Ece326 exam2 pt2.txt

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Ece326 exam2 pt2.txt
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Second part of exam 2 questions
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  1. Earned value is calculated by taking the percent complete
    times the original budget.

    True
  2. Overhead costs and profit are typically included in the project baseline.
    False
  3. The major reasons for creating a baseline are to monitor and
    report progress and to estimate cash flow.

    True
  4. An undesirable schedule variance indicates that the project is running behind
    schedule.
    False
  5. The key to managing scope creep is change management.
    True
  6. The rule of using subjective estimated percent complete in combination with hard, tangible monitoring points works well on long-duration activities that can be broken into short discrete work packages.
    True
  7. Identify
    the steps in creating a control process that measure and evaluate project
    performance.
    • 1. Set the baseline plan

    • 2. Measure the progress and performance

    • 3. Compare plan against actual

    • 4. Take action as indicated by the results

  8. Conducting an earned value analysis requires three data elements. Identify the acronyms for each and describe what they are.
    • 1. PV; budgeted cost of work scheduled
    • 2. EV; budgeted cost of the work performed
    • 3. AC; actual cost of the work performed.
  9. In reviewing the budget report of a project, you notice that spending on the project is running about ten percent over plan. Is the project in trouble? Why or why not?

    You don't know for sure. The project may be in trouble however the cost overrun could be due to the project being ahead of schedule. You would need to have an earned value analysis run before you could tell.

  10. Typically, project progress reports are designed and communicated in written or oral form. Identify the common topic format for such progress reports.
    • 1. progress since last report

    • 2. current status of project

    • 3. cumulative trends
    • 4. problems and issues since last report

    • 5. corrective action planned

  11. A major tenant of the project audit is that:

    a. All problems are identified

    b. The outcome represents an independent, outside
    view of the project

    c. Only verifiable, non-judgmental, non-subjective data be
    used

    d. The identities of the audit team are kept secret

    e. A minimum number of people know that the audit is being
    conducted

    B. The outcome represents an independent, outside view of the project
  12. The traditional content model for a project audit presents
    information from the _____ prospective.

    a. Organization's

    b. Project team's evaluative view

    c. Customer's

    d. Both A and B are correct
    e. A, B, and C are all correct

    D. Both A and B are correct
  13. Which of the following is not one of the recommended
    sections of the audit report?

    a. Analysis

    b. Recommendations

    c. Classification of project

    d. Lessons learned

    e. Strategic objectives

    E. Strategic objectives
  14. Information on the project type, size, number of staff, and
    technology level would be included in which section of the audit report?

    a. Analysis

    b. Recommendations

    c. Classification of project

    d. Lessons learned
    e. Strategic objectives

    C. Classification of project
  15. Project mission and objectives, procedures and systems used,
    and organization resources used typically appear in the _____ section of the
    audit report.

    a. Analysis

    b. Recommendations

    c. Classification of project

    d. Lessons learned
    e. Strategic objectives

    A. Analysis
  16. Highlighting positive successes and giving credit to the
    project team for an outstanding contribution would typically appear in the
    _____ section of the audit report.

    a. Analysis

    b. Recommendations

    c. Classification of project

    d. Lessons learned

    e. Strategic objectives

    B. Recommendations
  17. The section of the Audit report that new project teams are
    likely to find most useful is the:

    a. Analysis

    b. Recommendations

    c. Classification of project

    d. Lessons learned
    e. Strategic objectives

    D. Lessons learned
  18. . Corrective actions that should take place would typically
    appear in the _____ section of the audit report.

    a. Analysis

    b. Recommendations

    c. Classification of project

    d. Lessons learned
    e. Strategic objectives

    B. Recommendations
  19. The most common circumstance for project closure is:

    a. Premature completion with some features eliminated

    b. Project completion meeting costs, schedule, and quality

    c. Project completion after modification of costs,
    schedule, or quality

    d. Project termination due to technical difficulties

    e. Perpetual projects that seem to go on and on before
    completion

    C. Project completion after modification of costs, schedule, or quality
  20. Which of the following activities do project managers
    consider the most significant barrier to project success?

    a. Planning

    b. Scheduling

    c. Organizing

    d. Staffing
    e. Directing

    A. Planning
  21. The typical mechanism for evaluation of teams is normally:

    a. A survey completed by the team members

    b. A personal interview of each team member

    c. An analysis by an outside consultant

    d. A survey completed by members of top management
    e. A survery completed by the internal or
    external customers

