Management MCQ 76-100 - 90192

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76. The best approach to network representation of a large and hugely complex project is to _____________. a. represent all activities and relationships b. simplify network logic and reduce it to the most meaningful relationships c. use AOA d. use AON 77. CCPM advocates performing all noncritical activities ______________. a. as late as possible b. as early as possible c. before starting the critical path d. after completing the critical path 78. An important departure from traditional project management is that critical chain project management logic ______________. a. changes from a late finish to an early start approach b. factors in the effects of resource contention c. adjusts expected activity durations to reflect a 95% probability of completion on time d. creates a separate safety margin for each activity in the project 79. In order to resolve a resource conflict, it is advisable to ______________. a. work backwards from the end of the project b. work forwards from the start of the project c. begin activities at their earliest possible start time d. complete activities at their earliest possible finish time 80. When choosing the most viable solution to resource conflict issues, the best option is the one that ______________. a. minimizes total network slack b. minimizes total network schedule disruption c. maximizes total network slack d. maximizes activity late start times 81. A system-wide constraint is called a ______________. a. rope b. resource c. drum d. chain 82. Successful implementation of CCPM depends on first _____________. a. identifying the critical chain that meanders through the project organization’s portfolio of projects. b. identifying the constraint that holds hostage the project organization’s other resources c. examining and changing the culture of the project organization d. exploiting the drum by using it to subordinate the existing PERT network 83. The best method for establishing the existence of resource conflicts across project activities uses _____________. a. Gantt charts b. network diagrams c. Pareto diagrams d. resource-loading charts 84. A measurement process that determines the project goals and then the degree to which the actual performance lives up to these goals is ______________. a. metric system b. goal-performance linkage c. five degrees of separation d. gap analysis 85. Penalty clauses for schedule slippage are sometimes referred to as _______________. a. liquidated damages b. punitive damages c. temporal assessments d. late fees 86. A tracking Gantt chart cannot show ______________. a. the reason an activity has slipped b. which activities are ahead of schedule c. which activities are on schedule d. which activities are behind schedule 87. A tracking Gantt chart does not allow for ______________. a. looking at today’s activity progress and determining whether a single activity is behind scheduled b. future projections of the project’s status c. looking at today’s activity progress and determining whether the entire project is behind schedule d. looking at today’s activity progress and determining whether a single activity is ahead of schedule 88. It is possible to measure _____________ with the tracking Gantt chart. a. only positive deviations from the schedule baseline b. only negative deviations from the schedule baseline c. both positive and negative deviations from the schedule baseline d. both positive and negative deviations from the budget 89. If significant deviations from the project plan are detected, corrective action is taken and then _____________. a. the monitoring and control cycle begins anew b. project goals are adjusted to reflect current reality c. the project stakeholders are informed of the budget or time difficulties d. the critical chain is reviewed for task dependency 90. The classic project S-curve is a plot of ______________. a. labor hours versus money expended b. money expended versus elapsed time c. elapsed time versus labor hours d. number of personnel versus days behind schedule 91. A measurement process that determines the project goals and then the degree to which the actual performance lives up to these goals is _____________. a. metric system b. goal-performance linkage c. five degrees of separation d. gap analysis 92. Earned value management jointly considers the impact of ______________. a. time, cost and planned cost b. project performance, planned performance and cost c. performance, cost and time d. planned cost, planned performance and time 93. Which of these concerns does not belong in the assessment of team performance in a project final report? a. Were the stakeholder’s concerns addressed? b. Were the best people in the organization selected to work on this project? c. How were our project team members trained for their duties? d. Does the project manager have the ability to evaluate worker performance? 94. A final report section on the techniques of project management would include an honest assessment of whether the ______________. a. benefits promised to the client were actually delivered b. resource costs could be better estimated c. project workers came together as a team d. the project finished on time 95. The primary goal in requiring a project final report is to _____________. a. formally close-out the project b. provide the customer with a sense of completion c. lay the groundwork for successful future projects d. find out the root cause for all failures, both major and minor 96. The project final report is fundamentally ______________. a. a historical record b. a review of human activity c. window dressing for the project d. a forward-looking document 97. In nonbinding arbitration, _____________. a. the judge can offer suggestions for dispute resolution but cannot enforce these opinions. b. the two parties agree to open up, or unbind, their books for inspection by the other party. c. the client and project organizations both agree to perform exactly what the judge decrees. d. the client and project organizations are not bound by the rules of law. 98. The goal of a lessons learned meeting is to recapitulate the series of events _____________. a. as subjectively as possible b. from the project manager’s viewpoint c. as intuitively as possible d. from all possible viewpoints 99. Some of the greatest challenges facing project teams during termination is ______________. a. maintaining the energy and motivation to finish b. providing accurate data for the project final report c. providing accurate root cause analysis for the project final report d. finding another project to begin 100. An example of an external intellectual issue is the _______________. a. control of charges to the project b. screening of partially completed tasks c. identification of outstanding commitments d. determinants of requirements for audit trail data
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