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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.
| 651. |
The phase after evaluation phase is |
| A. | Implementation |
| B. | Testing |
| C. | Controlling |
| D. | Termination |
| Answer» E. | |
| 652. |
A project can be terminated in one of four way i.e. by extinction, addition, integration or |
| A. | Starvation |
| B. | Harvation |
| C. | Evaluation |
| D. | Distinction |
| Answer» B. Harvation | |
| 653. |
Success-related factors can be used in |
| A. | Planning decision models |
| B. | Evaluation decision models |
| C. | Controlling decision models |
| D. | Termination decision models |
| Answer» E. | |
| 654. |
The Adams cited definition of project's life cycle was introduced in |
| A. | 1982 |
| B. | 1983 |
| C. | 1984 |
| D. | 1985 |
| Answer» C. 1984 | |
| 655. |
Project Management Institute (PMI), was established in |
| A. | 1968 |
| B. | 1967 |
| C. | 1969 |
| D. | 1971 |
| Answer» D. 1971 | |
| 656. |
"Which of the functional areas will be needed to accomplish project tasks?", is a fundamental issue covered at level |
| A. | Project Buildup |
| B. | Project formation |
| C. | Main program |
| D. | Project Phase-out |
| Answer» C. Main program | |
| 657. |
Models that do not use numbers as inputs are known as |
| A. | Alphanumeric Models |
| B. | Alphabetic Models |
| C. | Nonnumeric Models |
| D. | Numeric Models |
| Answer» D. Numeric Models | |
| 658. |
Language is a particularly critical aspect of |
| A. | Culture |
| B. | Microculture |
| C. | Environment |
| D. | Atmosphere |
| Answer» B. Microculture | |
| 659. |
The way in which organizations facilitate the conflict integration is to establish |
| A. | Lateral relations |
| B. | Former Relations |
| C. | Formal Relations |
| D. | Basic relative relations |
| Answer» B. Former Relations | |
| 660. |
Running a project requires constant selling, reselling, and explaining the project to |
| A. | Outsiders |
| B. | Top management |
| C. | Clients |
| D. | All of the above |
| Answer» E. | |
| 661. |
In second level of priority, the existing projects are of type |
| A. | Urgent-type priority |
| B. | Random-level priority |
| C. | High-priority |
| D. | lower-priority |
| Answer» E. | |
| 662. |
The impetus for the matrix organization was the fact that firms operating in high technology areas had to integrate several |
| A. | Functional Specialties |
| B. | Managerial Specialties |
| C. | Technical Specialties |
| D. | Departmental Specialties |
| Answer» B. Managerial Specialties | |
| 663. |
The chances for successful completion of a multidisciplinary project are |
| A. | Very low |
| B. | Below expected |
| C. | High |
| D. | Above Expected |
| Answer» D. Above Expected | |
| 664. |
Value of the time saved can be derived from, less design labor and overhead and |
| A. | Earlier Sales |
| B. | Return on Investment |
| C. | Effective marketing |
| D. | both a and b |
| Answer» E. | |
| 665. |
Deciding how to approach and plan the risk management activities for a project, is known as |
| A. | Risk Identification |
| B. | Risk analysis |
| C. | Risk Management Planning |
| D. | Risk Response |
| Answer» D. Risk Response | |
| 666. |
To be useful, PM's experience must be generalized and |
| A. | Prioritized |
| B. | Rationalized |
| C. | Organized |
| D. | Multidisciplinary |
| Answer» D. Multidisciplinary | |
| 667. |
In selection of project organization, arrange the key tasks by sequence and decompose them into |
| A. | Operations |
| B. | Work processes |
| C. | Work packages |
| D. | Segments |
| Answer» D. Segments | |
| 668. |
A standard for performance is settled, commonly established early on for later comparisons, is |
| A. | Baseline |
| B. | Boundary line |
| C. | Scope line |
| D. | Performance line |
| Answer» B. Boundary line | |
| 669. |
A Project Manager lives in a world characterized by |
| A. | Uniqueness |
| B. | Interdependencies |
| C. | Resources |
| D. | Conflicts |
| Answer» E. | |
| 670. |
The functional managers have little or no direct responsibility for the |
| A. | Technicalities |
| B. | Results |
| C. | Decision making |
| D. | Analysis |
| Answer» C. Decision making | |
| 671. |
The functional and the pure project organizations represent |
| A. | Extremes |
| B. | Realities |
| C. | Exaggeration |
| D. | Duplication |
| Answer» B. Realities | |
| 672. |
The project is separated from the rest of the parent system, in |
| A. | Systematic project Organization |
| B. | Spectrum Project Organization |
| C. | Pure Project organization |
| D. | Functional Project Organization |
| Answer» D. Functional Project Organization | |
| 673. |
Everything outside the system that delivers inputs or receives outputs from the system is known as |
| A. | Environment |
| B. | Atmosphere |
| C. | Structure |
| D. | Microculture |
| Answer» B. Atmosphere | |
| 674. |
If the risk management system has no memory, the task of risk identification will be done |
| A. | Precisely |
| B. | Accurately |
| C. | Horrendous |
| D. | Uncertainly |
| Answer» D. Uncertainly | |
| 675. |
Projects involving a "disruptive" technology that is known to the industry or that the organization has been developing over time, are |
| A. | Breakthrough Projects |
| B. | Derivative Projects |
| C. | Platform Projects |
| D. | R & D projects |
| Answer» B. Derivative Projects | |
| 676. |
Conflicts center on such matters as schedules, priorities, staff and labor requirements, technical factors and |
