MCQOPTIONS
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MCQOPTIONS
This section includes 888 Mcqs, each offering curated multiple-choice questions to sharpen your Software Engg knowledge and support exam preparation. Choose a topic below to get started.
| 551. |
The concept of comparative benefits, if not a formal model, it is widely adopted for |
| A. | Predictor of project success |
| B. | Data Selection |
| C. | Flow Selections |
| D. | Selection decisions |
| Answer» E. | |
| 552. |
A mix of projects funded by the organization will be spread appropriately across the areas making organization's goals, is |
| A. | Identification of Project Categories |
| B. | Data Collection |
| C. | Prioritizing the projects |
| D. | Accessing Resources and skills |
| Answer» B. Data Collection | |
| 553. |
Performing an analysis of risks and conditions to prioritize their impacts on project objectives is known as |
| A. | Quantitative Risk Analysis |
| B. | Qualitative Risk Analysis |
| C. | Risk Management Planning |
| D. | Risk Identification |
| Answer» C. Risk Management Planning | |
| 554. |
Choosing an organizational project structure can be determined by |
| A. | Project Complexity |
| B. | Step by step procedure |
| C. | Nature of project |
| D. | Buildup of project |
| Answer» D. Buildup of project | |
| 555. |
Projects are only as successful as the degree to which the project manager is an effective |
| A. | Manager |
| B. | Negotiator |
| C. | Performer |
| D. | Problem solver |
| Answer» C. Performer | |
| 556. |
Form that would generally be used for one-time, highly specific, unique tasks that require careful control of functional area, is |
| A. | Virtual project form |
| B. | Pure Project form |
| C. | Hybrid project form |
| D. | Mixed project form |
| Answer» C. Hybrid project form | |
| 557. |
In the initial stage of the project life cycle, most of the conflict centers around |
| A. | Planning |
| B. | Resource Allocation |
| C. | Setting up the environment |
| D. | Budgeting |
| Answer» D. Budgeting | |
| 558. |
Common characteristics of effective project team members includes high-quality technical skills, political sensitivity and |
| A. | High self esteem |
| B. | Problem orientation |
| C. | Technical skills |
| D. | both a and b |
| Answer» E. | |
| 559. |
Partnering requires strong support from |
| A. | Senior management |
| B. | Middle management |
| C. | Subcontractors management |
| D. | Project managers |
| Answer» B. Middle management | |
| 560. |
A major role participation in the project council is of |
| A. | Senior-level managers |
| B. | Middle-level managers |
| C. | Lower-level managers |
| D. | Team leaders |
| Answer» B. Middle-level managers | |
| 561. |
Consistency with the policies, practices, and procedures of the parent firm in matrix approach tends to be |
| A. | Preserved |
| B. | Varying |
| C. | Constant |
| D. | Restored |
| Answer» B. Varying | |
| 562. |
The PM must negotiate with the functional department managers for the desired |
| A. | Personnel |
| B. | Decisions |
| C. | Strategies |
| D. | Implementation |
| Answer» B. Decisions | |
| 563. |
In a matrix organization, technical decisions of the project is made by |
| A. | Technical manager |
| B. | HR manager |
| C. | Function manager |
| D. | Project manager |
| Answer» D. Project manager | |
| 564. |
The fundamental basis of education for project managers is delivered by |
| A. | PMBOK |
| B. | MIS |
| C. | PM's Group leader |
| D. | Organization's owner |
| Answer» B. MIS | |
| 565. |
The knowledge of project management's ideas, as well as solutions for commonly encountered problems is given by |
| A. | PMBOK |
| B. | PM Network Magazines |
| C. | PM systems |
| D. | PM managers |
| Answer» C. PM systems | |
| 566. |
Project charter is simply a written agreement between the |
| A. | Project Manager and subcontractors |
