project management test bank chapter 1

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Chapter 01

Modern Project Management

Multiple Choice Questions

1. A professional organization for project management specialists is the

A. PMI.B. AMA.C. MIS.D. IPM.

E. PMB !. ". #hich of the follo$ing is % & considered to 'e a characteristic of a project(

A. An esta'lished o'jecti)eB. A clear 'eginning and endC. Speci*c time+ cost and performance re,-irementsD. or internal -se onl/E. Something ne)er 'een done 'efore

. #hich of the follo$ing acti)ities is % & considered a project(

A. De)eloping a ne$ soft$are programB. Designing a space stationC. Preparing the site for the l/mpic amesD. Prod-ction of a-tomo'ile tiresE. De)eloping a ne$ ad)ertising program

2. #hich of the follo$ing acti)ities is the 'est e3ample of a project(

A. Processing ins-rance claimsB. Prod-cing a-tomo'iles

C. #riting a polic/ man-alD. Monitoring prod-ct ,-alit/E. )erseeing c-stomer re,-ests

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4. #hich of the follo$ing is % & one of the stages of a project life c/cle(

A. Identif/ingB. De*ningC. Planning

D. E3ec-tingE. Closing

5. In the 6666666666666 stage of the project life c/cle+ project o'jecti)es are esta'lished+

teams are formed+ and major responsi'ilities are assigned.

A. Identif/ingB. De*ningC. PlanningD. E3ec-tingE. Closing

7. In the 6666666666666 stage of the project life c/cle+ a major portion of the ph/sical

project $or8 performed.


9. In the 6666666666666 stage of the project life c/cle /o- are more li8el/ to *nd stat-s

reports+ changes+ and the creation of forecasts.


:. In the 6666666666666 stage of the project life c/cle the project;s sched-le and '-dget

$ill 'e determined.






10. In the 6666666666666 stage of the project life c/cle project the prod-ct is deli)ered tothe c-stomer and reso-rces are reassigned.

A. Identif/ingB. De*ning

C. PlanningD. E3ec-tingE. Closing

11. #hich of the follo$ing is % & t/pical of a project manager(

A. Managing a temporar/ acti)it/B. )erseeing e3isting operationsC. Managing a nonrepetiti)e acti)it/D. <esponsi'le for time+ cost and performance trade=o>sE. #or8 $ith a gro-p of o-tsiders+ incl-ding )endors and s-ppliers

1". #hich of the follo$ing is % & one of the dri)ing forces 'ehind the increasing demand

for project management(

A. Compression of the prod-ct life c/cleB. !no$ledge e3plosionC. Increasing need for m-ltiproject managementD. Declining need for prod-ct c-stomizationE. More s-staina'le '-siness practices

1 . Project management is ideall/ s-ited for a '-siness en)ironment re,-iring all of the

follo$ing E?CEP&

A. Acco-nta'ilit/.B. le3i'ilit/.C. Inno)ation.D. Speed.E. <epeata'ilit/.

12. #hich dimension of project management centers on creating a temporar/ social

s/stem $ithin a larger organizational en)ironment that com'ines the talents of adi)ergent set of professionals $or8ing to complete the project(

A. Comm-nicationB. Socioc-lt-ralC. SocialD. &echnicalE. Sched-ling

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14. #hich of the follo$ing statements is tr-e(

A. Project management is far from a standard $a/ of doing '-sinessB. Project management is increasingl/ contri'-ting to achie)ing organizational

strategies

C. Project management is 'eing -sed at a consistent percentage of a *rm;s e>ortsD. Project management is a specialt/ that fe$ organizations ha)e access toE. All of these statements are false

15. Project management is important to -nderstand $hen people are a part of a project

team 'eca-se the/

A. #or8 $ith others to create a sched-le and '-dget.B. %eed to -nderstand project priorities so the/ can ma8e independent decisions.C. %eed to 'e a'le to monitor and report project progress.D. %eed to -nderstand the project charter or scope statement that de*nes the

o'jecti)es and parameters of the project.E. All of these are reasons it is important for project team mem'ers to -nderstand

project management. 17. Project go)ernance does % & incl-de

A. Setting standards for project selection.B. )erseeing project management acti)ities.C. Centralization of project processes and practices.D. ptions for contin-o-s impro)ement.E. Allo$ing project managers to plan the project the $a/ the/ see *t.

19. Projects sho-ld align $ith the organization;s o)erall strateg/ in order to

A. Complete the project safel/.B. <ed-ce $aste of scarce reso-rces.C. Ens-re c-stomer satisfaction.D. Sec-re f-nding.E. %one of these are reasons $h/ projects sho-ld align $ith the organization;s o)erall

strateg/. 1:. &$o dimensions $ithin the project management process are

A. &echnical and socioc-lt-ral.B. Cost and time.C. Planned and -ne3pected.D. Esta'lished and ne$.E. @ni,-e and reocc-rring.





"0. #hich of these is % & part of the technical dimension of project management(

A. #BSB. B-dgetsC. Pro'lem sol)ing

D. Sched-lesE. Stat-s reports

"1. #hich of these is % & part of the socioc-lt-ral dimension of project management(

A. %egotiationB. <eso-rce allocationC. Managing c-stomer e3pectationsD. eadershipE. Dealing $ith politics

"". Corporate do$nsizing has increased the trend to$ard

A. <ed-cing the n-m'er of projects a compan/ initiates.B. -tso-rcing signi*cant segments of project $or8.C. @sing dedicated project teams.D. Shorter project lead times.E. onger project lead times.