    A. A survey completed by the team members
  22. The project closure process includes all of the following
    except:

    a. Shutting down resources and releasing to new uses

    b. Reassigning project team members

    c. Conduct an audit

    d. Getting delivery acceptance from the customer

    e. Closing accounts and seeing all bills are paid

    C. Conduct an audit
  23. Project audits review why the project was selected and provide a reassessment of the project's role in the organization's priorities.
    True
  24. Project audits can be performed while a project is in process and after a project is completed.
    True
  25. Whether it is for an in-process audit or post-project audit, some project team members should be included in the audit evaluation.
    True
  26. The major goal of the audit report is to improve the way future projects are managed.
    True
  27. A project closure where the project is completed early with some parts of the project eliminated would be classified as project failure.
    False
  28. Nearly all studies of failed projects rank unclear project definition as a major barrier to project success.
    True
  29. A 360-degree performance evaluation includes feedback from peers, project managers, subordinates, and even customers.
    True
  30. Why are project audits important to an organization?

    The project audit is an instrument for supporting continuous improvement and quality management. They identify what went wrong and what went right. They identify changes to improve the delivery of future projects.

  31. Identify the five common parts to an audit report.
    • 1.classification of project
    • 2. analysis of information gathered
    • 3. recommendations
    • 4. lessons learned
    • 5. appendix
  32. Identify the five major wrap-up activities involved in closing down a project.
    • 1. getting delivery acceptance from the customer,
    • 2. shutting down resources and releasing to new uses
    • 3. reassigning project team members
    • 4. closing accounts and seeing all bills are paid
    • 5. Evaluating the project team, project team members, and the project manager.
  33. What guidelines should a project manager follow in conducting performance reviews?
    • 1. have the individual prepare a self-evaluation
    • 2. compare with standards not other people
    • 3. focus on specific behaviors rather than the
    • individual
    • 4. be consistent and fair with all team members
    • 5. Treat the review as a point in an ongoing process.
  34. If a construction company in Dallas builds a bridge in Houston, the project would be classified as

    a. Global

    b. Overseas

    c. Local

    d. Domestic

    e. Foreign

    D. Domestic
  35. If the Lincoln Log Construction Co. (based in Chicago) built
    an assembly plant for General Motors in Nigeria, the project would be classified as

    a. Global

    b. Overseas

    c. Local

    d. Domestic

    e. Foreign

    B. Overseas
  36. If IBM built a computer system for Outback Barbie Inc.
    (based in Australia) at their corporate headquarters in Sydney, the project
    would be classified as

    a. Global

    b. Overseas

    c. Local

    d. Domestic
    e. Foreign

    E. Foreign
  37. McDonald's is creating a multinational distribution system
    for all of its foreign and domestic subsidiaries. The project manager is from
    the corporate headquarters and he manages teams from each of the countries
    involved. The project would be classified as

    a. Global

    b. Overseas

    c. Local

    d. Domestic
    e. Foreign

    A. Global
  38. Which of the following is not one of the potential results
    for the international project manager?

    a. Personal risk

    b. Career opportunities

    c. Missed career opportunities

    d. Increased income

    e. All of these are potential results

    E. All of these are potential results
  39. The major issues dealing with international project
    management include all of the following except:

    a. Selection and training of personnel for international
    projects

    b. Foreign currency exchange rates

    c. Location of international expansion

    d. Environmental factors
    e. Challenge of working in a foreign culture

    B. Foreign currency exchange rates
  40. . Concern about the local restrictions on toxic waste is
    classified as which of the following environmental factors?

    a. Economic

    b. Geographic

    c. Legal/political

    d. Infrastructure
    e. Culture

    C. Legal/political
  41. The growing presence of the Russian Mafia has discouraged
    many foreign firms from setting up operations in the former Soviet Union. This
    is an example of which of the following environmental factors?

    a. Security

    b. Economic

    c. Cultural

    d. Legal/political
    e. Infrastructure

    A. Security
  42. As a response to the events of September 11, 2001, the moving of personnel, materials, and equipment across international borders has created border congestion with increased costs and time. This is an example of which of the following environmental factors?

    a. Cultural

    b. Infrastructure

    c. Geographic

    d. Security
    e. Legal/political

    D. Security
  43. An information systems specialist reported that his performance on a project in Northern Sweden declined due to sleep deprivation during the summer months in which there was 20 hours of daylight each day. This is an example of which of the following environmental factors?

