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.
| 401. |
Global competition is putting more pressure on prices, response times, and product/service's |
| A. | Production |
| B. | Assembly |
| C. | Innovation |
| D. | Marketing |
| Answer» D. Marketing | |
| 402. |
Shenhar 's Second dimension of classification covers |
| A. | System complexity |
| B. | Technological Uncertainty |
| C. | Market Uncertainty |
| D. | Competition |
| Answer» B. Technological Uncertainty | |
| 403. |
The lion's share of the actual work on the project is achieved at the |
| A. | Second stage |
| B. | Third stage |
| C. | Fourth stage |
| D. | Fifth stage |
| Answer» C. Fourth stage | |
| 404. |
All risks identified by the risk management group, complete with their |
| A. | Estimated impact on project |
| B. | Probability of occurrence |
| C. | both a and b |
| D. | Quantitative estimates |
| Answer» D. Quantitative estimates | |
| 405. |
In reality, trade-off decisions are extremely |
| A. | Simple |
| B. | Difficult |
| C. | Suggestable |
| D. | Cheap |
| Answer» C. Suggestable | |
| 406. |
Projects have limited budgets, attempt of getting additional resources leads to the next attribute, which is |
| A. | Dependence |
| B. | Controlling |
| C. | Out-Range |
| D. | Conflict |
| Answer» E. | |
| 407. |
This process of carving away the unwanted reality from the bones of a problem is called |
| A. | Modelling the problem |
| B. | Scale-down the problem |
| C. | Scale-up the problem |
| D. | both b and c |
| Answer» B. Scale-down the problem | |
| 408. |
In Hybridization, dissimilar groupings within the same accountability center tend to encourage |
| A. | Overlap |
| B. | Duplication |
| C. | Friction |
| D. | All of the above |
| Answer» E. | |
| 409. |
The common phrase "return on investment" does not denote any specific method of calculation. It usually involves |
| A. | Internal rate of return |
| B. | Net present Value |
| C. | Profitability Index |
| D. | both a and b |
| Answer» E. | |
| 410. |
Pure functional and pure project organizations may |
| A. | Cooperate |
| B. | Coexist |
| C. | Collaborate |
| D. | Oppose |
| Answer» C. Collaborate | |
| 411. |
The Project Manager is responsible for organizing, staffing, budgeting and |
| A. | Directing |
| B. | Planning |
| C. | Controlling |
| D. | All of the Above |
| Answer» E. | |
| 412. |
"What will be the required level of involvement of each of the functional areas?", is a critical issue studied at the level |
| A. | Project Phase-out |
| B. | Main program |
| C. | Project Buildup |
| D. | Project formation |
| Answer» E. | |
| 413. |
If support of top-management is weak, the future of the project is clouded with |
| A. | Uncertainties |
| B. | Risks |
| C. | Failures |
| D. | Success |
| Answer» B. Risks | |
| 414. |
Form that is not appropriate to use for a single functional area i.e. the development of a new product line, is |
| A. | Mixed project form |
| B. | Hybrid project form |
| C. | Pure Project form |
| D. | Virtual project form |
| Answer» D. Virtual project form | |
| 415. |
Schedule is the major source of conflict during |
| A. | Main program |
| B. | Project Phase-out |
| C. | Project Formation |
| D. | both a and b |
| Answer» E. | |
| 416. |
The resource allocation problem is concerned with determining the best |
| A. | Person |
| B. | Manager |
| C. | Trade-offs |
| D. | Marketing |
| Answer» D. Marketing | |
| 417. |
Risk and conflict avoiders do not make happy and good quality |
| A. | Project Organizers |
| B. | Project Managers |
| C. | Project leaders |
| D. | Group Leaders |
| Answer» C. Project leaders | |
| 418. |
Acceptance of a goal for continuous improvement for the joint project, is also known as |
| A. | Top Quality Management |
| B. | Total Quality Management |
| C. | Team Quality Management |
| D. | Twice Quality Management |
| Answer» C. Team Quality Management | |
| 419. |
Functional units are the elements that must be involved in order to carry out the project. The problem is how best to |
| A. | Integrated them |
| B. | Control them |
| C. | Manage them |
| D. | Direct them |
| Answer» B. Control them | |
| 420. |
The commitment to project portfolio process, supporting process and results is done at |
| A. | Collect Project Data |
| B. | Organizing the process |
| C. | Implement the Process |
| D. | Reserving the process |
| Answer» D. Reserving the process | |
| 421. |
Application of scores and criterion weights to rank the projects within each category is a part of |
| A. | Prioritize the Projects |
| B. | Reduce the Criteria Set |
| C. | Projects held in Reserve |
| D. | Assembling |
| Answer» B. Reduce the Criteria Set | |
| 422. |
Improvement of the organization's project management competency and methods is to have |
| A. | Methodology Goals |
| B. | Compound Goals |
| C. | Ancillary goals |
| D. | Active Goals |
| Answer» D. Active Goals | |
| 423. |
The PM's ability to make trade-offs is often constrained by |
| A. | Contract |
| B. | Company policies |
| C. | Ethical considerations |
| D. | All of the Above |
| Answer» E. | |
| 424. |
Objectives that covers Business impact on organization and its scope is known as |
| A. | Specific Objectives |
| B. | Direct Objectives |
| C. | Active Objectives |
| D. | Rare Objectives |
| Answer» B. Direct Objectives | |
| 425. |
The Adams definition breaks out the project's life cycle into |
| A. | 2-stages |
| B. | 3-stages |
| C. | 4-stages |
| D. | 5-stages |
| Answer» D. 5-stages | |
