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Final Rubrics

This document outlines a grading rubric for a project management final with 5 parts and 50 questions total. Students will be assigned 1 question per part and can earn between 0-20 points per question. The rubric evaluates students on providing a full answer that addresses all aspects of the question. The questions cover a wide range of project management topics including the strategic management process, project selection methods, project structures, estimating, scheduling, risk management, and the role of the project manager.

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74 views3 pages

Final Rubrics

This document outlines a grading rubric for a project management final with 5 parts and 50 questions total. Students will be assigned 1 question per part and can earn between 0-20 points per question. The rubric evaluates students on providing a full answer that addresses all aspects of the question. The questions cover a wide range of project management topics including the strategic management process, project selection methods, project structures, estimating, scheduling, risk management, and the role of the project manager.

Uploaded by

atomx
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Project Management Final Rubrics

Grading Rubric (per question)

0 pts Student does not answer the question or answers incorrectly.

1 – 9 pts Student attempts to answer the question, but misses significant parts
of the question or logical flow of content.

10 – 14 pts Student comes closes to answering the question in full, but misses
some piece or nuance.

15 – 20 pts Student answers the question in full, including all parts and with clear
conclusions.

Final questions

Every student will be assigned 1 question per part, 5 questions in total.

Part I

1. Define a project. What are five characteristics that help differentiate projects
from other functions carried out in the daily operations of the organization?
2. What are some of the key environmental forces that have changed the way
projects are managed? What has been the effect of these forces on the
management of projects?
3. Why is the implementation of projects important to strategic planning and the
project manager?
4. The technical and sociocultural dimensions of project management are two
sides to the same coin. Explain.
5. What is the impact of governance on managing an individual project? Why is
this approach important in today’s environment?
6. Describe the major components of the strategic management process.
7. Explain the role projects play in the strategic management process.
8. How are projects linked to the strategic plan?
9. The portfolio of projects is typically represented by compliance, strategic, and
operations projects. What impact can this classification have on project
selection?
10. Discuss the pros and cons of the checklist versus the weighted factor method of
selecting projects.
Part II

11. What are the relative advantages and disadvantages of the functional, matrix,
and dedicated team approaches to managing projects?
12. What distinguishes a weak matrix from a strong matrix?
13. Why is it important to assess the culture of an organization before deciding
what project management structure should be used to complete a project?
14. Other than culture, what other organizational factors should be used to
determine which project management structure should be used?
15. What do you believe is more important for successfully completing a project—
the formal project management structure or the culture of the parent
organization?
16. What are the six elements of a typical scope statement?
17. What questions does a project objective answer? What would be an example of
a good project objective?
18. What does it mean if the priorities of a project include: Time-constrain,
Scope accept, and Cost-enhance?
19. What kinds of information are included in a work package?
20. How does a communication plan benefit management of projects?

Part III

21. Why are accurate estimates critical to effective project management?


22. How does the culture of an organization influence the quality of estimates?
23. What are the differences between bottom-up and top-down estimating
approaches? Under what conditions would you prefer one over the other?
24. What are the major types of costs? Which costs are controllable by the project
manager?
25. Why is it difficult to estimate mega project (e.g., airports, stadiums, etc.) costs
and benefits?
26. How does the WBS differ from the project network?
27. How are WBS and project networks linked?
28. Why bother creating a WBS? Why not go straight to a project network and
forget the WBS?
29. Why is slack important to the project manager?
30. What is the difference between free slack and total slack?
Part IV

31. Project risks can/cannot be eliminated if the project is carefully planned.


Explain.
32. The chances of risk events occurring and their respective costs increasing
change over the project life cycle. What is the significance of this phenomenon
to a project manager?
33. Present six reasons scheduling resources is an important task.
34. How does resource scheduling reduce flexibility in managing projects?
35. What are the advantages and disadvantages of reducing project scope to
accelerate a project? What can be done to reduce the disadvantages?
36. Why is scheduling overtime a popular choice for getting projects back on
schedule? What are the potential problems for relying on this option?
37. How can a cost–duration graph be used by the project manager? Explain.
38. What are five common reasons for crashing a project?
39. Reducing the project duration increases the risk of being late. Explain.
40. It is possible to shorten the critical path and save money. Explain how.

Part V

41. Which of the eight traits/skills associated with being an effective project
manager is the most important? The least important? Why?
42. Why should a project manager emphasize group rewards over individual
rewards?
43. What are the unique challenges to managing a virtual project team?
44. What are the elements of an effective project vision? Why are they important?
45. Why do firms outsource project work?
46. What are the best practices used by firms to outsource project work?
47. How can a project manager influence customer expectations and perceptions?
48. What major information would you expect to find in a project review?
49. How would a project manager use the CPI?
50. Why is it important for project managers to resist changes to the project
baseline? Under what conditions would a project manager make changes to a
baseline? When would a project manager not allow changes to a baseline?

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