Midterm Reviewer || Project Management C 6.

This is the commitment of financial, human and

technical resources that might amplify over the course of
CHAPTER 1: Project Management In Today’s Time the life cycle of the project.
a. Creativity c. Resources
I. Multiple Choice b. Project stake d. Uncertainty
C 7. It is the science and art in the application of
D 1. Which of the following is the reason why a project is
knowledge, skills and techniques to execute projects
different from other organizational efforts being
effectively and efficiently toward the accomplishment of its
undertaken by most organizations?
goals and objectives.
a. it has an established objective
a. Project coordination c. Project management
b. it has a defined life span with beginning and an end
b. Project integration d. Project maintenance
c. it is doing something that has never been done before
d. all of these reasons D 8. It is the act of furnishing the customer more than what
he initially requested for.
A 2. It is the measurable and tangible outcome or the result
a. Gold-buying c. Gold-mining
of the completion of the project or the end of the project’s
b. Gold-creating d. Gold-plating
life cycle.
a. Deliverable c. Hardware D 9. It is a constraint enforced by the application of
b. Software d. None of these traditional project management.
a. Advantage c. Disadvantage
A 3. It is a “must” project to meet the new requirements
b. Constraint d. Limitation
enforced by management itself and regulating bodies like
the government having penalties that await B 10. It is a temporary unique group activity intended to
non-compliance. meet specific objectives with constraints and requirements
a. Compliance c. Operational in scope, budget, schedule, resources, performance factors
b. Emergency d. Strategic and value designed to meet customer needs.
a. Product c. Prospectus
C 4. Typhoon “Ondoy” destroyed the plant of ABC Conpany,
b. Project d. None of these
a firm engaged in snack food manufacturing. In order not
to hinder its future operations, what particular type of
II. True (T) or False (F)
project to renovate the plant destroyed by this strong
typhoon?
F 1. Hardware (Software) deliverables are those items like reports,
a. Operational c. Emergency
studies, handouts and documentation.
b. Mission critical d. Compliance
F 2. An emergency (strategic) project is vital to support the long
B 5. It is a compilation of a commonly sequential project term mission of increasing revenue and market share.
phases from the time it is originally envisioned until the T 3. The project starts as soon as a “go ahead” signal from
time it is either make use of as a success or discarded as a management is given.
failure. T 4. A project normally struggles with functional departments in
a. Product life cycle c. Industry life cycle terms of human resources and other resources.
b. Project life cycle d. None of these T 5. Closure occurs when the project is completed and transferred to
the customer, its resources reassigned and the project formally ends.
T 6. Project goals prioritize what is most essential.

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T 7. Project management is important in the development of more
D 3. It is a first process to appraise each project proposal
customized products and services.
and decide on the premier priority project/s for more
F 8. Project goals (attributes) illustrate project performance and
analysis.
activity condition.
a. project management c. project portfolio
T 9. The reliance on functional management is a chief limitation in
b. project maturity d. project selection
project management.
T 10. Speed is now a source of competitive advantage. A 4. The choice to embark on the project is founded on a
desire to preserve the company’s competitive position in
III. Enumeration that market.
a. competitive necessity c. product line extension
Five (5) classifications of project b. operating necessity d. sacred cow
1. Compliance
D 5. It measures the time it will take to recover the project
2. Emergency
investment .
3. Mission critical
a. benefit-cost ratio c. net presente value
4. Operational
b. internal rate of return d. payback period
5. Strategic
A 6. It spells out project performance markers that permit
Five (5) limitations of project management
contrasting predicted and real performance, aside from
1. Failure to “stick” with the project scope
observing and reporting schedules.
2. Failure to completely make parallel the project objectives
a. performance management plan
with the business/organizational strategy
b. project management maturity
3. Failure to administer projects with unstipulated budget
c. project selection model
and/or schedule
d. strategy management
4. Reliance on functional management
5. Pursuing an exclusive methodology D 7. Which among the following is a key player who
performs delicate responsibilities in the project portfolio
CHAPTER 2: Strategic Management And Project management?
a. executive team c. project portfolio manager
I. Multiple Choice b. project manager d. all of them
C 8. It is the set of documents presented for assessment.
D 1. It is making a decision how the organization will
a. project deliverable c. project proposal
compete its rivals in the industry where it is participating.
b. project documentation d. none of these
a. outcome c. process
b. management d. strategy D 9. Which among the following is NOT a significant
criteria in choosing project?
D 2. What are the challenges being faced by modern-day
a. realism c. flexibility
organizations in terms of project management maturity?
b. cost d. quality
a. tie a project or groups of projects more strongly to the
organization’s goals and strategy D 10. It is the discount rate which equates the present value
b. manage the increasing quantity of ongoing projects of the future cash flows of an investment with the initial
c. create projects successfully investment.
d. all of these a. Profitability index c. net present value