" . #hich of the follo$ing is % & a reason $h/ project management has 'ecome a

standard $a/ of doing '-siness(

A. Increased need for s8illed management of sta8eholders o-tside of organizationB. Projects need to 'e done fasterC. rganizations are doing more project $or8 in=ho-se instead of o-tso-rcingD. rganizations are e3ec-ting more and more projectsE. Increased prod-ct comple3it/ and inno)ation

"2. #hich of the follo$ing is t/picall/ the responsi'ilit/ of a project manager(

A. Meeting '-dget re,-irementsB. Meeting sched-le re,-irementsC. Meeting performance speci*cationsD. Coordinating the actions of the team mem'ersE. All of these are t/pical responsi'ilities

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"4. A series of coordinated+ related+ m-ltiple projects that contin-e o)er an e3tended timeperiod and are intended to achie)e a goal is 8no$n as a

A. Strateg/.B. Program.

C. Campaign.D. Cr-sade.E. ent-re.

"5. #hich of the follo$ing is % & tr-e a'o-t project management(

A. It is not limited to the pri)ate sectorB. Man/ opport-nities are a)aila'le for indi)id-als interested in this career pathC. It impro)es one;s a'ilit/ to plan+ implement and manage acti)ities to accomplish

speci*c organizational o'jecti)esD. It foc-ses primaril/ on technical processesE. It is a set of tools

"7. As the n-m'er of small projects increase $ithin an organization;s portfolio+ $hat is a

challenge an organization faces(

A. Sharing reso-rcesB. Meas-ring e cienc/C. Managing ris8D. Prioritizing projectsE. All of these are challenges

"9. o)ernance of all project management processes and proced-res helps pro)ide senior

management $ith all of the follo$ing E?CEP&

A. A method to ens-re projects that are important to senior management are 'eingimplemented

B. An assessment of the ris8 their portfolio of projects representsC. An o)er)ie$ of all project management acti)itiesD. A metric to meas-re the impro)ement of managing projects relati)e to others in

the ind-str/E. A 'ig pict-re of ho$ organizational reso-rces are 'eing -sed

":. #hich of the follo$ing is a good e3ample of a program(

A. Planting a gardenB. De)eloping a ne$ residential area that incl-des si3 c-stom homesC. De)eloping a ne$ mar8eting planD. &a8ing notes each class meeting to prepare for the *nalE. Planning a $edding

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0. #hich of the follo$ing represents the correct order of stages $ithin the project lifec/cle(

A. Planning+ De*ning+ E3ec-ting+ ClosingB. Closing+ Planning+ De*ning+ E3ec-ting

C. De*ning+ Planning+ E3ec-ting+ ClosingD. E3ec-ting+ De*ning+ Planning+ ClosingE. Planning+ De*ning+ Closing+ E3ec-ting

Fill in the Blank Questions

1. Project management is not limited to the 6666666666 sector.

6666666666666666666666666666666666666666

". &he initial stage in the project life c/cle is the 6666666666 stage.

6666666666666666666666666666666666666666

. &he *nal stage in the project life c/cle is the 6666666666 stage.

6666666666666666666666666666666666666666

2. A professional organization for project managers that has gro$n from : +000 in "00"to more than 4"0+000 c-rrentl/ is the 66666666666.

6666666666666666666666666666666666666666

4. A major part of the project $or8+ 'oth ph/sical and mental+ ta8es place in the 66666666666 stage of the project life c/cle.

6666666666666666666666666666666666666666

5. &he project;s sched-le and '-dget $ill 'e determined in the 66666666666 stage of theproject life c/cle.

6666666666666666666666666666666666666666

7. A temporar/ endea)or -nderta8en to create a -ni,-e prod-ct+ ser)ice+ or res-lt is a nF 666666666.

6666666666666666666666666666666666666666

9. In toda/;s high=tech ind-stries the prod-ct life c/cle is a)eraging 666666666 to /ears.

6666666666666666666666666666666666666666

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:. &he ad)ent of man/ small projects has created the need for an organization that cans-pport 6666666666 management.

6666666666666666666666666666666666666666 20. Increased competition has placed a premi-m on c-stomer satisfaction and the

de)elopment of 6666666666 prod-cts and ser)ices.

6666666666666666666666666666666666666666 21. In some organizations+ selection and management of projects often fail to s-pport the

o)erall 666666666 of the organization.

6666666666666666666666666666666666666666 2". #BS+ sched-les+ and '-dgets are e3amples of the 666666666 dimension of the project

management process.

6666666666666666666666666666666666666666

2 . eadership+ team$or8+ and negotiation are e3amples of the 666666666 dimension of theproject management process.

6666666666666666666666666666666666666666 22. A professional organization for project management specialists is the 66666666666.

6666666666666666666666666666666666666666 24. ne of the de*ning characteristics of a project is that it has a sing-lar p-rpose+ i.e.+ an

esta'lished 66666666.

6666666666666666666666666666666666666666

25. Beca-se projects ha)e a de*ned 'eginning and end+ the 66666666 is fre,-entl/ -sed tomanage the transitions of a project from start to completion.

6666666666666666666666666666666666666666 27. &he 6666666666666 t/picall/ passes se,-entiall/ thro-gh fo-r stages.

6666666666666666666666666666666666666666 29. &he esta'lishment of project goals+ speci*cations+ and responsi'ilities -s-all/ occ-rs

in the 66666666 stage of the project life c/cle.

6666666666666666666666666666666666666666 2:. &raining the c-stomer+ reassigning sta>+ and releasing reso-rces occ-rs in the 66666666

stage of the project life c/cle.

6666666666666666666666666666666666666666

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40. Project managers are e3pected to ens-re that appropriate trade=o>s are made'et$een the time+ cost+ and 6666666666 re,-irements of the project.

6666666666666666666666666666666666666666 41. An increase in the comple3it/ of projects+ 'eca-se projects t/picall/ incl-de the latest

ad)ances+ can 'e the res-lt of a gro$th in ne$ 6666666666.

6666666666666666666666666666666666666666 4". A nF 666666666 is a series of coordinated+ related m-ltiple projects that contin-e o)er

an e3tended time intended to achie)e a goal.

6666666666666666666666666666666666666666 4 . Appl/ing a set of 8no$ledge+ s8ills+ tools+ and techni,-es to a collection of projects in

order to mo)e the organization to$ard its strategic goals is 8no$n as project 666666666666.

6666666666666666666666666666666666666666

True / False Questions

42. Beca-se of the pro*ta'ilit/ moti)e+ project management is nearl/ al$a/s limited tothe pri)ate sector.

&r-e alse 44. Most people $ho e3cel at managing projects ne)er ha)e the title of project manager.

&r-e alse 45. &he professional certi*cation for project managers is a Project Management

Professional PMPF.

&r-e alse 47. Beca-se of its Ge3i'ilit/+ project management is e,-all/ -sef-l in ongoing+ ro-tine

$or8 as $ell as -ni,-e+ one=time projects.

&r-e alse

49. ne of the de*ning characteristics of project management is that the projects are notcon*ned to a single department '-t in)ol)e se)eral departments and professionals.

&r-e alse 4:. ne of the characteristics that separate project management from other endea)ors of

the organization is that there are speci*c time+ cost+ and performance re,-irements.