| 426. |
The cause of change in environment can be managed by having some flexibility in the |
| A. | Quality of project |
| B. | Budget of project |
| C. | Schedule of project |
| D. | both b and c |
| Answer» E. | |
| 427. |
The extent to which a piece of information actually means what we believe it to mean is known as its |
| A. | Validity |
| B. | Invalidity |
| C. | Reliability |
| D. | Unreliability |
| Answer» B. Invalidity | |
| 428. |
Three of fundamental issues are delimiting the technical objectives, setting the project's relative priority and |
| A. | Establishing Project Councils |
| B. | Management commitment |
| C. | Establishment of unions |
| D. | Contractual procedures |
| Answer» C. Establishment of unions | |
| 429. |
The conflicting parties-at-interest to a project are |
| A. | Competitors |
| B. | Enemies |
| C. | Opposers |
| D. | Allies |
| Answer» E. | |
| 430. |
Risk of scope change caused by increased user knowledge can only be managed by handling the up-front |
| A. | Innovations |
| B. | Networking |
| C. | Communication |
| D. | Partnering |
| Answer» D. Partnering | |
| 431. |
A formal inquiry into some issue or aspect of a system, is known as |
| A. | Reports |
| B. | Audit |
| C. | Reviews |
| D. | Agreements |
| Answer» C. Reviews | |
| 432. |
In Fisher development the win-win solution is known as |
| A. | Principled Negotiation |
| B. | A1 Negotiation |
| C. | A2 Negotiation |
| D. | Ideal Negotiation |
| Answer» B. A1 Negotiation | |
| 433. |
Projects of complex organizations usually require input from several functional departments, which creates |
| A. | Overlapping |
| B. | Shared Responsibility |
| C. | both a and b |
| D. | Virtualization |
| Answer» D. Virtualization | |
| 434. |
Reality is far too complex for us to capture more than a small fraction of it in |
| A. | Model |
| B. | Nonnumeric Model |
| C. | Numeric Model |
| D. | All of the Above |
| Answer» E. | |
| 435. |
Important inputs to this process are the organization's goals and |
| A. | Strategies |
| B. | Vision |
| C. | Mission |
| D. | Outputs |
| Answer» B. Vision | |
| 436. |
Interparty agreements must be reached for partnering to |
| A. | Succeed |
| B. | Chartering |
| C. | Funding |
| D. | Scoping |
| Answer» B. Chartering | |
| 437. |
According to Shehnar, as the system complexity increases from "assembly" to "system", the style progresses from |
| A. | "firm, rigid, and formal" |
| B. | "in-house informal" to "formal" |
| C. | "moderately firm" to "moderately flexible" |
| D. | "moderately flexible" to "highly flexible." |
| Answer» C. "moderately firm" to "moderately flexible" | |
| 438. |
There are interpersonal conflicts between people who are |
| A. | Parties-not-interest |
| B. | Parties-out-interest |
| C. | Parties-at-interest |
| D. | Parties-from-interest |
| Answer» D. Parties-from-interest | |
| 439. |
Relations between the organization carrying out a project and a subcontractors are characterized as |
| A. | Adversarial |
| B. | Competitive |
| C. | Partnership |
| D. | Conflictual |
| Answer» B. Competitive | |
| 440. |
A single descriptor could be used to characterize project management, the adjective would be |
| A. | Rational |
| B. | Ordered |
| C. | Simple and plain |
| D. | Messy |
| Answer» E. | |
| 441. |
The purpose of the evaluation in project management is |
| A. | Process directed |
| B. | Program directed |
| C. | Goal directed |
| D. | Flow directed |
| Answer» D. Flow directed | |
| 442. |
Selecting the project organizational structure is a critical issue to be handled at |
| A. | Main program |
| B. | Project Buildup |
| C. | Project Formation |
| D. | Project Phase out |
| Answer» D. Project Phase out | |
| 443. |
The activities, and data that allow information flow in a project, frequently computerized, in |
| A. | PMID |
| B. | PMIS |
| C. | PMOS |
| D. | PMOD |
| Answer» C. PMOS | |
| 444. |
"Objective is to find a solution so that no party can be made better off without making another party worse off", was said by |
| A. | Wall's solution |
| B. | Roget's solution |
| C. | Pareto-optimal solution |
| D. | Cohen solution |
| Answer» D. Cohen solution | |
| 445. |
When complex organizations conduct projects, projects usually require input from several |
| A. | Functional departments |
| B. | Marketing departments |
| C. | Senior management |
| D. | Management department |
| Answer» B. Marketing departments | |
| 446. |
The ability to make swift decisions is greatly enhanced, because authority is |
| A. | Decentralized |
| B. | Centralized |
| C. | Enhanced |
| D. | Individualized |
| Answer» C. Enhanced | |
| 447. |
The projects that are visionary endeavors oriented toward using newly developed technologies are known as |
| A. | Platform Projects |
| B. | R & D projects |
| C. | Breakthrough Projects |
| D. | Derivative Projects |
| Answer» E. | |
| 448. |
Bottlenecks in resource availability or lack of required technological inputs results in |
| A. | Project's quality |
| B. | Project's Efficiency |
| C. | Project Deliverables |
| D. | Project delays |
| Answer» E. | |
| 449. |
The second task to be achieved at the Project formation phase is |
| A. | Commitment of resources |
| B. | Agreements approval |
| C. | Defining Budget |
| D. | Planning |
| Answer» B. Agreements approval | |
| 450. |
A specific project task that requires resources and time to complete, is known as |
| A. | Deliverables |
| B. | Activity |
| C. | Event |
| D. | Assignment |
| Answer» C. Event | |