    a. Cultural

    b. Legal/political

    c. Geographic

    d. Economic

    e. Infrastructure

    C. Geographic
  44. Inflation rates, import quotas and tariffs, and education
    level of the workforce are examples of which of the following environmental
    factors?

    a. Legal/political

    b. Security

    c. Cultural

    d. Infrastructure
    e. Economic

    E. Economic
  45. Needs for a project could include telecommunications, transportation, power, and availability of technically skilled talent. This is an example of which of the following environmental factors?

    a. Geographic

    b. Infrastructure

    c. Economic

    d. Legal/political

    e. Cultural

    B. Infrastructure
  46. Communications difficulties because of different languages, social standards, and religious views are examples of which of the following environmental factors?

    a. Geographic

    b. Security

    c. Cultural

    d. Legal/political
    e. Infrastructure

    C. Cultural
  47. Which of the following can help a project manager to digest, clarify, and understand the factors leading to the selection of a specific project?

    a. Risk matrix

    b. Priority matrix

    c. Responsibility matrix

    d. Gantt chart
    e. Contingency matrix

    A. Risk matrix
  48. Culture is a concept that encompasses all of the following
    except:

    a. Shared norms

    b. Beliefs

    c. Values

    d. Economic level

    e. Customs

    D. Economic level
  49. For most project managers, the biggest difference in managing an international project is operating in a national culture where projects are done differently, using different project management techniques and tools.
    False
  50. Americans tend to underestimate the importance that relationship building plays in conducting business in other countries.
    True
  51. Two of the biggest adjustments Americans typically have to make in working abroad is adapting to the general pace of life and the punctuality of people.
    True
  52. Mexicans tend to perceive Americans as being cold and that most Americans look down upon them.
    True
  53. Saudi Arabians can be difficult to negotiate with because they often ignore facts no matter how convincing they may be and they also tend to be quite secretive about their positions.
    False
  54. In dealing with the French, a lot of what get done is a result of going through administrative channels, which involves a lot of red tape and efforts to avoid sidestep this can be regarded as disrespect for legal and governmental institutions.
    False
  55. Many outsiders consider the Chinese system of guanxi to be like nepotism where decisions are made based on family ties instead of an objective assessment of ability.
    True
  56. Mexicans tend to be more cautious and want to spend more time discussing risks and potential problems that Americans might dismiss as improbable or irrelevant.
    True
  57. Saudis attach little importance to status and rank with the bypassing of legal channels and red tape a common occurrence.
    False
  58. Identify
    and discuss three guidelines/cautions in working with Mexicans on projects.
    • 1. tend to be passionate and emotional when arguing

    • 2. meetings ratify what was agreed to in private

    • 3. avoid direct confrontation or criticism

    • 4. value managers who treat them in a friendly but dignified manner

    • 5. titles are extremely important

  59. Identify and discuss three guidelines/cautions in working with the French on projects.
    • 1. they value punctuality

    • 2. neatness and taste are very important

    • 3. difficult to negotiate with as they ignore facts

    • 4. work is an intellectual exercise

    • 5. managers are experts

  60. Identify and discuss three guidelines/cautions in working with Saudi Arabians on
    projects.
    • 1. never display feelings of superiority
    • 2. heavy use of administrative channels
    • 3. connections are important
    • 4. patience is critical
    • 5. important decisions are made in person
  61. Identify and discuss three guidelines/cautions in working with Chinese on projects.
    • 1. slow in formulating plan but good progress

    • 2. reciprocity is important in negotiations

    • 3. they are less animated and avoid open displays and physical contact

    • 4. less significance on time

    • 5. obligated to assist the disadvantaged

  62. Identify and discuss three guidelines/cautions in working with Americans on projects.
    • 1.influence of women professionals
    • 2. no business gifts
    • 3. friendly and open
    • when first meeting
    • 4. Noncontact culture
    • 5. results-oriented decision making
  63. Which of the following is not one of the techniques to
    insure that projects meet the needs of the organization?

    a. Standards

    b. Procedures

    c. Accountability

    d. Controls

    e. All of these are correct

    D. Controls
  64. The importance of the increase in project oversight to
    today's project manager includes all of the following except:

    a. Increase in expected profits from projects

    b. Increased interest in supporting and helping the project
    manager

    c. Impact on the environment in which the project will be
    implemented

    d. Impact on how the project manager's performance will be
    measured

    e. The reporting of project progress to an
    oversight group

    A. Increase in expected profits from projects
  65. The centralized management of projects to ensure that the allocation of resources to projects is directed toward projects that contribute the greatest value to organization goals is known as:

    a. Portfolio Project Management

    b. Project Office Management

    c. Project Management Optimization

    d. Project Priority Matrix Management

    e. Resource Allocation Optimization

    A. Portfolio Project Management
  66. Which of the following is responsible for the continued support of consistent application of selection criteria, standards, processes, training, and general assistance to project managers?