&r-e alse

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50. %ot onl/ is project management critical to man/ careers+ the s8ill set is transfera'leacross most '-sinesses and professions.

&r-e alse 51. Since a constr-ction compan/ '-ilds man/ '-ildings+ the '-ildings '-ilt after the *rst

do not *t the de*nition of a project.

&r-e alse 5". &he *rst stage in the project life c/cle is the concept stage.

&r-e alse 5 . A major portion of the project $or8+ 'oth ph/sical and mental+ ta8es place d-ring the

prod-ction stage of the project life c/cle.

&r-e alse 52. A program is a process designed to accomplish a common goal o)er time.

&r-e alse 54. Beca-se of the re,-irement for in=depth e3pertise+ project management is generall/

restricted to specialists.

&r-e alse 55. Project go)ernance means appl/ing a set of 8no$ledge+ s8ills+ tools+ and techni,-es to

a collection of projects in order to mo)e the organization to$ard its strategic goals.

&r-e alse

57. ne of the most signi*cant dri)ing forces 'ehind the demand for project managementis the e)er increasing lengthening of the prod-ct life c/cle.

&r-e alse 59. Project management appears to 'e ideall/ s-ited for a '-siness en)ironment re,-iring

acco-nta'ilit/+ Ge3i'ilit/+ inno)ation and repeata'ilit/.

&r-e alse 5:. At *rst glance+ project managers perform the same f-nctions as other managers. &hat

is+ the/ plan+ sched-le+ moti)ate and control.

&r-e alse 70. Strategic plans sho-ld 'e $ritten '/ one gro-p of managers+ projects sho-ld 'e

selected '/ another gro-p+ and projects sho-ld 'e implemented '/ another gro-p.

&r-e alse





71. &oda/+ projects are the mod-s operandi or the method -sed for implementingorganizational strateg/.

&r-e alse 7". D-e to corporate do$nsizing+ signi*cant segments of project $or8 ha)e 'een

o-tso-rced to other organizations.

&r-e alse 7 . Smaller projects in larger organizations tend not to need project management s8ills.

&r-e alse 72. S-ccessf-l project managers foc-s primaril/ on technical dimensions of project

management+ $hich incl-de planning+ sched-ling+ and controlling projects.

&r-e alse 74. &he socioc-lt-ral dimension of project management incl-des managing relationships+

moti)ating team mem'ers and negotiating project terms.

&r-e alse 75. Small '-siness de)elopment is a major dri)er of project management.

&r-e alse

Short Answer Questions

77. Compare and contrast the Prod-ct ife C/cle and the Project ife C/cle.





79. Identif/ the *)e major characteristics of a project.

7:. Identif/ and 'rieG/ descri'e the fo-r stages of the Project ife C/cle.

90. Project managers perform the same f-nctions as other managers. Agree or disagree+and s-pport /o-r decision.

91. Identif/ and 'rieG/ descri'e the si3 c-rrent dri)ers of project management.





9". Descri'e $hat project go)ernance means to project management. #h/ is it importantto organizational strateg/(

9 . E)en if /o- ne)er aspire to 'e a project manager+ $h/ is it important to 8no$ ho$ tomanage projects e>ecti)el/( E3plain /o-r ans$er and -se an e3ample to s-pport /o-rans$er.

92. Identif/ and 'rieG/ disc-ss the t$o 8e/ dimensions of managing act-al projects.E3plain $h/ 'oth are important to s-ccessf-ll/ manage a project. @se an e3ample tos-pport /o-r ans$er.

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94. #hat are the major di>erences 'et$een managing a process and managing aproject(

95. Descri'e $hat it means that a project manager m-st $or8 $ith a di)erse gro-p ofcharacters(

97. #hat is the di>erence 'et$een a project and a program(

99. Descri'e ho$ corporate do$nsizing is a dri)er for project management.





Chapter 01 Modern Project Management Ans$er !e/

Multiple Choice Questions

1. A professional organization for project management specialists is the

A. PMI.B. AMA.C. MIS.D. IPM.E. PMB !.

&he Project Management Instit-te PMIF is a professional organization for project

managers.

AACSB: Refective Thinking Accessibility: Keyboard Navigation

Blooms: Remember Learning Ob ective: !hat is a "ro ect#

Level o$ %i&c'lty: ( )asy

". #hich of the follo$ing is % & considered to 'e a characteristic of a project(

A. An esta'lished o'jecti)eB. A clear 'eginning and end

C. Speci*c time+ cost and performance re,-irementsD. or internal -se onl/E. Something ne)er 'een done 'efore

Projects ha)e an esta'lished o'jecti)e+ a de*ned life span+ the in)ol)ement ofse)eral departments and professionals+ is something that has ne)er 'een done'efore+ and it has speci*c time+ cost and performance re,-irements.

AACSB: Refective Thinking

Accessibility: Keyboard NavigationBlooms: A**ly

Learning Ob ective: !hat is a "ro ect#Level o$ %i&c'lty: + ,edi'm

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. #hich of the follo$ing acti)ities is % & considered a project(

A. De)eloping a ne$ soft$are programB. Designing a space stationC. Preparing the site for the l/mpic amesD. Prod-ction of a-tomo'ile tiresE. De)eloping a ne$ ad)ertising program

A project is not ro-tine+ repetiti)e $or8H rdinar/ dail/ $or8 t/picall/ re,-ires doingthe same or similar $or8 o)er and o)er+ $hile a project is done onl/ once a ne$prod-ct or ser)ice e3ists $hen the project is completed.


Accessibility: Keyboard NavigationBlooms: -nderstand


2. #hich of the follo$ing acti)ities is the 'est e3ample of a project(

A. Processing ins-rance claimsB. Prod-cing a-tomo'ilesC. #riting a polic/ man-alD. Monitoring prod-ct ,-alit/E. )erseeing c-stomer re,-ests





4. #hich of the follo$ing is % & one of the stages of a project life c/cle(

A. Identif/ingB. De*ningC. Planning

D. E3ec-tingE. Closing

&he project life c/cle passes se,-entiall/ thro-gh fo-r stagesJ de*ning+ planning+e3ec-ting and closing.



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5. In the 6666666666666 stage of the project life c/cle+ project o'jecti)es areesta'lished+ teams are formed+ and major responsi'ilities are assigned.


