SCS 1952-118 Review PM course

Chapter 1

1. A good good organizatio organizational nal vision vision statement statement should should include____ include_____  _  a. An aspirati aspirationa onall word pictur picture e of its future future b. Detai Details ls of why why it exist exists s c. Directi Direction on regar regardin ding g its values values d. None None of the abov above e 2. eing eing !on"stra !on"strategy tegy## means$ means$ a. %omplying %omplying with the application application of the triple constraint constraint to the pro&ect b. 'nsuring that there there is is (and continues to be) alignment alignment between the strategy of the organization and the pro&ect c. Avoiding voiding !bad# !bad# or !naughty !naughty## pro&ec pro&ects ts d.  and % *. +trategic +trategic planning planning involves involves all of the following following steps except$ except$ a. %onsider %onsider the curre current nt situat situation ion b. ,e ,e-ect -ect on on where where would would lie lie to to be c. Determ Determine ine how best to get there there d. /lan an an implementatio implementation n roadmap roadmap to get there 0. An organizatio organization#s n#s !,ealized !,ealized +trategy# consists of$ a. Delib Deliber erate ate strat strategy egy b. 'merg 'mergent ent strate strategy gy c. oth oth A an and  d. None None of of the the Abov Above e . A program program is a group group of ___________ ____________ _ pro&ects pro&ects managed managed in a coordinated way to obtain benets not available from managing them individually a. /ortf ortfol olio io b. ,elated ated c. 3empo empora rary ry d. 4r 4ro ouped 5. All of these these are nancial criteria to to align pro&ects pro&ects with strategy6 strategy6 and may be used with a alanced +corecard6 except$ a. ,78 b. ,7A c. 9/N d. /aybac aybac  /eriod eriod :. 7pportunistic 7pportunistic pro&ects pro&ects are are initiatives initiatives that organizations organizations wor wor on because of$ a. 'merg 'mergent ent strate strategy gy b. ad ad pro& pro&ec ects ts c. Delib Deliber erate ate strat strategy egy d. Naugh Naughty ty pro& pro&ect ects s ;.
b. 4ood pro&ects c. 'mergent pro&ects d. ad pro&ects >. ?ission6 vision and values statements are$ a. Applicable to organizations6 teams and individuals b. 8nvaluable for clarity of purpose c. 9ery helpful in inspiring and motivating people d. All of the above 1@. 3he alanced +corecard is very helpful as a$ a. %ommunication tool b. ?easurement approach c. ramewor to translate strategy into concrete6 actionable plans d. All of the above Chapter 2