2
 b. payback period d. internal rate of return 3. Low maturity
OR
II. True (C) or False (I) 1. an organization starts with unplanned project management
practices, with no common language and methods to
C 1. A project converts strategy into a new product, service, and undertake a project.
process. 2. As the firm becomes more mature, it establishes common
C 2. A shorter payback period is better for a project. practices for adoption, begins to train pool of project
C 3. The appropriate level of maturity differs for every organization management professionals, set up procedures and processes
based on its definite goals, strategies, resource capabilities, scope, for launching and controlling its projects among others.
and needs. 3. Lastly, at the last stage the organization does not only make
I 4. The second (first) step in project selection calls for the naming of project management a significant part of its operations but
the project concepts or ideas with a written brief description of each explores ways to make continuous improvements of its
project. techniques and procedures.
I 5. The model (project manager) makes the desicion not the project
manager (model). CHAPTER 3: The Project Manager
I 6. Non-numeric models make use of numbers to measure both
objective and subjective criteria. I. Multiple Choice
C 7. Considering all details in every aspects of the project planning
enhances the chance of a successful project. C 1.He is the person who has the overall responsibility for
I 8. In order to modernize a manufacturing facility, an operating the successful initiation, planning, design, execution,
(competitive) necessity model for project selection must be used. monitoring, controlling and closure of a project.
I 9. A model is a complete (fractional) version of the certainty it a. operations manager c. project manager
intended to replicate and can produce an optimal decision. b. production manager d. program manager
I 10. A strong link to the organization’s strategy is not (is a must)
B 2. This is a skill requirement of a project manager for
necessary for every project.
him to motivate people who do not work for them, and
keep teams working effectively together.
III. Enumeration
a. communication c. technical
b. management and leadership d. time management
Three (3) phases of Project Portfolio Management (PPM)
1. Preparation C 3. What particular credibility character is being looked
2. Execution for in the choice of a project manager?
3. Performance management a. administrative c. both A and B
b. technical d. neither A nor B
Four (4) numeric models of project selection
1. Payback period D 4. Which among the following is a major stress often
2. Internal Rate Of Return experienced by a project manager?
3. Net Present Value a. no standard set of procedures and techniques
4. Benefit-cost ratio b. too much work to do
c. so many changes of the parent organization
Three (3) incremental steps in project management maturity
d. all of these
1. High maturity
2. Moderate maturity

3
C 5. He is responsible for carrying out tasks and generating I 4. The particular responsibilities of the project manager do not
deliverables as delineated in the project plan and (may) differ based from the type industry, the organization size, the
supervised by the project manager. organization maturity, and the organization culture.
a. program manager c. project team member I 5. In reality, the project manager has (has no) direct subordinates
b. project engineer d. tooling manager under his supervision.
I 6. Due to the temporary nature of a project, the future of the team
C 6. They are effective project team members are primed
members must not be given concern by the project manager.
even from the start; prepared, eager and enthusiastic to get
I 7. A project manager ought to persuade project team members to
the job.
recognize problems early and be dependent (self-direct) on him in
a. influential c. self-starters
resolving them.
b. motivational d. team players
C 8. Budgeting time wisely and immediately adjusting priorities is
D 7. Which among the following responsibilities is required of the project leader.
universal to all project managers? I 9. A committed (supportive) team will check in with one another to
a. handle the project risk c. cope with the project budget learn the project status and learn whether any of their teammates
b. control the project schedule d. all of these need help.
C 10. The title of a “manager” can be granted to almost any role since
D 8. Who among the following individuals could be given a
it signifies a particular level of experience or power.
project manager responsibility later on?
a. tooling manager c. manufacturing engineer
III. Enumeration
b. project engineer d. all of these
B 9. These members are much more likely to give 100 Five (5) points of comparison between a program manager and a
percent at every step of the project and go above and project manager
beyond when required. 1. Authority
a. creative c. dependable 2. Project success
b. committed d. supportive 3. Staff management
4. Technology management
D 10. This skill of a project manager makes him create
5. Skills
structure from chaos by using specific tool such as
6. Role
charters, risk assessments, Gantt charts, decision matrices,
7. Competency
and many other tools throughout the project.
8. Approach
a. develop people c. problem solving
b. interpersonal d. organizational Five (5) characteristics of an effective project team to look for from
candidates to work on an upcoming project
II. True (C) or False (I) 1. Team Players
2. Self-Starters
C 1. The project manager is an essential input in the success of any 3. Influential
project. 4. Motivational
I 2. Training and development of people working for the project is a 5. Have Skills and Experience
commitment of the functional (project) manager. 6. Dependable
C 3. The choice of a project manager is a crucial decision relating to 7. Can Communicate Well
the management of a project. 8. Committed

