 d. II only
5.       In an organized project, dedicated  teams operate as separate units under the leader of a full-time
project manager
a.       True               b. False
6.       A system of shared norms, beliefs, values, and assumptions which bind people together, thereby
creating shared meanings is called …………………..
 a.       Organizational structure       b. Organizational process             c. Organizational
Culture             d. Organizational analysis
7.       What is the project manager’s authority in a weak matrix?
a.       Full-time      b. limited            c. little or none                  d. high to almost total.
 
8.       A structure used to assign responsibility for work is known as…
a.       Organization break down structure
b.      Organization politics
c.       Organization culture
d.      Outsourcing
9.       In this matrix structure, the project manager and functional managers share roughly equal authority
over the project. The project manager decides what needs to be done; the functional managers are
concerned with how it will be accomplished. Which type of structure is this?
a.       Weak matrix              b. Balanced matrix          c. Strong Matrix                d.
projectized
10.   A centralized unit within an organization or department that oversees and improves the management
of projects.
a.  Project Office    b. Project  group       c. Project home                d. Project organization
 
 
 
Prepare a simple project proposal form with following details.
a.       Project classification
b.      What business problem does the above project solve? State 2.
c.       How does this project align with our organization strategy?
d.      What are the major deliverables of the project? State 2.
e.      What is the impact of not doing this project? State 2
f.       What are the 3 major risk for this project?
g.      How will we measure success? State 2
h.      Will the project require internal resources? Are they available?
i.       What is the estimated cost of this project?
j.       How long will this project take?
k.      Oversight action: accept or return.
 
 
 
 
 
 
QUESTIONS FROM THE ELEVATION GROUP
OBJECTIVES QUESTIONS

1. The unique requirements of a project can be achieved or met by applying the following with the
exception of

A.      Knowledge  B. Design and Specification  C. Tools    D. Techniques

2. The tendency of a project scope to expand over time due to changing requirements, specifications
and priorities is called
 A.      Statement of Works  B. Project lag  C. Project creep  D. Project work package

3. A cost estimate is not a budget unless it is ……………………………..

A.      Project phased  B. Cost phased  C. Time phased  D. Resource phased

4. In choosing an appropriate project management structure, what  must one consider

A.      One that balances the needs of the organization with the needs of the project.
B.      One that balances the needs of the Project Manager and that off the clients.
C.      One that balances the needs of the project team and that of the project expeditor
D.     One that balances the available resources with the duration of the project

5. …………………… projects are the type of projects needed to meet regulatory conditions
required to operate in a region

A.      Operational   B.  Strategic   C. Compliance   D. Must happen   E.   None of the above

6. The lack of understanding and consensus of organization strategy among top and middle level
managers is referred to as

A.      Implementation gap  B. Organization politics  C. Sacred Cow  D. Resource conflict 

7. A definition of the end result or mission of the project is called

A.      Project scope  B. Scope statement  C. Milestone  D. Deliverable

8. The expected outputs over the life of the project is the

A.      Milestone  B. Deliverable  C. Technical requirement  D. Project scope

9.  The process of subdividing project deliverables and project work into smaller, more manageable
components.

A.      Work package Structure   B. Work breakdown structure   C. Statement of Works 

D.Work Deliverables
 

10.  The Lowest level of the WBS is called…………………..

A.      Work package  B. Work programs  C. Work package Structure   D. Work

Deliverables
 
WRITTEN……
Briefly describe / explain the various measures that guide a project manager in
identifying the scope of a project.