Speci*cations of the project are de*ned project o'jecti)es are esta'lished teamsare formed major responsi'ilities are assigned in the de*ning stage.




7. In the 6666666666666 stage of the project life c/cle+ a major portion of the ph/sicalproject $or8 performed.


A major portion of the project $or8 ta8es placeK'oth ph/sical and mentalKin thee3ec-ting stage.




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9. In the 6666666666666 stage of the project life c/cle /o- are more li8el/ to *nd stat-sreports+ changes+ and the creation of forecasts.



Lo- are more li8el/ to *nd stat-s reports+ changes and the creation of forecasts inthe e3ec-ting stage of the project life c/cle.




:. In the 6666666666666 stage of the project life c/cle the project;s sched-le and '-dget$ill 'e determined.


&he sched-le and '-dget are determined in the planning stage of the project lifec/cle.




10. In the 6666666666666 stage of the project life c/cle project the prod-ct is deli)ered tothe c-stomer and reso-rces are reassigned.



&he prod-ct is deli)ered and project reso-rces are reassigned in the closing stageof the prod-ct life c/cle.


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Learning Ob ective: !hat is a "ro ect#Level o$ %i&c'lty: ( )asy

11. #hich of the follo$ing is % & t/pical of a project manager(

A. Managing a temporar/ acti)it/B. )erseeing e3isting operationsC. Managing a nonrepetiti)e acti)it/D. <esponsi'le for time+ cost and performance trade=o>sE. #or8 $ith a gro-p of o-tsiders+ incl-ding )endors and s-ppliers

Project managers manage temporar/+ nonrepetiti)e acti)ities -nli8e f-nctionalmanagers $ho manage e3isting operations.


Accessibility: Keyboard Navigation

Blooms: A**ly Learning Ob ective: !hat is a "ro ect#Level o$ %i&c'lty: + ,edi'm

1". #hich of the follo$ing is % & one of the dri)ing forces 'ehind the increasingdemand for project management(

A. Compression of the prod-ct life c/cleB. !no$ledge e3plosionC. Increasing need for m-ltiproject managementD. Declining need for prod-ct c-stomizationE. More s-staina'le '-siness practices

An increase in need for prod-ct c-stomization is a dri)ing force 'ehind theincreasing demand for project management.



Learning Ob ective: C'rrent %rivers o$ "ro ect ,anagement Level o$ %i&c'lty: + ,edi'm

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1 . Project management is ideall/ s-ited for a '-siness en)ironment re,-iring all of thefollo$ing E?CEP&

A. Acco-nta'ilit/.B. le3i'ilit/.

C. Inno)ation.D. Speed.E. <epeata'ilit/.

Competing in a glo'al mar8et inG-enced '/ rapid change+ inno)ation+ and time tomar8et means organizations manage more and more projects.



Learning Ob ective: "ro ect .overnanceLevel o$ %i&c'lty: + ,edi'm

12. #hich dimension of project management centers on creating a temporar/ socials/stem $ithin a larger organizational en)ironment that com'ines the talents of adi)ergent set of professionals $or8ing to complete the project(

A. Comm-nicationB. Socioc-lt-ralC. SocialD. &echnicalE. Sched-ling

&he socioc-lt-ral dimension of project management centers on creating a

temporar/ social s/stem that s-pports the project.



Learning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roachLevel o$ %i&c'lty: + ,edi'm





14. #hich of the follo$ing statements is tr-e(

A. Project management is far from a standard $a/ of doing '-sinessB. Project management is increasingl/ contri'-ting to achie)ing organizational

strategies

C. Project management is 'eing -sed at a consistent percentage of a *rm;s e>ortsD. Project management is a specialt/ that fe$ organizations ha)e access toE. All of these statements are false

Project management is rapidl/ 'ecoming a standard $a/ of doing '-siness. &hef-t-re promises an increase in the importance and the role of projects incontri'-ting to the strategic direction of organizations.



Learning Ob ective: C'rrent %rivers o$ "ro ect ,anagement Level o$ %i&c'lty: 0 1ard

15. Project management is important to -nderstand $hen people are a part of a project

team 'eca-se the/

A. #or8 $ith others to create a sched-le and '-dget.B. %eed to -nderstand project priorities so the/ can ma8e independent decisions.C. %eed to 'e a'le to monitor and report project progress.D. %eed to -nderstand the project charter or scope statement that de*nes the

o'jecti)es and parameters of the project.E. All of these are reasons it is important for project team mem'ers to -nderstand

project management.

Project mem'ers are e3pected to -se project management tools and concepts s-chas $or8ing as a team to create a '-dget or sched-le and 'e a'le to monitor projectprogress. &he/ also need to 'e a'le to -nderstand project priorities andparameters.








17. Project go)ernance does % & incl-de

A. Setting standards for project selection.B. )erseeing project management acti)ities.C. Centralization of project processes and practices.

D. ptions for contin-o-s impro)ement.E. Allo$ing project managers to plan the project the $a/ the/ see *t.

Project go)ernance incl-des the centralization of project management processesand practices. &his in)ol)es setting standards for project selection and o)erseeingproject management acti)ities+ $hich res-lts in options for contin-o-simpro)ement.



Learning Ob ective: "ro ect .overnanceLevel o$ %i&c'lty: 0 1ard

19. Projects sho-ld align $ith the organization;s o)erall strateg/ in order to

A. Complete the project safel/.B. <ed-ce $aste of scarce reso-rces.C. Ens-re c-stomer satisfaction.D. Sec-re f-nding.E. %one of these are reasons $h/ projects sho-ld align $ith the organization;s

o)erall strateg/.

Since projects are the mod-s operandi+ strategic alignment of projects is of major

importance to conser)ing and e>ecti)e -se of organization reso-rces.




1:. &$o dimensions $ithin the project management process are

A. &echnical and socioc-lt-ral.B. Cost and time.

C. Planned and -ne3pected.D. Esta'lished and ne$.E. @ni,-e and reocc-rring.

&here are t$o dimensions $ithin the act-al e3ec-tion of projects. &hese incl-de thetechnical dimension and the socioc-lt-ral dimension.






Accessibility: Keyboard NavigationBlooms: Remember

Learning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roachLevel o$ %i&c'lty: ( )asy

"0. #hich of these is % & part of the technical dimension of project management(

A. #BSB. B-dgetsC. Pro'lem sol)ingD. Sched-lesE. Stat-s reports

&he technical dimension incl-des de)eloping the #BS+ '-dgets+ sched-les andstat-s reports. Pro'lem sol)ing $o-ld 'e a part of the socioc-lt-ral dimension.