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 9. Can Think Creatively c. scarce resources
10. Supportive d. interpersonal relationships
D 7. In order to succeed using negotiation process, it is
CHAPTER 4: Management Conflicts And Negotiations
essential to know how to bargain. Which is a key
requirement to take into reflection when negotiating a
I. Multiple Choice
conflicted issue?
a. conflicts must be resolved with no irremediable damage to
A 1. It is the process by which individuals or groups
the project’s objectives
perceived that someone has taken action that has
b. the techniques must promote honesty among negotiators
frustrated or is about to frustrate a major concern of his or
c. the solution must gratify the needs of the bargaining parties,
their interests.
other parties to the conflict, and the parent organizations
a. conflict c. perception
d. All of these
b. negotiation d. perception
D 8. This is a proposition recommended in creating an
D 2. Which fundamental issue which causes conflict can
effective negotiating strategy, which is:
transpire in any organization within the workplace?
a. seperate the objective from the problem
a. ambiguous definitions of role responsibility
b. focus on interests and not in positions
b. conflict of interest
c. prior to trying to achieve agreement, formulate alternatives
c. lack of resources
for reciprocal gains
d. all of these
d. all of these
C 3. The definition of conflict states a significant thing,
C 9. Rivalry over resources, like money, time and
which is?
materials, could cause:
a. it is a process c. both A and B
a. for the teams to destabilize each other
b. it is perceptual in nature d. neither A nor B
b. lead to conflict among departments or other work groups
B 4. It is the process of engaging in a conflict exchange c. both A and B
offers and counteroffers by two conflicting to find a d. neither A nor B
mutually acceptable agreement.
D 10. Which among the following is a conflict during the
a. conflict c. perception
main program of the project life cycle?
b. negotiation d. process
a. conflict in schedule as actual work under way
B 5. This type of compromising is the art of soliciting b. get schedule back on track to avoid delay
agreement with the other party while preserving a c. catching up require extra resources
principled “win-win” attitude. d. all of these
a. management negotiation c. project negotiation
b. principled negotiation d. none of these II. True (R) or False (W)
A 6. This is a fundamental issue in conflict characterizee by
R 1. The opposing ideas of people involved on the same project on
vagueness on who is in charge for what area of a project or
how to attain project objectives could be a reason for conflicts.
task.
W 2. It is necessary that a project manager understands the
a. ambiguous definition of responsibility
importance of negotiation in projects even with less training (but
b. conflict of interest
should have a good training) in the art of doing it.

5
R 3. Conflict is a normal part of project team’s life. a. production manager c. program manager
W 4. It is significant to keep in mind toward concentrating on people b. project manager d. quality assurance manager
(the issue), not the issue (people) when handling conflict in an
B 2. It is a structure that facilitates the coordination and
organization.
implementation of project activities.
W 5. The nature and intensity of conflicts do not vary over each
a. organizational chart c. program organization
stage of the life cycle of a project.
b. project organization d. top management
W 6. Negotiation is a dispensable (indispensable) process for parties
to a conflict in order to put solution on their issues. C 3. It illustrates that individuals located nearer to the peak
R 7. The objective of negotiation is to lessen or put an end to the of the pyramid have greater authority and responsibility
conflict. compared to members positioned to the bottom.
W 8. The different personalities of the people concerned in the a. organizational chart c. pyramid structure
organizational structure have no (has a) significant roles in conflict b. organizational structure d. none of these
resolution.
A 4. It is characterized with team members forming strong
W 9. Since conflict is based on perception, it does matter (it does not
attachments to the project and to each other known.
matter) if a party has actually offended the other party.
a. projectitis c. project
R 10. Negotiating is the “win-win” solution to conflict resolution in
b. projectus d. projectile
project management.
B 5. It is actually a project management structure that
III. Enumeration combines the very best components of functional
organization and project organization structures.
Seven (7) types of conflicts a. functional c. projectized
1. Conflict over project priorities b. matrix d. none of these
2. Conflict over administration procedures
B 6. The balance of authority in this form is strongly
3. Conflict over technical opinions and performance trade-offs
inclined on the side of the project manager.
4. Conflict over human resources
a. balanced c. weak
5. Conflict over cost and budget
b. strong d. none of these
6. Conflict over schedules
7. Personality conflict D 7. It has a project team that may work in different time
zones, in geographically dispersed, in different
Three (3) key requirements when negotiating a conflicted issue
oganizations, and in different cultures.
1. Conflicts must be resolved with no irremediable damage to
a. functional c. projectized
the project’s objectives.
b. matrix d. virtual
2. The techniques must promote honesty among negotiators.
3. Make the solution take place on the project that must gratify D 8. This manner of communication saves time and money
the needs of the bargaining parties, other parties to the for the geographically dispersed team for periodic
conflict, and the parent organizations. face-to-face meeting.
a. Internet c. Teleconferencing
CHAPTER 5: Project Management Organizational Structure b. Pager d. Videoconferencing
D 9. It provides a faster and cheap mode of communication
C 1. He synchronizes groups of related projects instead of
worldwide.
just manage individual projects.
a. Videoconferencing c. Telephone