| A. | Administrative procedures |
| B. | Cost estimate |
| C. | Personal conflicts |
| D. | All of the Above |
| Answer» E. | |
| 677. |
The choice of having an organizational form is determined completely by the |
| A. | Intuitions |
| B. | Competition |
| C. | Market value |
| D. | Situation |
| Answer» E. | |
| 678. |
The third sub process in the risk management process is |
| A. | Risk Identification |
| B. | Risk Management Planning |
| C. | Quantitative Risk Analysis |
| D. | Qualitative Risk Analysis |
| Answer» E. | |
| 679. |
The functional manager is a direct, technical supervisor, whereas the project manager is |
| A. | Facilitator |
| B. | Generalist |
| C. | both a and b |
| D. | Supervisor |
| Answer» D. Supervisor | |
| 680. |
The "corporate culture" within the organization, or even project is known as |
| A. | Intercultural |
| B. | Microculture |
| C. | Intracultural |
| D. | Firm culture |
| Answer» C. Intracultural | |
| 681. |
If the firm engages in a large number of similar projects, the form of the organization will be |
| A. | Mixed project form |
| B. | Hybrid project form |
| C. | Pure Project form |
| D. | Virtual project form |
| Answer» D. Virtual project form | |
| 682. |
The third cause of change in the project management is in the form of |
| A. | Innovation |
| B. | Technological Uncertainty |
| C. | Increased client knowledge |
| D. | Change in environment |
| Answer» E. | |
| 683. |
The projects that attempt to extend the platform in various dimensions are known as |
| A. | Derivative Projects |
| B. | Breakthrough Projects |
| C. | R & D projects |
| D. | Platform Projects |
| Answer» E. | |
| 684. |
Listing the goals of each existing and proposed project is the first step in |
| A. | Data Collection |
| B. | Establishment of Project council |
| C. | Prioritizing the projects |
| D. | Identification of project categories |
| Answer» E. | |
| 685. |
A process change's matrix called the aggregate project plan was developed by Wheelwright in |
| A. | 1992 |
| B. | 1998 |
| C. | 1982 |
| D. | 1988 |
| Answer» B. 1998 | |
| 686. |
The amount of resources of each kind that are to be assigned to a specific activity in a certain time period, is |
| A. | Resource leveling |
| B. | Resource prioritizing |
| C. | Resource loading |
| D. | Resource Generation |
| Answer» D. Resource Generation | |
| 687. |
There is a tendency to think of a project solely in terms of its |
| A. | Filing |
| B. | Outcomes |
| C. | Decision making abilities |
| D. | Inputs |
| Answer» C. Decision making abilities | |
| 688. |
Risks involved at the internal environment of the project, are technological risks and |
| A. | Technical risks |
| B. | Interpersonal risks |
| C. | Negative market risks |
| D. | All of the Above |
| Answer» E. | |
| 689. |
Development of procedures and techniques to enhance opportunities and reduce threats to the objectives, is achieved at |
| A. | Quantitative Risk Analysis |
| B. | Risk Identification |
| C. | Qualitative Risk Analysis |
| D. | Risk Response |
| Answer» E. | |
| 690. |
Technological uncertainty can be resolved by careful analysis, including the use of technological |
| A. | Innovations |
| B. | Development |
| C. | Management |
| D. | Forecasting |
| Answer» E. | |
| 691. |
Negotiation within the organization should be directed at obtaining the best outcome, not |
| A. | Losing |
| B. | Winning |
| C. | Unargumentable |
| D. | Rational |
| Answer» C. Unargumentable | |
| 692. |
The second sub process in the risk management process is |
| A. | Risk Response |
| B. | Risk Identification |
| C. | Risk monitoring and controlling |
| D. | Risk Management Planning |
| Answer» C. Risk monitoring and controlling | |
| 693. |
The direct project objectives that are to be achieved in a project is cost, performance and |
| A. | Scope |
| B. | Time |
| C. | Success Rate |
| D. | Management methodology |
| Answer» C. Success Rate | |
| 694. |
The project team becomes aware of a recent innovation that allows a |
| A. | Faster solution |
| B. | Cheaper solution |
| C. | both a and b |
| D. | Expensive Solution |
| Answer» D. Expensive Solution | |
| 695. |
A maximum flexibility in the use of staff is an advantage of using |
| A. | Adversarial Elements |
| B. | Functional Elements |
| C. | Managerial Elements |
| D. | Administrative Elements |
| Answer» C. Managerial Elements | |
| 696. |
Person in charge of the basic product design and development and is responsible for functional analysis, is |
| A. | Contract Administrator |
| B. | System Architect |
| C. | Test Engineer |
| D. | Support Services Manager |
| Answer» C. Test Engineer | |
| 697. |
At the data collection of risk management, all risks must be |
| A. | Identified |
| B. | Responded |
| C. | Categorized |
| D. | Described |
| Answer» D. Described | |
| 698. |
For success of any project, expectations of client and project team members should be |
| A. | Prioritized |
| B. | Unaligned |
| C. | Aligned |
| D. | Unsequenced |
| Answer» D. Unsequenced | |
| 699. |
For strong matrices, problems associated with shutting down a project are almost as severe as those in |
| A. | Functional Form Organization |
| B. | Virtual Organization |
| C. | Virtual Organization |
| D. | Pure Project Organization |
| Answer» E. | |
| 700. |
It is difficult to convince senior managers to make the firm commitments implied in a project charter in the face of |
| A. | Failure |
| B. | Risky Future |
| C. | Uncertain future |
| D. | Success |
| Answer» D. Success | |