Project Management Set 10 MCQs

Q1 | The following are the most important points of a detailed system proposal(i) who will supply and install the required equipment(ii) cost-benefit analysis(iii) comparison of alternative solutions(iv) implementation plan

i, ii and iii

i, iii and iv

ii, iii and iv

ii and iii

Q2 | At the end of the feasibility study the systems analyst

meets the users for a discussion

gives a summary feasibility report to the management

gives a systems proposal to management

tells the top management if the system is not feasible

Q3 | The process of determining whether an entrepreneur's idea is a viable foundation for creating a successful business is known as a:

feasibility analysis

business plan

strategic analysis

industry analysis

Q4 | A cost-benefit analysis is performed to assess

economic feasibility

operational feasibility

technical feasibility

all of the above

Q5 | The primary objective of cost-benefit analysis is

to find out direct and indirect cost of developing the information system

to determine the tangible benefits of the information system

to determine if it is economically worthwhile to invest in developing the information system

to determine the intangible benefits of the information system

Q6 | The following assumptions are made in case of break even analysis, except

All fixed costs are fixed

All variable costs are fixed

The prices of input factors are constant

Volume of production and volumes of sales are equal

Q7 | At breakeven point there is

Profit

Loss

No profit or loss

None of these

Q8 | Which of the following should be taken into account when planning a project?

Social environment

Political environment

Operational environment

All of the above

Q9 | Improvement efforts are determined by:

Criticality of problems

Current performance

Priorities for future output

All of the above

Q10 | Performance measurement is:

The determination of improvement efforts.

The process of quantifying action.

The improvement of operations.

The planning and control of operations.

Q11 | Performance relating to the five operations’ objectives can be plotted on which type of diagram?

Quality

Outcome

Polar

Satisfaction

Q12 | Which kind of standards are those that are set arbitrarily to reflect some level of performance that is regarded as appropriate or reasonable?

Competitor performance standards

Target performance standards

Historical standards

Absolute performance standards

Q13 | For a police department, using competitor performance standards, a competitor might be:

A fire service

A foreign police authority

A similar police department

All of the above

Q14 | What approach is used to compare organisation operations with those of other companies?

SWOT analysis

PERT analysis

Benchmarking

Competitor performance assessment

Q15 | The origins of benchmarking as it is used today go back to which company?

Microsoft

Toyota

Xerox

McDonald’s

Q16 | A comparison between operations or parts of operations that are within the same total organisation is called:

Internal benchmarking

Competitive benchmarking

Non-competitive benchmarking

External benchmarking

Q17 | Benchmarking against external organisations that do not compete directly in the same markets is called:

Non-competitive benchmarking

Collaborative benchmarking

Practice benchmarking

Non-assault benchmarking

Q18 | Which of the following is regarded as a fundamental flaw in the whole concept ofbenchmarking?

It limits improvements to currently accepted methods of operating.

It does not involve learning.

It limits critical thinking.

It is not a continuous process.

Q19 | What matrix positions each factor according to its performance and its importance?

Competitive forces matrix

Performance importance matrix

Importance performance matrix

Customer assessment matrix

Q20 | What do the letter ‘D’ and ‘I’ stand for in Deming’s cycle of improvement?

Design and improve

Develop and implement

Design and implement

Define and improve

Q21 | Ishikawa Diagrams are another name for what technique of improvement?

Cause-effect diagrams

Input-output analysis

Process maps

Scatter diagrams

Q22 | The principles of the business process re-engineering (BPR) approach do NOT include:

Checking that all internal customers act as their own suppliers to identify problems.

Scrapping any process line over two years old and starting again from scratch.

Striving for improvements in performance by radical rethinking and redesigning the process.

Rethinking business processes cross-functionally to organise work around natural information flows.

Q23 | Qualifying competitive factors are those which:

Directly win business for the operation.

Need to be better than a good industry standard.

Are relatively unimportant compared with the others.

May not win extra business if the operation improves its performance but can certainly lose business if performance falls below a particular point.

Q24 | Which of the following is not a tool and technique used in the process of Plan Risk Responses

Contingent Response Strategies

Expert Judgment

Risk and Impact Matrix

Strategies for positive risks or opportunities

Q25 | During which stage of Risk planning are modeling techniques used to determine overall effects of risks on project objectives for high probability, high impact risks?

Identify Risks

Plan Risk responses

Perform Qualitative risk analysis

Perform Quantitative risk analysis