Blooms: -nderstandLearning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roachLevel o$ %i&c'lty: + ,edi'm

"1. #hich of these is % & part of the socioc-lt-ral dimension of projectmanagement(

A. %egotiationB. <eso-rce allocationC. Managing c-stomer e3pectationsD. eadershipE. Dealing $ith politics

&he socioc-lt-ral dimension incl-des negotiation+ managing c-stomere3pectations+ leadership and dealing $ith politics. <eso-rce allocation is part of thetechnical dimension of project management.








"". Corporate do$nsizing has increased the trend to$ard

A. <ed-cing the n-m'er of projects a compan/ initiates.B. -tso-rcing signi*cant segments of project $or8.C. @sing dedicated project teams.

D. Shorter project lead times.E. onger project lead times.

Companies o-tso-rce signi*cant segments of project $or8+ and project managersha)e to manage not onl/ their o$n people '-t also their co-nterparts in di>erentorganizations.




" . #hich of the follo$ing is % & a reason $h/ project management has 'ecome astandard $a/ of doing '-siness(

A. Increased need for s8illed management of sta8eholders o-tside of organizationB. Projects need to 'e done fasterC. rganizations are doing more project $or8 in=ho-se instead of o-tso-rcingD. rganizations are e3ec-ting more and more projectsE. Increased prod-ct comple3it/ and inno)ation

ne of the most signi*cant dri)ing forces 'ehind the demand for projectmanagement is corporate do$nsizing. &his has also led to a change in the $a/

organizations approach projects. Companies o-tso-rce signi*cant segments ofproject $or8+ and project managers ha)e to manage not onl/ their o$n people '-talso their co-nterparts in di>erent organizations.








"2. #hich of the follo$ing is t/picall/ the responsi'ilit/ of a project manager(

A. Meeting '-dget re,-irementsB. Meeting sched-le re,-irementsC. Meeting performance speci*cations

D. Coordinating the actions of the team mem'ersE. All of these are t/pical responsi'ilities

Project managers m-st ens-re that appropriate trade=o>s are made 'et$een thetime+ cost+ and performance re,-irements of the project.




"4. A series of coordinated+ related+ m-ltiple projects that contin-e o)er an e3tendedtime period and are intended to achie)e a goal is 8no$n as a

A. Strateg/.B. Program.C. Campaign.D. Cr-sade.E. ent-re.

A program is a gro-p of related projects designed to accomplish a common goalo)er an e3tended period of time.




"5. #hich of the follo$ing is % & tr-e a'o-t project management(

A. It is not limited to the pri)ate sectorB. Man/ opport-nities are a)aila'le for indi)id-als interested in this career pathC. It impro)es one;s a'ilit/ to plan+ implement and manage acti)ities to accomplish

speci*c organizational o'jecti)es

D. It foc-ses primaril/ on technical processesE. It is a set of tools

Project management is more than a set of tools it also foc-ses on '-ildingcolla'orati)e relationships among a di)erse cast of indi)id-als.



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Learning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roachLearning Ob ective: !hat is a "ro ect#

Level o$ %i&c'lty: + ,edi'm

"7. As the n-m'er of small projects increase $ithin an organization;s portfolio+ $hat isa challenge an organization faces(

A. Sharing reso-rcesB. Meas-ring e cienc/C. Managing ris8D. Prioritizing projectsE. All of these are challenges

Man/ *rms ha)e no idea of the pro'lems that can res-lt from ine cientmanagement of small projects. &hese incl-de sharing reso-rces+ meas-ringe cienc/+ managing ris8 and 'eing a'le to prioritize projects.




"9. o)ernance of all project management processes and proced-res helps pro)idesenior management $ith all of the follo$ing E?CEP&

A. A method to ens-re projects that are important to senior management are 'eingimplemented

B. An assessment of the ris8 their portfolio of projects representsC. An o)er)ie$ of all project management acti)ities

D. A metric to meas-re the impro)ement of managing projects relati)e to others inthe ind-str/E. A 'ig pict-re of ho$ organizational reso-rces are 'eing -sed

o)ernance incl-des implementing methods of selecting projects that align $ithorganizational strateg/ and not on ho$ important the project is to seniormanagement.




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":. #hich of the follo$ing is a good e3ample of a program(

A. Planting a gardenB. De)eloping a ne$ residential area that incl-des si3 c-stom homesC. De)eloping a ne$ mar8eting plan

D. &a8ing notes each class meeting to prepare for the *nalE. Planning a $edding



Accessibility: Keyboard NavigationBlooms: A**ly


0. #hich of the follo$ing represents the correct order of stages $ithin the project lifec/cle(

A. Planning+ De*ning+ E3ec-ting+ ClosingB. Closing+ Planning+ De*ning+ E3ec-tingC. De*ning+ Planning+ E3ec-ting+ ClosingD. E3ec-ting+ De*ning+ Planning+ ClosingE. Planning+ De*ning+ Closing+ E3ec-ting

&he project life c/cle passes se,-entiall/ thro-gh fo-r stagesJ de*ning+ planning+e3ec-ting+ and closing.




Fill in the Blank Questions

1. Project management is not limited to the 6666666666 sector.

private

Project management is also a )ehicle for doing good deeds and sol)ing socialpro'lems.


Blooms: -nderstandLearning Ob ective: !hat is a "ro ect#

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". &he initial stage in the project life c/cle is the 6666666666 stage.

defnin

Speci*cations of the project are de*ned project o'jecti)es are esta'lished teamsare formed major responsi'ilities are assigned in the de*ning stage of the projectlife c/cle.




. &he *nal stage in the project life c/cle is the 6666666666 stage.

closin

Closing incl-des three acti)itiesJ deli)ering the project prod-ct to the c-stomer+redeplo/ing project reso-rces+ and post=project re)ie$.




2. A professional organization for project managers that has gro$n from : +000 in"00" to more than 4"0+000 c-rrentl/ is the 66666666666.

!M"

&he Project Management Instit-te PMIF is a professional organization for projectmanagers.




4. A major part of the project $or8+ 'oth ph/sical and mental+ ta8es place in the 66666666666 stage of the project life c/cle.

e#ecutin

A major portion of the project $or8K'oth ph/sical and mentalKta8es place d-ringthe e3ec-ting stage of the project life c/cle.