    a. Portfolio Project Management

    b. Project Office Management

    c. Project Management Optimization

    d. Project Priority Matrix Management

    e. Resource Allocation Optimization

    B. Project Office Management
  67. Which of the following firms use project offices to
    coordinate projects and to ensure best practices are being used to manage
    projects?

    a. Hewlett Packard

    b. International Business Machines

    c. Dell

    d. Both A and B are correct
    e. All the above are correct

    E. All the above are correct
  68. The in-depth review of individual projects at specific
    phases in the project life cycle is known as:

    a. Project Assessment Checkpoint Reviews

    b. Go/Kill Decision Review Methodology

    c. Phase Gate Methodology

    d. Stargate Review Methodology
    e. None of these are correct

    C. Phase Gate Methodology
  69. Research on project success and failure consistently points
    to the major reason behind project failures being

    a. Lack of tools to determine accurately the project's
    progress

    b. Lack of organizational commitment to project management

    c. Poor planning

    d. Shortage of qualified project managers
    e. All of these are major reasons

    C. Poor planning
  70. Career issues in the field of Project Management include:

    a. No set career path for becoming a project manager

    b. The temporary nature of project management assignments

    c. Professional training and certification

    d. The use of mentors

    e. All of these are career issues

    E. All of these are career issues
  71. Successful project management is essentially a

    a. Trade off among the needs of team members and the demands
    of top management

    b. Balancing act between people and technology

    c. Trade off among cost, time, and quality

    d. Both A and C are correct
    e. A, B, and C are all correct

    E. A, B, and C are all correct
  72. A successful career in project management would include all
    of the following except:

    a. Professional training

    b. Gaining visibility

    c. Mentors

    d. Avoiding failed projects

    e. All of these are important

    E. All of these are important
  73. Which of the following is an unlikely source of training to
    improve project management skills?

    a. In-house training

    b. On-the-job training

    c. Trade magazines

    d. Advanced university degrees

    e. All of these are potential sources

    E. All of these are potential sources
  74. Project oversight can be defined as a set of principles and processes to guide and improve the management of projects.
    True
  75. Project oversight is typically achieved through an executive committee, oversight group, or a project office.
    True
  76. Project offices are known to result in positive benefits such as serving as a bridge between senior management and project managers.
    True
  77. Phase gate methodology was originally developed for the construction industry.
    False
  78. The decision points at each phase gate are known as "Go, Kill, Hold, or Recycle" decisions.
    True
  79. It is extremely rare that a project that is executing on
    time, on budget, and meeting project goals will
    be "killed".

    False
  80. The Proposal phase answers the fundamental question: Is the project a good idea and does it solve a business problem or issue?
    True
  81. A key question to managing future projects is how to manage projects with loosely defined or unstable scopes accompanied by high levels of uncertainty.
    True
  82. Briefly describe what "Project Oversight" is and why it is important to Project Management.
    Project oversight is a set of principles and processes to guide and improve the management of projects. It is important because of the profound paradigm shift that has occurred over the last few years.
  83. The typical activities of project oversight cover two dimensions. Identify those two dimensions and give two examples of activities for each of those dimensions.
    • 1. organization level Examples; project selection, portfolio management, improving project management, assessing the project management system maturity and using the Balance Score Card.

    • 2. project level Examples; review project objectives, decide on issues raised by PM, and track and assist in resolving bottlenecks.

  84. What is Portfolio Project Management?
    It is the centralized management of projects to ensure that the allocation of resources to projects is directed toward projects that contribute the greatest value to organization goals.
  85. What is the Project Office and what is its relationship to oversight?
    It is the unit responsible for the continued support of consistent application of selection criteria, standards, processes, training, and general assistance to project managers, and continued improvement and use of best practices. The project office is used as the vehicle to support and manage oversight activities.
  86. What is Phase Gate Methodology and what does it do?
    It is the in-depth review of individual projects at specific phases in the project life cycle. These reviews cover assessments to continue or kill the project, reassess resource allocation, reassess prioritization, evaluate execution progress, and strategic alignment decisions

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