| B. | Functional managers and Project Manager |
| C. | Senior management and project managers |
| D. | both b and c |
| Answer» E. | |
| 567. |
A person who helps people overcome problems regarding technical and functional issues is a |
| A. | Corporate- member |
| B. | Project manager |
| C. | Facilitator |
| D. | Project-council member |
| Answer» D. Project-council member | |
| 568. |
The Second Point of Principled Negotiation is |
| A. | Invent options for mutual gain |
| B. | Separate the people from the problem |
| C. | Insist on using objective criteria |
| D. | Focus on interests, not positions |
| Answer» E. | |
| 569. |
In types of models, the criteria being measured can be |
| A. | Subjective |
| B. | Objectives |
| C. | Random |
| D. | both a and b |
| Answer» E. | |
| 570. |
The use of fiber-optic cables for data transmission can be an example of project type |
| A. | Derivative Projects |
| B. | R & D projects |
| C. | Breakthrough Projects |
| D. | Platform Projects |
| Answer» D. Platform Projects | |
| 571. |
The PM should build and maintain a solid |
| A. | Data Network |
| B. | Referential Network |
| C. | Computing Network |
| D. | Information Network |
| Answer» E. | |
| 572. |
Adoption of the systems approach is crucial for the |
| A. | Function managers |
| B. | Marketing managers |
| C. | Project managers |
| D. | Engineering managers |
| Answer» D. Engineering managers | |
| 573. |
The basic approaches to addressing the constrained resources allocation problem, Is of |
| A. | 2 Types |
| B. | 3 types |
| C. | 4 types |
| D. | 5 types |
| Answer» B. 3 types | |
| 574. |
Approaches to even out the peaks of resource requirements so that a fixed amount of resources can be employed over time, is known as |
| A. | Resource loading |
| B. | Resource leveling |
| C. | Resource prioritizing |
| D. | Resource Generation |
| Answer» C. Resource prioritizing | |
| 575. |
Conflicts are result of the units having different expectations about the project, its |
| A. | Cost and timing |
| B. | Reward |
| C. | Relative importance |
| D. | All of the Above |
| Answer» E. | |
| 576. |
The conflict-resolution potential of partnering and project charters should be |
| A. | Blurred |
| B. | Not defined |
| C. | Argumentable |
| D. | Clear |
| Answer» E. | |
| 577. |
The Third Point of Principled Negotiation is |
| A. | Separate the people from the problem |
| B. | Invent options for mutual gain |
| C. | Focus on interests, not positions |
| D. | Insist on using objective criteria |
| Answer» C. Focus on interests, not positions | |
| 578. |
If choice of project structure exists, the first problem is to determine |
| A. | Kind of work |
| B. | Scope |
| C. | Strategy |
| D. | Complexity |
| Answer» B. Scope | |
| 579. |
There is a great deal of flexibility in precisely how the project is |
| A. | Optimized |
| B. | Designed |
| C. | Organized |
| D. | Simplified |
| Answer» D. Simplified | |
| 580. |
In matric approach, the project is the point of emphasis, responsibility of managing the project is on |
| A. | One Individual |
| B. | Combinations of 2 |
| C. | Multiple Groups |
| D. | One department |
| Answer» B. Combinations of 2 | |
| 581. |
We need a model for assisting us in making project |
| A. | Selection decisions |
| B. | Model decisions |
| C. | Analyzing decisions |
| D. | Data gathering decisions |
| Answer» B. Model decisions | |
| 582. |
Risk information must be available to managers of widely varied disciplines and |
| A. | Backgrounds |
| B. | Values |
| C. | Experiences |
| D. | Methodology |
| Answer» B. Values | |
| 583. |
A PM with reasonable technical competence seems to be associated with project |
| A. | Success |
| B. | Failure |
| C. | Great amount of risk |
| D. | Minimal Uncertainty |
| Answer» B. Failure | |
| 584. |
Once project partnering is done, the step is |
