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.
| 351. |
The first credibility required by PM is known as |
| A. | Functional Credibility |
| B. | Technical Credibility |
| C. | Administrative Credibility |
| D. | Competence Credibility |
| Answer» C. Administrative Credibility | |
| 352. |
The phase when project concept is being developed and subjected to project selection processes, requires |
| A. | Maximum effort |
| B. | 0 effort |
| C. | Minimal effort |
| D. | High-peak effort |
| Answer» D. High-peak effort | |
| 353. |
An ability to put many pieces of a task together to form a coherent whole, is the job of |
| A. | Project Manager |
| B. | Engineering manager |
| C. | Functional manager |
| D. | Marketing Manager |
| Answer» B. Engineering manager | |
| 354. |
While cost calculation of the model, all costs should be considered, including |
| A. | Cost of Data management |
| B. | Cost of running the model |
| C. | Cost of failure |
| D. | both a and b |
| Answer» E. | |
| 355. |
The demands of uniqueness in a PM concerned areas are |
| A. | Three |
| B. | Five |
| C. | Six |
| D. | Seven |
| Answer» E. | |
| 356. |
Projects provide an excellent growth environment for future executives and for developing |
| A. | Sales skills |
| B. | Manufacturing skills |
| C. | Managerial skills |
| D. | Execution skills |
| Answer» D. Execution skills | |
| 357. |
The Senior management tentatively approves preliminary planning for a project, at stage-level |
| A. | Zero stage |
| B. | First stage |
| C. | Second stage |
| D. | Third stage |
| Answer» C. Second stage | |
| 358. |
The evaluation process of proposed projects or groups of projects is known as |
| A. | Project Analysis |
| B. | Project Compilation |
| C. | Project selection |
| D. | Project Documentation |
| Answer» D. Project Documentation | |
| 359. |
The process of managing projects has been impacted by accelerating replacement of |
| A. | Hierarchical management |
| B. | System approach |
| C. | Positional Systematic approach |
| D. | both a and b |
| Answer» E. | |
| 360. |
With matrix organizations, the power is more |
| A. | Prioritized |
| B. | Balanced |
| C. | Optimized |
| D. | Weighted |
| Answer» C. Optimized | |
| 361. |
Special kind of project organization is found in manufacturing firms, developed when projects are housed in |
| A. | Project divisions |
| B. | Portfolio divisions |
| C. | Program divisions |
| D. | Process divisions |
| Answer» E. | |
| 362. |
This person who is responsible for a number of related projects, each with its own project manager, is known as |
| A. | Portfolio Manager |
| B. | Process Manager |
| C. | Program Manager |
| D. | Co-coordinator Manger |
| Answer» D. Co-coordinator Manger | |
| 363. |
A record of identified risks, methods used to resolve them, and results of all risk management activities are in |
| A. | Risk Management Data Book |
| B. | Risk Management Data Bank |
| C. | Risk Management Data Box |
| D. | Risk Management Data Block |
| Answer» C. Risk Management Data Box | |
| 364. |
Virtual projects has been facilitated by the use of the |
| A. | Internet |
| B. | Projects |
| C. | Pure Projects |
| D. | Matrix organizations |
| Answer» B. Projects | |
| 365. |
A management approach in which subordinates are given more freedom of how to achieve task objectives, is known as |
| A. | Management By Objectives |
| B. | Management By Outputs |
| C. | Management By Outcomes |
| D. | Management By Outlines |
| Answer» B. Management By Outputs | |
| 366. |
As the substantive problems are spelled out, some effort should be devoted to finding a wide variety of |
| A. | Possible Arguments |
| B. | Possible Solutions |
| C. | Possible Disagreement |
| D. | Possible Interest of own |
| Answer» C. Possible Disagreement | |
| 367. |
Previously, when a high-technology project was undertaken by a firm, it would start its journey through the firm in the |
| A. | Manufacturing department |
| B. | Functional department |
| C. | Execution Department |
| D. | R & D department |
| Answer» E. | |
| 368. |
Holistic approach of the total organization's needs allows projects to be staffed and scheduled in order to |
| A. | Replace System Performance |
| B. | Minimize System Performance |
| C. | Maximize System Performance |
| D. | Optimize System Performance |
| Answer» E. | |
| 369. |
Responsibility to the parent organization is also a key role of |
| A. | Project manager |
| B. | Marketing managers |
| C. | Manufacture manager |
| D. | Engineering managers |
| Answer» B. Marketing managers | |
| 370. |
In virtual projects, the project team is often organized in structure of type |
| A. | Linear type |
| B. | Mixed type |
| C. | Matrix type |
| D. | Absolute type |
| Answer» D. Absolute type | |
| 371. |
Determining the mix of projects across the various categories and time periods, is job done at |
| A. | Implement the Process |
| B. | Prioritize the Projects |
| C. | Reduce the Criteria Set |
| D. | Selecting Projects to Be Funded |
| Answer» E. | |
| 372. |
A four-stage model i.e. conceptualization, planning, execution, and termination are the stages of life cycle defined by |
| A. | Adams |
| B. | Thamhain |
| C. | Walls |
| D. | Rogets |
| Answer» B. Thamhain | |
| 373. |
Not only are the project's deliverables, budget, and schedule is recalculated but change by mandate also raises issue of |
| A. | Assembling |
| B. | Prioritizing projects |
| C. | Technological Uncertainty |
| D. | Chartering |
| Answer» C. Technological Uncertainty | |
| 374. |
The analytic method focuses on breaking the components of a system into |
| A. | Compiled Sets |