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5. &he project;s sched-le and '-dget $ill 'e determined in the 66666666666 stage ofthe project life c/cle.

plannin

D-ring the planning stage+ the le)el of e>ort increases+ and plans are de)eloped to

determine $hat the project $ill entail+ $hen it $ill 'e sched-led+ $hom it $ill'ene*t+ $hat ,-alit/ le)el sho-ld 'e maintained+ and $hat the '-dget $ill 'e.




7. A temporar/ endea)or -nderta8en to create a -ni,-e prod-ct+ ser)ice+ or res-lt isa nF 666666666.

pro$ect

As de*ned '/ the PMI+ a project is a temporar/ endea)or -nderta8en to create a-ni,-e prod-ct+ ser)ice or res-lt.




9. In toda/;s high=tech ind-stries the prod-ct life c/cle is a)eraging 666666666 to /ears.

% &onths

&oda/ in high=tech ind-stries the prod-ct life c/cle is a)eraging 5 months to /ears. nl/ 0 /ears ago+ life c/cles of 10 to 14 /ears $ere not -ncommon.


Blooms: Remember Learning Ob ective: C'rrent %rivers o$ "ro ect ,anagement


:. &he ad)ent of man/ small projects has created the need for an organization thatcan s-pport 6666666666 management.

&ultipro$ect

&his climate has created a m-ltiproject en)ironment and a plethora of ne$pro'lems. Sharing and prioritizing reso-rces across a portfolio of projects is a majorchallenge for senior management.


Blooms: -nderstandLearning Ob ective: C'rrent %rivers o$ "ro ect ,anagement


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20. Increased competition has placed a premi-m on c-stomer satisfaction and thede)elopment of 6666666666 prod-cts and ser)ices.

custo&i'ed

C-stomers $ant c-stomized prod-cts and ser)ices that cater to their speci*c

needs.




21. In some organizations+ selection and management of projects often fail to s-pportthe o)erall 666666666 of the organization.

strate ic plan

&oda/+ projects are the mod-s operandi for implementing strateg/. Let in someorganizations+ selection and management of projects often fail to s-pport thestrategic plan of the organization.


Blooms: -nderstandLearning Ob ective: "ro ect .overnance


2". #BS+ sched-les+ and '-dgets are e3amples of the 666666666 dimension of theproject management process.

technical

&he technical dimension incl-des de)eloping the #BS+ '-dgets+ sched-les andstat-s reports. &he socioc-lt-ral dimension incl-des leadership+ negotiation+team$or8 and pro'lem sol)ing.


Blooms: -nderstandLearning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roach


2 . eadership+ team$or8+ and negotiation are e3amples of the 666666666 dimension ofthe project management process.

sociocultural

&he technical dimension incl-des de)eloping the #BS+ '-dgets+ sched-les andstat-s reports. &he socioc-lt-ral dimension incl-des leadership+ negotiation+team$or8 and pro'lem sol)ing.


Blooms: -nderstandLearning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roach


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22. A professional organization for project management specialists is the 66666666666.

!ro$ect Mana e&ent "nstitute (!M")

&he Project Management Instit-te PMIF is a professional organization for project

managers.

AACSB: Refective ThinkingBlooms: Remember


24. ne of the de*ning characteristics of a project is that it has a sing-lar p-rpose+ i.e.+an esta'lished 66666666.

o*$ective

Projects ha)e a de*ned o'jecti)eK$hether it is constr-cting a 1"=stor/ apartment

comple3 '/ an-ar/ 1 or releasing )ersion ".0 of a speci*c soft$are pac8age as,-ic8l/ as possi'le.




25. Beca-se projects ha)e a de*ned 'eginning and end+ the 66666666 is fre,-entl/ -sedto manage the transitions of a project from start to completion.

pro$ect li+e c,cle

&he project life c/cle t/picall/ passes se,-entiall/ thro-gh fo-r stagesJ de*ning+planning+ e3ec-ting+ and deli)ering.



Level o$ %i&c'lty: 0 1ard

27. &he 6666666666666 t/picall/ passes se,-entiall/ thro-gh fo-r stages.

pro$ect li+e c,cle

&he project life c/cle t/picall/ passes se,-entiall/ thro-gh fo-r stagesJ de*ning+planning+ e3ec-ting+ and deli)ering.








29. &he esta'lishment of project goals+ speci*cations+ and responsi'ilities -s-all/occ-rs in the 66666666 stage of the project life c/cle.

defnin

Speci*cations of the project are de*ned project o'jecti)es are esta'lished teams

are formed major responsi'ilities are assigned d-ring the de*ning stage of theproject life c/cle.




2:. &raining the c-stomer+ reassigning sta>+ and releasing reso-rces occ-rs in the 66666666 stage of the project life c/cle.

closin

&he closing stage incl-des three acti)itiesJ deli)ering the project prod-ct to thec-stomer+ redeplo/ing project reso-rces+ and post=project re)ie$. Deli)er/ of theproject might incl-de c-stomer training and transferring doc-ments.




40. Project managers are e3pected to ens-re that appropriate trade=o>s are made'et$een the time+ cost+ and 6666666666 re,-irements of the project.

per+or&ance

Project managers are -ltimatel/ responsi'le for performance fre,-entl/ $ith toolittle a-thorit/F. &he/ m-st ens-re that appropriate trade=o>s are made 'et$eenthe time+ cost+ and performance re,-irements of the project.




41. An increase in the comple3it/ of projects+ 'eca-se projects t/picall/ incl-de thelatest ad)ances+ can 'e the res-lt of a gro$th in ne$ 6666666666.

knowled e

&he gro$th in ne$ 8no$ledge has increased the comple3it/ of projects 'eca-seprojects encompass the latest ad)ances. Prod-ct comple3it/ has increased theneed to integrate di)ergent technologies. Project management has emerged as animportant discipline for achie)ing this tas8.








4". A nF 666666666 is a series of coordinated+ related m-ltiple projects that contin-eo)er an e3tended time intended to achie)e a goal.

pro ra&





4 . Appl/ing a set of 8no$ledge+ s8ills+ tools+ and techni,-es to a collection of projectsin order to mo)e the organization to$ard its strategic goals is 8no$n as project

666666666666.

overnance

Project go)ernance is designed to impro)e project management in the long ha-l '/appl/ing a set of 8no$ledge+ s8ills+ tools and techni,-es to a collection of projects.