1. All of the following are examples of low pro&ect management maturity6 except a.
5. A /?? model follows a structured approach from assessing the current state of maturity to implementing improvement. . 3he /?7 acts as an overseer and ambassador for its programs and pro&ects6 but heavy demand on /?7 resources can result in_____________$ a. 8ncreased headcount b. 8ncreased bureaucracy c. urn"out in /?7 resources d. /ower struggles 1@.
1. A pro&ect manager wors in a company that has a matrix organizational structure. A server administrator is assigned to the pro&ect manager#s pro&ect team. 3he server administrator is not taing direction from the pro&ect manager and the delay in the server administrator#s tass is causing a negative variance to schedule. 3he server administrator wors for the Director of +erver Administration.
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c. 3he pro&ect manager6 in consultation with the Director of +erver Administration d. 3he pro&ect sponsor An obstacle to team building in a matrix organization is that the$ a. 3he team is technically focused b. 3eam members are borrowed resources and may be hard to motivate c. 3eams are too centralized d. 3eams are too large and therefore very hard to handle A resource assigned to your pro&ect contacts you6 trying to get oH  the team. Be nows that an important pro&ect in his department is going to be approved and will tae place at the same time as yours. Be wants to wor on the other pro&ect. Inder the circumstances6 what should you do= a. ,elease him from the team b. 3al to the functional manager about releasing him from the team c. ,elease him after he nds a suitable replacement d. +pea with the pro&ect sponsor about releasing him from the team 3he strong alignment of the following three elements are particularly important for a well"functioning organization$ a. +trategy6 culture6 /?7 b. +tructure6 strategy6 matrix c. %ulture6 structure6 7+ d. %ulture6 structure6 strategy ?cinsey#s :+ ramewor consists of both hard and soft components.
c. %omplex d. Direct ;. An emerging ind of organizational structure is the -at organization. . 3he terms !strong#6 !balanced# and !wea#6 in the context of the matrix form of organizational structure6 refer to the$ a. Ability for the organization to achieve its goals b. Degree of authority the /? has over team members c. /hysical proximity of pro&ect team members to one another and to the /? d. Degree to which team members bond together 1@. A consulting company regularly builds teams to create products for clients.
1. A pro&ect manager has to deal with many cultures at the same time.
0. 3he Denison model of organizational culture deals with external and internal cultural factors. A dimension related to the external situation is$ a. %onsistency b. 8nvolvement c. ?ission d. 'mpowerment . As per +chneider#s model of four core culture types6 the leadership style of !%atalyst# is typically associated with  ___________ culture. a. %ultivation b. %ontrol c. %ompetence d. %ollective 5. 3he rohman culture model includes which of the following cultural types= a. /aternalistic b. 8ndividualized c. %ollaborative d. All of the above :. A !cultural architect# could be anyone on the pro&ect team except a(n)$ a. 8n-uential team member b. 'Mcient pro&ect coordinator c. /assive /? d. +ub&ect matter expert who eeps everyone connected ;. .
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d. 'arned 9alue ?anagement ;. 3heory J orientation is more liely to have which form of leadership style= a. Autocratic b. aissez"faire c. Democratic d. All of the above >. 3he /? is in a touch pro&ect situation6 with a large number of deadlines and several milestones behind schedule. 3here is a huge push from the sponsor to Kuicly complete the pro&ect and the team is woring in an !all hands on dec# mode.
1. 3hree important factors identied as being behind business misconduct are$ a. ,ationalization6 pressure and personal circumstances b. ,ationalization6 opportunity and pressure c. /oor decisions6 opportunity and pressure d. /ressure6 poor oversight6 opportunity 2. 3here may be more than one code of conduct applicable to the wor of a /?.
*. As part of professional and social responsibility6 a pro&ect manager must balance staeholders# interests. A customer has reKuested a change in a pro&ect that will have an obvious detrimental eHect on the local community. 3he /? is not an expert in assessing such an impact6 but believes this reKuest deserves special attention.
:. A pro&ect manager has been contracted by a company to manage the development of a software game. 3he /? discovers that half of the software developers are contractors and do not have legal software licenses. . 3he 0"9 model of ethical leadership incorporates all of the following6 except$ a. 9oice b. 9ision c. 9alues d. 9irtual 1@. 3he /?8 %ode of 'thics and /rofessional %onduct focuses on all of the following values6 except$ a. 3ransparency b. ,espect c. Bonesty d. airness Chapter 7

1. 3he 4,/8 tool can be used$ a. 3o assess clarity of goals b. As a !live# team survey c. 3o identify challenges in interpersonal processes d. All of the above 2.
a. A process of granting authority b. enecial for the /? c. Belpful in developing future leaders d. All of the above . 3he round robin techniKue provides for$ a. 3urn"taing in chairing pro&ect meetings b. 'ach team member to express their views regarding a particular solution or direction c. DiHerent individuals from the team to prepare the agenda for successive meetings d. Alternative roles to tae minutes 5. A team member is not performing well on the pro&ect because she is inexperienced in database development wor. 3here is no" one else available who is better Kualied to do the wor. .
Chapter 8