6
 c. Teleconferencing d. Internet 2. The Pager
3. Teleconferencing
D 10. Who is responsible for the choice of the
4. Videoconferencing
organizational form in managing a project?
a. functional manager c. program manager Three (3) basic considerations that may influence the selection of the
b. project manager d. top management organizational structure for project management
1. Project size
II. True (R) or False (W) 2. Project length
3. Experience with project management organization
W 1. A setting up of new production machine in an operating 4. Philosophy and visibility of upper level management
production line where the old machine is detached and new machine 5. Project location
included into the production system is an example of a projectized 6. Available resources
organization (functionally organized project). 7. Unique aspects of the project
W 2. There are no formal departments in a matrix (projectized)
organization. CHAPTER 6: Project Activity Planning
R 3. The best project organizational structure balances the needs of
the project with the needs of the organization. B 1. It is normally created by jotting down the order of
R 4. Pager is good for quick response to problems and issues. activities needed to implement the project from the start to
W 5. The form of organizational structure that will be employed for completion.
the project is not a (one of the) vital decision in project management. a. project charter c. project scope
R 6. One of the key objectives of the organizational structure is to b. project plan d. project map
lessen uncertainty and disorder that usually transpires at the project
C 2. Every project charter should consist of at least how
initiation stage.
many primary components?
R 7. Project manager directs when and what the team members
a. one c. three
perform in a matrix organization.
b. two d. four
R 8. The functional doesn’t work effectively when used in complex
projects. D 3. It is determining the resources needed for the
R 9. Email is an effective, easier, and faster tool for exchanging completion of the project like labor, equipment and
information updates of project activities. materials.
R 10. Labor intensive projects need a formal structure while capital a. concept evaluation c. implementation
intensive may use informal organizational form. b. design d. requirements identification
D 4. How does each project begin?
III. Enumeration
a. business opportunity c. a vision
b. an idea d. all of these
Three (3) forms of matrix organization
1. Weak Matrix, functional or lightweight B 5. This section should list all of the names and roles of the
2. Balanced Matrix or middleweight major stakeholders along with their signatures, indicating
3. Strong Matrix, project or heavyweight that each of these individuals is satisfied with the details
included in the project charter.
Four (4) types of electronic communication used in virtual
a. Project approach c. Project overview
organization
b. Project approval d. Project termination
1. The Internet