| A. | Scope change |
| B. | Chartering |
| C. | Establishing network of subcontractors |
| D. | Establishing Council |
| Answer» C. Establishing network of subcontractors | |
| 585. |
Risk analysis describes the nature of the problem but doesn't |
| A. | Remove the ambiguity |
| B. | Provides techniques |
| C. | Reduce the uncertainty |
| D. | both a and c |
| Answer» B. Provides techniques | |
| 586. |
The conflicting interests of the firm and subcontractors lead both parties to work in an atmosphere of mutual |
| A. | Suspicion |
| B. | Understanding |
| C. | Antagonism |
| D. | both a and c |
| Answer» E. | |
| 587. |
Stating immediate wants on the assumption that the environment is static. |
| A. | Pareto Negotiation |
| B. | Principled Negotiation |
| C. | Static Negotiation |
| D. | Positional Negotiation |
| Answer» E. | |
| 588. |
A project manager in the public sector, may easily become embroiled in the ethics concerning issues as |
| A. | Pollution |
| B. | Public Safety |
| C. | Use of public land |
| D. | All of the Above |
| Answer» E. | |
| 589. |
The boundaries between departments or functions are known as |
| A. | Walls |
| B. | Interfaces |
| C. | Borders |
| D. | Thin Sections |
| Answer» C. Borders | |
| 590. |
The seventh sub process in the risk management process is |
| A. | Qualitative Risk Analysis |
| B. | Quantitative Risk Analysis |
| C. | Risk monitoring and controlling |
| D. | Risk Management Data Bank |
| Answer» E. | |
| 591. |
Changes in the required project performance is better known as |
| A. | Scoping |
| B. | Scope creep |
| C. | Scope change |
| D. | Scope control |
| Answer» C. Scope change | |
| 592. |
In risk management, identification of all environments may have an impact on the |
| A. | Managers |
| B. | Projects |
| C. | Data collection |
| D. | Risk Identification |
| Answer» C. Data collection | |
| 593. |
In matrix approach, the movement of resources from project to project in order to satisfy the several schedules may foster |
| A. | Political Infighting |
| B. | Unscheduling |
| C. | Delay |
| D. | Low-Quality |
| Answer» B. Unscheduling | |
| 594. |
Hybridization enables the firm to meet special problems by appropriate adaptation of its |
| A. | Quality |
| B. | Structure |
| C. | Performance |
| D. | Strategy |
| Answer» C. Performance | |
| 595. |
Aiding the project in achieving its objectives, and sometimes aiding hidden yet firmly held ancillary objectives, is the job done at |
| A. | Processing |
| B. | Directing |
| C. | Planning |
| D. | Evaluating |
| Answer» E. | |
| 596. |
Microcultures are to differentiate corporate from the broader national or |
| A. | Corporate cultures |
| B. | National Cultures |
| C. | Regional cultures |
| D. | Competitional cultures |
| Answer» D. Competitional cultures | |
| 597. |
The groups that band together to do what is necessary to complete the project on time and to specification, is |
| A. | PM and Functional groups |
| B. | Functional Groups |
| C. | PM , project team and Functional group |
| D. | PM and Project team |
| Answer» D. PM and Project team | |
| 598. |
A mean for monitoring and controlling the organization's strategic projects is |
| A. | Project Monitoring process |
| B. | Project Portfolio Process |
| C. | Project Portfolio Plan |
| D. | Project Portfolio Phase |
| Answer» C. Project Portfolio Plan | |
| 599. |
The problem of changing the scope or performance, expected of a project is a major |
| A. | Drawback |
| B. | Issue |
| C. | Downfall |
| D. | Success |
| Answer» C. Downfall | |
| 600. |
In order to deal with the managerial and administrative issues according to parent organization?s rules, many firms have created |
| A. | Project management process |
| B. | Project management office |
| C. | Project management planning |
| D. | Project management Phases |
| Answer» C. Project management planning | |