True / False Questions

42. Beca-se of the pro*ta'ilit/ moti)e+ project management is nearl/ al$a/s limited tothe pri)ate sector.

FA-SE

Project management is not limited to the pri)ate sector. Project management isalso a )ehicle for doing good deeds and sol)ing social pro'lems.




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44. Most people $ho e3cel at managing projects ne)er ha)e the title of projectmanager.

T E

&he/ incl-de acco-ntants+ la$/ers+ administrators+ scientists+ contractors+

teachers+ etc.




45. &he professional certi*cation for project managers is a Project ManagementProfessional PMPF.

T E

PMI pro)ides certi*cation as a Project Management Professional PMPFKsomeone$ho has doc-mented s- cient project e3perience+ agreed to follo$ the PMI code of professional cond-ct+ and demonstrated master/ of the *eld of projectmanagement '/ passing a comprehensi)e e3amination. See SnapshotJ &he ProjectManagement Instit-te.




47. Beca-se of its Ge3i'ilit/+ project management is e,-all/ -sef-l in ongoing+ ro-tine

$or8 as $ell as -ni,-e+ one=time projects.FA-SE









49. ne of the de*ning characteristics of project management is that the projects arenot con*ned to a single department '-t in)ol)e se)eral departments andprofessionals.

T E

ne of the major characteristics is the in)ol)ement of se)eral departments andprofessionals.




4:. ne of the characteristics that separate project management from other endea)orsof the organization is that there are speci*c time+ cost+ and performancere,-irements.

T E

Major characteristics are speci*c time+ cost+ and performance re,-irements.




50. %ot onl/ is project management critical to man/ careers+ the s8ill set is transfera'leacross most '-sinesses and professions.

T E

At its core+ project management f-ndamentals are -ni)ersal.




51. Since a constr-ction compan/ '-ilds man/ '-ildings+ the '-ildings '-ilt after the*rst do not *t the de*nition of a project.

FA-SE

All projects are nonro-tine and ha)e some -ni,-e elements. %ot all '-ildings $ill'e '-ilt on the same space or -se the same materials.




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5". &he *rst stage in the project life c/cle is the concept stage.

FA-SE

&he *rst stage is de*ning.




5 . A major portion of the project $or8+ 'oth ph/sical and mental+ ta8es place d-ringthe prod-ction stage of the project life c/cle.

FA-SE

A major portion of the project $or8+ 'oth ph/sical and mental+ is done in the

e3ec-ting stage.




52. A program is a process designed to accomplish a common goal o)er time.

FA-SE

A program is a gro-p of related projects designed to accomplish a common goal

o)er an e3tended period of time.




54. Beca-se of the re,-irement for in=depth e3pertise+ project management isgenerall/ restricted to specialists.

FA-SE

@nli8e their f-nctional co-nterparts+ project managers generall/ possess onl/r-dimentar/ technical 8no$ledge.




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55. Project go)ernance means appl/ing a set of 8no$ledge+ s8ills+ tools+ andtechni,-es to a collection of projects in order to mo)e the organization to$ard itsstrategic goals.

T E

o)ernance incl-des centralization of all project processes and practices toimpro)e project management.



Learning Ob ective: "ro ect .overnanceLevel o$ %i&c'lty: ( )asy

57. ne of the most signi*cant dri)ing forces 'ehind the demand for projectmanagement is the e)er increasing lengthening of the prod-ct life c/cle.

FA-SE

ne of the most signi*cant dri)ing forces 'ehind the demand for projectmanagement is the shortening of the prod-ct life c/cle.




59. Project management appears to 'e ideall/ s-ited for a '-siness en)ironmentre,-iring acco-nta'ilit/+ Ge3i'ilit/+ inno)ation and repeata'ilit/.

FA-SE

Project management appears to 'e ideall/ s-ited for a '-siness en)ironmentre,-iring acco-nta'ilit/+ Ge3i'ilit/+ inno)ation+ speed and contin-o-s impro)ement.



Learning Ob ective: C'rrent %rivers o$ "ro ect ,anagement Level o$ %i&c'lty: ( )asy

5:. At *rst glance+ project managers perform the same f-nctions as other managers. &hat is+ the/ plan+ sched-le+ moti)ate and control.

T E

Project managers perform the same f-nctions as other managers ho$e)er+ $hatma8es them -ni,-e is that the/ also manage temporar/+ nonrepetiti)e acti)ities tocomplete a *3ed life project.



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70. Strategic plans sho-ld 'e $ritten '/ one gro-p of managers+ projects sho-ld 'eselected '/ another gro-p+ and projects sho-ld 'e implemented '/ another gro-p.

FA-SE

&hese independent decisions '/ di>erent gro-ps of managers create a set ofconditions leading to conGict+ conf-sion+ and fre,-entl/ an -nsatis*ed c-stomer.




71. &oda/+ projects are the mod-s operandi or the method -sed for implementingorganizational strateg/.

T E

Projects are ho$ organizations implement strateg/. &his is $h/ it is imperati)e thatthe t$o are aligned.



Learning Ob ective: "ro ect .overnanceLevel o$ %i&c'lty: ( )asy

7". D-e to corporate do$nsizing+ signi*cant segments of project $or8 ha)e 'een

o-tso-rced to other organizations.

T E

Corporate do$nsizing has also led to a change in the $a/ organizations approachprojects. Companies o-tso-rce signi*cant segments of project $or8+ and projectmanagers ha)e to manage not onl/ their o$n people '-t also their co-nterparts indi>erent organizations.




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7 . Smaller projects in larger organizations tend not to need project managements8ills.

FA-SE

Man/ small projects can eat -p the people reso-rces of a *rm and represent hidden

costs not meas-red in the acco-nting s/stem. rganizations $ith man/ smallprojects going on conc-rrentl/ face the most di c-lt project managementpro'lems.




72. S-ccessf-l project managers foc-s primaril/ on technical dimensions of projectmanagement+ $hich incl-de planning+ sched-ling+ and controlling projects.

FA-SE

Project managers m-st master 'oth the technical and the socioc-lt-ral aspects ofproject management in order to 'e s-ccessf-l.




74. &he socioc-lt-ral dimension of project management incl-des managingrelationships+ moti)ating team mem'ers and negotiating project terms.