7
A 6. How is a well-defined objective characterized? C 6. Understanding the scope provides the foundations for managing
a. parallel to the mission, goals and strategy of the organization project change and risk management.
b. similar to the mission, goals and strategy of the organization C 7. There is no such thing as magic formula in project completion.
c. in contrast to the mission, goals and strategy of the C 8. The purpose of Work Breakdown Structure is to make certain
organization that the entire work necessary to meet the project objectives is
d. no relation at all acknowledged, described and delegated.
I 9. Less (More) levels of detail are generally required for projects
C 7. It is the part of project planning that involves
which are larger, more risky, dissimilar to past projects and difficult
determining and documenting a list of specific project
to define or vulnerable to change.
goals, deliverables, tasks and deadlines.
C 10. There must be a complete breakdown of activities identified at
a. Project approach c. Project scope
both the deliverable and work package levels.
b. Project charter d. Project standard
D 8. It is the most well-liked layout for the Work III. Enumeration
Breakdown Structure.
a. All Structure View c. No Structure View Three (3) primary components of a charter
b. Flat Structure View d. Tree Structure View 1. Project Overview Section
2. Project Approach Section
D 9. It is a brief statement regarding the business need the
3. Project Approval Section
project addresses.
a. Acceptance criteria c. Deliverables Four (4) elements of a Work Breakdown Structure (WBS)
b. Assumptions d. Justification 1. Product/Service Delivery Tasks
2. Project Management Tasks
C 10. What is the function of the numeric codes in the Work
3. Training Tasks
Breakdown Structure for each activity?
4. Project Dependencies
a. allocating costs more accurately
b. maintain financial control Three (3) segments used in project based on the planning process
c. both A and B frequently adopted by software and hardware product developers
d. neither A or B 1. Concept Evaluation
2. Requirements Identification
II. True (C) or False (I) 3. Design
4. Implementation
C 1. There must be a complete breakdown of activities identified at 5. Test
both the deliverable and work package levels. 6. Integration
C 2. It is a lot simpler to plan nearer term activities than those 7. Validation
happening in the future. 8. Customer Test and Evaluation
C 3. The charter forms a contract with all stakeholders involved in 9. Preparation and Maintenance
the project.
C 4. Every program manager should understand how to define the CHAPTER 7: Project Budgeting
project scope.
I 5. The project scope should have an intangible (tangible) objective D 1. What is cleary being described in cost estimate?
for the organization that is undertaking the project. a. the purpose of the project
b. what assumptions are project

8
 c. how much the project will spend b. top-down budgeting d. neither A or B
d. all of these
C 9. These are costs acquired in the regular process of
D 2. It involves estimating labor hours, materials, supplies working to finish the according based on the original,
and other miscellaneous expenses. planned schedule comsented by all stakeholders at the start
a. budgeting c. estimating of the project.
b. costing d. scoping a. expedited c. normal
b. fixed d. variable
B 3. It is generally linked to two features namely overhead
and selling general administration. A 10. This is an estimating technique that uses costs along
a. direct cost c. expedited cost with measures of scale like size, weight or complexity from
b. indirect cost d. fixed cost the previous project to estimate cost for similar future
project.
D 4. Which among the following is an example of expedited
a. analoguous c. parametric
cost?
b. bottom-up d. top-down
a. overtime
b. hiring additional temporary workers
II. True (R) or False (W)
c. contracting with external sources for support
d. all of these
W 1. Budgets and cost estimations are a work in progress and should
B 5. What is the most common range for indirect multiplier not contain room for change.
rates? R 2. A good cost estimate is unbiased/impartial.
a. 10% to 30% on top of direct costs R 3. The project schedule or budget becomes unbelievable and
b. 20% to 50% on top of direct costs unrealistic if all estimates are padded.
c. 30% to 50% on top of indirect costs R 4. The quality of estimates declines as the planning possibility of
d. 40% to 50% on top of indirect costs future events raises.
W 5. Similar past projects can be utilized as a reference or a
D 6. What is a vital human factor that can seriously have
template for the current project’s estimates in terms of time and
pressure on project estimates?
costs even if there are major variations (if there are only minor
a. the well-matched of their skills with the task requirements
variations).
b. the competence of the project members in working jointly as
R 6. Organizational culture that rewards underestimation could also
an efficient team
be the reason for low estimates.
c. the turnover rate
R 7. The uniqueness of a project makes it more challenging for the
d. all of these
project manager to have a precise and actual estimate.
B 7. It is the method of constructing estimates by R 8. In the matrix form, the personnel are common across several
decomposing the work into more detail. projects, saving cost but demanding more time to synchronize among
a. analoguous c. parametric all the project’s activities.
b. bottom-up d. top-down R 9. Starting with low initial cost estimates during project initiation
may create either willingness or unwillingness to continue with the
B 8. This is a strategy of seeking first the opinion and
project.
experiences of top management regarding estimated
W 10. A high probability of 100% (95%) is the objective in project
project costs.
costs estimation.
a. bottom-up budgeting c. both A and B

9
III. Enumeration

Three (3) reasons for estimating a project’s costs

1. It makes possible the project manager to consider probable
benefits against estimated costs to see whether the project is
logical.
2. It permits the project manager to distinguish whether the
necessary funds are obtainable to sustain the project.
3. It provides as a guideline to help ensure that there is
adequate funds to finish the project.
Three (3) examples of overhead cost
1. Utilities
2. Taxes
3. Insurance
4. Property and repairs
5. Depreciation of equipment
6. Health and retirement benefits
Four (4) issues that influence project cost estimates
1. Short Initial Estimates
2. Unpredictable Technical Difficulties
3. Lack of Definition
4. Specification changes
5. External factors

10