| B. | Segments |
| C. | Convertible elements |
| D. | Small elements |
| Answer» E. | |
| 375. |
The agreements between groups partnering on large endeavors are often referred to as |
| A. | Partnering scope |
| B. | Chartering |
| C. | Facilitation |
| D. | Scope change |
| Answer» C. Facilitation | |
| 376. |
Approaching intraproject disputes with a desire to have a victory over other parties is |
| A. | Appropriate |
| B. | Ideal Approach |
| C. | key to success |
| D. | Inappropriate |
| Answer» E. | |
| 377. |
Scope in project management constitutes of PMBOK knowledge area at position |
| A. | 2nd |
| B. | 3rd |
| C. | 4th |
| D. | 6th |
| Answer» B. 3rd | |
| 378. |
The model's capability deals with the factors like, situations both internal and external to the project and |
| A. | Multiple time Periods |
| B. | Performance |
| C. | Cost |
| D. | Implementation |
| Answer» B. Performance | |
| 379. |
The critical path method (CPM) is a |
| A. | Structure |
| B. | Network |
| C. | Standard |
| D. | Protocol |
| Answer» C. Standard | |
| 380. |
The need to preserve some balance between the project time, cost, and performance is in |
| A. | First set of trade-offs |
| B. | Second set of trade-offs |
| C. | Third set of trade-offs |
| D. | Fourth set of trade-offs |
| Answer» B. Second set of trade-offs | |
| 381. |
Incomplete information can blind the PM to an incipient crisis, just as excessive information can desensitize the PM to |
| A. | Early warnings |
| B. | Failures |
| C. | Success |
| D. | Uncertainties |
| Answer» B. Failures | |
| 382. |
The traditional sources of conflicts are |
| A. | Project team and client |
| B. | Functional and senior management |
| C. | both a and b |
| D. | Functional, Senior management and project team |
| Answer» D. Functional, Senior management and project team | |
| 383. |
Horizontal distribution across lines of authority means that each unit will have its |
| A. | Own goals |
| B. | Own set of rules |
| C. | Own scope |
| D. | Own strategy |
| Answer» B. Own set of rules | |
| 384. |
A project document that describes all the work that must be done to complete the project, is known as |
| A. | Work Basic Structure |
| B. | Work Breakdown Structure |
| C. | Work Break Structure |
| D. | Work Boundary Structure |
| Answer» C. Work Break Structure | |
| 385. |
To ensure against the memory risk, the risk management system should maintain an up-to-date |
| A. | Data Book |
| B. | Data bank |
| C. | Data box |
| D. | Data block |
| Answer» C. Data box | |
| 386. |
A Code of Ethics for project managers was created by the PMI in |
| A. | 1982 |
| B. | 1983 |
| C. | 1984 |
| D. | 1985 |
| Answer» B. 1983 | |
| 387. |
In a matrix organization, schedule and flow of work is managed by |
| A. | Administration |
| B. | Project Managers |
| C. | Function managers |
| D. | Marketing managers |
| Answer» C. Function managers | |
| 388. |
Project selection models can be classified in |
| A. | 2 types |
| B. | 3 types |
| C. | 4 types |
| D. | 6 types |
| Answer» B. 3 types | |
| 389. |
Project management has revolutionized because the characteristics of our contemporary society demands |
| A. | Development Of Methods |
| B. | Developed Skill sets |
| C. | Critical designs |
| D. | Critical decision making |
| Answer» B. Developed Skill sets | |
| 390. |
The Delphi technique was developed by the Rand Corporation in |
| A. | 1989 |
| B. | 1978 |
| C. | 1969 |
| D. | 1990 |
| Answer» D. 1990 | |
| 391. |
Contracts between a firm and its suppliers, its trade unions, and its customers are written to govern the settlement of |
| A. | Potential risk |
| B. | Potential Uncertainty |
| C. | Potential Risk |
| D. | Potential Failure |
| Answer» D. Potential Failure | |
| 392. |
Every project on which the PM has worked, whether as the project manager or not, is a source of |
| A. | Experience |
| B. | Inputs |
| C. | Outputs |
| D. | Learning |
| Answer» E. | |
| 393. |
Organizing projects by product involves establishing each product project as |
| A. | Centralized Element |
| B. | Autonomy |
| C. | Multiple element |
| D. | Decentralized Element |
| Answer» B. Autonomy | |
| 394. |
The boundary of inputs and outputs differentiates the system from its |
| A. | Environment |
| B. | Functionality |
| C. | Specifications |
| D. | Structure |
| Answer» B. Functionality | |
| 395. |
The fourth task to be achieved at the Project formation phase is |
| A. | Resource Allocation |
| B. | Establishing Organizational Structure |
| C. | Establishing communication |
| D. | Budgeting |
| Answer» C. Establishing communication | |
| 396. |
Modelling take into account the factors that reflect project technical and market risks like performance, cost, time and |
| A. | Customer Rejection |
| B. | Testing |
| C. | Implementation |
| D. | both a and c |
| Answer» E. | |
| 397. |
Process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern of his, is known as |
| A. | Conflict |
| B. | Risk |
| C. | Uncertainty |
| D. | Poor management |
| Answer» B. Risk | |
| 398. |
The technology of a culture includes such things as the |
| A. | Tools used by people |
| B. | Material produced |
| C. | Skills |
| D. | All of the Above |
| Answer» E. | |
| 399. |
Many firms have a wide variety of types and sizes of |
| A. | Not Large projects |
| B. | Sufficient large and complex projects |
| C. | both a and b |
| D. | Strategies |
| Answer» D. Strategies | |
| 400. |
Sixth step in Project Portfolio Process is |
| A. | Collect Project Data |
| B. | Assess Resource Availability |
| C. | Reduce the Criteria Set |
| D. | Prioritize the Projects within Categories |
| Answer» E. | |