T E

&he socioc-lt-ral dimension of project management incl-des managingrelationships+ moti)ating team mem'ers and negotiating project terms. See ig-re1. J &he Socio=&echnical Dimensions of the Project Management Process.



Learning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roachLevel o$ %i&c'lty: ( )asy

75. Small '-siness de)elopment is a major dri)er of project management.FA-SE

Compression of the prod-ct life c/cle+ 8no$ledge e3plosion+ triple 'ottom line+corporate do$nsizing+ increased c-stomer foc-s+ and small projects represent 'igpro'lems and are the major dri)ers of project management.


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Short Answer Questions

77. Compare and contrast the Prod-ct ife C/cle and the Project ife C/cle.

Ans$er $ill )ar/

eed'ac8J &he Prod-ct ife C/cle deals $ith the time it ta8es to de)elop a prod-ctand the time it remains in the mar8etplace. &he Project ife C/cle is the stages thata ne$ prod-ct goes thro-gh $hile 'eing de)eloped.

AACSB: AnalyticBlooms: Analy2e


79. Identif/ the *)e major characteristics of a project.

Ans$er $ill )ar/

eed'ac8J 1F An esta'lished o'jecti)e "F A de*ned life span $ith a 'eginning andend F @s-all/ the in)ol)ement of se)eral departments and professionals 2F

&/picall/+ doing something that has ne)er 'een done 'efore 4F Speci*c time+ costand performance re,-irements.








7:. Identif/ and 'rieG/ descri'e the fo-r stages of the Project ife C/cle.

Ans$er $ill )ar/

eed'ac8J De*ning stageJ goals+ speci*cations and o'jecti)es esta'lished PlanningstageJ sched-les+ '-dgets+ ris8s management and reso-rce assignment E3ec-tingstageJ majorit/ of ph/sical and mental $or8+ stat-s reports+ changes and forecastsClosing stageJ train c-stomer+ transfer doc-ments+ release reso-rces+ and lessonslearned.




90. Project managers perform the same f-nctions as other managers. Agree ordisagree+ and s-pport /o-r decision.

Ans$er $ill )ar/

eed'ac8J Man/ of the same 'asic management f-nctions are performed '/ projectmanagers ho$e)er+ there are aspects of the project manager;s jo' that ma8e it-ni,-e. or e3ample+ the/ manage temporar/+ nonrepetiti)e acti)ities to completea *3ed life project.

AACSB: AnalyticBlooms: Analy2e


91. Identif/ and 'rieG/ descri'e the si3 c-rrent dri)ers of project management.

Ans$er $ill )ar/

eed'ac8J 1F Compression of the prod-ct life c/cle "F !no$ledge e3plosion F. &riple 'ottom line 2F Corporate do$nsizing 4F Increased c-stomer foc-s 5FSmall projects represent 'ig pro'lems.

AACSB: Refective ThinkingBlooms: -nderstand

Learning Ob ective: The 3m*ortance o$ "ro ect ,anagement Level o$ %i&c'lty: 0 1ard





9". Descri'e $hat project go)ernance means to project management. #h/ is itimportant to organizational strateg/(

Ans$er $ill )ar/

eed'ac8J Project go)ernance means appl/ing a set of 8no$ledge+ s8ills+ tools andtechni,-es to a collection of projects in order to mo)e the organization to$ard itsstrategic goals.

AACSB: Analytic


Level o$ %i&c'lty: 0 1ard

9 . E)en if /o- ne)er aspire to 'e a project manager+ $h/ is it important to 8no$ ho$to manage projects e>ecti)el/( E3plain /o-r ans$er and -se an e3ample tos-pport /o-r ans$er.

Ans$er $ill )ar/

eed'ac8J E)en if /o- ha)e no desire to 'e a project manager /o- ma/ 'e a part of a project team $here /o- $ill ha)e a 'etter -nderstanding of the processesin)ol)ed. In addition+ there are man/ project management s8ills that can 'e appliedto other professions and ind-stries.

AACSB: Analytic

Blooms: A**ly


92. Identif/ and 'rieG/ disc-ss the t$o 8e/ dimensions of managing act-al projects.E3plain $h/ 'oth are important to s-ccessf-ll/ manage a project. @se an e3ampleto s-pport /o-r ans$er.

Ans$er $ill )ar/

eed'ac8J &he technical incl-des sched-les and stat-s reports. &he socioc-lt-raldimension incl-des leadership+ pro'lem sol)ing and negotiation.

AACSB: Analytic

Blooms: A**ly Learning Ob ective: "ro ect ,anagement Today/A Socio/Technical A**roach






94. #hat are the major di>erences 'et$een managing a process and managing aproject(

Ans$er $ill )ar/

eed'ac8J At *rst glance project managers perform the same f-nctions as othermanagers. &hat is+ the/ plan+ sched-le+ and control. No$e)er+ $hat ma8es them-ni,-e is that the/ manage temporar/+ non=repetiti)e acti)ities to complete a *3edlife project.




95. Descri'e $hat it means that a project manager m-st $or8 $ith a di)erse gro-p ofcharacters(

Ans$er $ill )ar/

eed'ac8J Project managers manage the tension 'et$een c-stomer e3pectationsand $hat is feasi'le and reasona'le. &he/ pro)ide direction+ coordination+ andintegration to the project team. &he/ often m-st $or8 $ith a di)erse gro-p ofo-tsidersK)endors+ s-ppliers+ s-'contractorsK$ho do not necessaril/ share theirproject allegiance.

AACSB: Analytic

Blooms: Analy2eLearning Ob ective: !hat is a "ro ect#Level o$ %i&c'lty: + ,edi'm

97. #hat is the di>erence 'et$een a project and a program(

Ans$er $ill )ar/

eed'ac8J &he terms are often -sed interchangea'l/ in '-siness ho$e)er+ aprogram is considered to 'e a series of coordinated+ related+ and m-ltiple projectsthat contin-e o)er an e3tended time intended to achie)e a goal.

AACSB: Analytic







99. Descri'e ho$ corporate do$nsizing is a dri)er for project management.

Ans$er $ill )ar/

eed'ac8J In Gatter and leaner organizations+ project management is replacingmiddle management as a $a/ of ens-ring that things get done. In addition+ $henorganizations o-tso-rce $or8+ project managers can help manage not onl/ theiro$n project team+ '-t indi)id-als tied to the project o-tside of the organization.

AACSB: Analytic



project management test bank chapter 1

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