This document provides a tutorial on project management frameworks and key concepts. It covers 20 multiple choice questions about projects, project organizations, and the roles of project managers. Key topics addressed include the definition of a project, different types of project organizations (functional, matrix, projectized), a project manager's authority and communications in different settings, and the purpose and creation of lessons learned documents.
This document provides a tutorial on project management frameworks and key concepts. It covers 20 multiple choice questions about projects, project organizations, and the roles of project managers. Key topics addressed include the definition of a project, different types of project organizations (functional, matrix, projectized), a project manager's authority and communications in different settings, and the purpose and creation of lessons learned documents.
This document provides a tutorial on project management frameworks and key concepts. It covers 20 multiple choice questions about projects, project organizations, and the roles of project managers. Key topics addressed include the definition of a project, different types of project organizations (functional, matrix, projectized), a project manager's authority and communications in different settings, and the purpose and creation of lessons learned documents.
This document provides a tutorial on project management frameworks and key concepts. It covers 20 multiple choice questions about projects, project organizations, and the roles of project managers. Key topics addressed include the definition of a project, different types of project organizations (functional, matrix, projectized), a project manager's authority and communications in different settings, and the purpose and creation of lessons learned documents.
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Tutorial (1)
Project Management Framework
1. A project is:
A. Temporary and unique.
B. Repetitive work. C. Work that can be accomplish within 40 month. D. Work required to sustain a business.
2. Which of the following is Not an Example of a project?
A. Issuing of monthly invoices.
B. Implementation of new software program. C. Design of new department store. D. Construction of bridge.
3. During project executing, a project manager from information system department is trying to complete the project, yet is constantly faced with interference from the manager of the engineering department. T he engineering department keep changing the resources assigned to the project team and their availability. What type of matrix does this presents?
A. Strong matrix. B. Weak matrix. C. Functional matrix. D. Tight matrix.
4. Which of the following factors is NOT considered to be a project constraint?
A. Scope. B. Time. C. Cost. D. Appearance.
5. In a projectized organization, the project team:
A. Reports to many bosses.
B. Has no loyalty to the project.
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C. Reports to the functional manager. D. Will not always have a "home."
6. A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work and the project manager has little authority to properly assign resources. What form of organization must the project manager be working in?
A. Functional. B. Matrix. C. Expediter. D. Coordinator.
7. A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be:
A. Simple. B. Open an accurate. C. Complex. D. Hard to automate.
8. A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?
A. The project manager.
B. The functional manager. C. The team. D. Tight matrix.
9. Who has the MOST power in a projectized organization?
A. The project manager.
B. The functional manager. C. The team. D. They all share power. 10. All of the following are characteristics of a project EXCEPT:
A. Temporary. B. Definite beginning and end. C. Interrelated activities. D. Repeats itself every month.
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11. The skills required for effective project management includes knowledge of standard and regulations, understanding the project environment and :
A. Application area knowledge.
B. Engineering knowledge. C. Software knowledge. D. Financial knowledge.
12. A project manager is managing his second project. Though his first project is small, this one seems to be growing in size every day. As each day passes, the project manager is beginning to feel more and more in need of help. The project manager has recently heard that there was another project in the company last year that is similar to his second project. What should he do?
A. Contact the other project manager and ask for assistance.
B. Obtain historical records and guidance from the (PMO). C. Wait to see if the project is impacted by the growth in scope. D. Make sure the scope for the project is agreed to by all the stakeholders.
13. One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities among projects in a company?
A. The project manager.
B. The project management team. C. The project management office. D. The team.
14. In what type of organization are employees grouped by specialty:
A. Projectized. B. Week matrix. C. Strong matrix. D. Functional. 15. Operational work is different from project work in that it is:
A. Unique B. Temporary C. On-going and repetitive. D. A part of every project activity.
16. Company procedures require the creation of a lessons learned document. Which of the following is the BEST use of lessons learned?
A. Historical records for future projects.
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B. Planning record for the current project. C. Informing the team about what the project manager has done. D. Informing the team about the project management plan.
17. Lessons learned are collected from:
A. The project manager. B. The team. C. The sponsor. D. The stakeholders.
18. Consideration of ongoing operations and maintenance is crucially important to products of
projects. Ongoing operations and maintenance should:
A. Be included as activities to be performed during project closure.
B. Have a separate phase in the project life cycle, because a large portion of life cycle costs is devoted to maintenance and operations. C. Not be viewed as part of a project. A project is temporary with a definite beginning and end. D. Be viewed as a separate project.
19. What is a program?
A. An initiative set up by management.
B. A means to gain benefits and control of related projects. C. A group of unrelated projects managed in a coordinated way. D. A government regulation.
20. A company is making an effort to improve its project performance and create historical records of past projects. What is the BEST way to accomplish this?
A. Create project management plans.
B. Create lessons learned. C. Create network diagrams. D. Create status reports.