1. A !sleeping giant# can be described as a staeholder who is$ a. Bigh in power6 but low in interest with a negative attitude b. Bigh in power6 but has a negative attitude and is high in interest c. ow in interest6 with a positive attitude and high power d. ow in interest6 with a negative attitude and high power 2. According to the +taeholder Guadrant6 a staeholder who is a senior executive in the organization but less supportive of your pro&ect can be categorized as$ a. 4ood b. %ritical c. ,isy d. Desirable *. 3he pro&ect is going well but Nancy6 a ey executive from the 83 department6 is not on"side with the pro&ect. +he is a clear resistor to the plan. All of the following will help to bring Nancy on board for the pro&ect6 except$ a. /airing Nancy with a core team member on your pro&ect b. /airing Nancy with a ey supporter in the 83 department c. 8dentifying why Nancy is not supportive of the pro&ect d. Adding something to the pro&ect that would eep the core team happy 0. +hareholders would usually be categorized as woring within what direction of in-uence= a. 7utwards b. 8nwards c. Ipwards d. 3he most important direction of in-uence . Jou reKuire support on your pro&ect and reach out to ?ie6 a fellow /? in your /?7. ?ie has been extremely supportive of you as the new /?.
d. %hecing for %hanges :. 3he Kuestion6 !Bow engaged are the staeholders now6 compared to last month=#6 would most liely be ased in which step of the staeholder management cycle= a. ?anaging +taeholders b. %hecing for %hanges c. /rioritizing +taeholders d. 8dentifying +taeholders ;. 3he following are examples of +taeholder Analysis tools6 except$ a. +taeholder ?apping %ube b. +taeholder Guadrant ?odel c. +taeholder +upport %ircles d. +taeholder ?anagement Bistogram >. A !/ress 4ang# staeholder is more liely to be$ a. ow supportive and have low importance b. 'xtremely supportive and highly important c. ess supportive but highly important d. Bighly supportive but with low importance 1@. Jour sponsor is considered a !political shar# in the organization.
1. 3o ensure a team member understands the wor to be accomplished6 the pro&ect manager bay be more assured of the eHectiveness of his or her communication by$ a. %hecing for understanding and elaborating or clarifying where necessary b. ,estating the reKuest and asing for commitment c. ,estating the reKuest and using active listening d. 'mphasizing the importance of the wor and restarting the reKuest 2.
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d. All of the above 8n the communication process6 QnoiseR is a term used to describe factors and forces inhibiting the exchange of information between two or more parties. Noise includes of the following6 except$ a. 7thers taling in the bacground b. Inwanted music c. anguage d. 3echnical &argon 8n the pro&ect environment6 there are four general categories of communication$ formal6 written6 informal written6 formal verbal and informal verbal. 7f the following6 the one that is not an example of formal written communication is a _____________. a. /ro&ect charter b. /ro&ect budget c. /ro&ect management plan d. /ro&ect engineer#s notes %ommunicating to a group in a meeting multiplies the potential for misunderstanding unless an appropriate structure is maintained. 7ne ma&or communication consideration in obtaining good understanding and commitment is that$ a. 7b&ectives may not be realistic b. +tarting the meeting on time6 even before all participants arrive6 may mean that some people do not have all the information c. Asing for additional comments on a sub&ect only increases the amount of information to be processed d. +ilence on a matter does not indicate agreement or acceptance. Jou are appointed to manage a new pro&ect that has &ust received approval to start the planning phase. Jou are new to the organization and have inherited a pro&ect team previously selected by top management. 3he best method for initiating the communication process with the team and to establish expectations with the pro&ect team is to$ a. +end a formal memorandum to each team member outlining the pro&ect ob&ectives6 the reKuirements of the team6 and the time"frame for the wor b. /ersonally tal to each team member to determine what he would lie to do on the pro&ect and how that can be accommodated c. %all a brieng session to set forth management ob&ectives and provide direction as to how to those ob&ectives are to be met d. %all a ic"oH meeting to present the ob&ectives and open the -oor for discussion on how to achieve the ob&ectives

:. /ro&ect managers must write to a range of pro&ect staeholders.  3he most important aspect of the pro&ect manager#s correspondence is to ensure$ a. 3he grammar is correct b. 3he format is correct for the message c. 3he message is clearly conveyed d. 3he delivery of the message taes place within 20 hours ;. 3he virtual distance index is comprised of$ a. 7perational6 cultural and communication distances b. /hysical6 operational and cultural distance c. /hysical6 aMnity and cultural distance d. /hysical6 aMnity and operational distance >. 3im is a pro&ect manager who has performed very well. Jou6 as his manager6 would lie to give him a pay raise.
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c. %ondence d. Ininformed optimism 0. As part of change management6 all of the following can help you execute change better6 except$ a. %ase for %hange b. +ponsorship ?apL+taeholder Analysis c. %ommunication ?anagement /lan d. ,eKuirements document . Jou are leading a large scale pro&ect that will completely transform the logistics department. ?ost of the department managers are extremely resistant to the change and have openly opposed the transformation.
>. Jou are woring with two !change champions# and addressing a particular change challenge which was unanticipated.
1. 3he following are true about successful closure6 except$ a. %losure is an integral part of the pro&ect life"cycle b. 3his is the stage where you conduct a pro&ect post"mortem c. As the last stage of the pro&ect6 this is a step that received the least attention and is less important than other phases d. 'Hective closure reKuires a clean brea 2.
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b. Jour pro&ect is a success because it met the triple constraints of scope6 cost and time c. Jour pro&ect is a failure because even though the triple constraints were met6 the team is unhappy d. Jour pro&ect might not be a full success in the eyes of some team members Jou are the Director of the /ro&ect ?anagement %entre of 'xcellence in a wea matrix organization. Jou observer that pro&ects tend to repeat the same mistaes. 3he pro&ect schedule templates already include a Qlessons learnedR tas. 3here is a lessons learned repository. 8t is &oingly said that they are Qlessons observedR instead of Qlessons learnedR.
1@. a. b. c. d.

enets realization is about$ Alignment of the pro&ect and its deliverables with strategy eing consistent between what was promised in the business case and what is being delivered 'nsuring there are tracing mechanisms to determine if6 and to what extent6 the benets have been generated (and if they are in line with what was expected) All of the above