Question 1

Which of the following questions does the organization's mission statement answer?

Accepted Answer

A) What are our long-term strategies? 
B) What are our long-term goals and objectives? 
C) How do we operate in the existing environment? 
D) What do we want to become? 
E) All of these are answered by the mission statement 
A) What are our long-term strategies? 
B) What are our long-term goals and objectives? 
C) How do we operate in the existing environment? 
D) What do we want to become? 
E) All of these are answered by the mission statement

Question 2

Opportunities and threats are the flip sides of each other; that is, a threat can be viewed as an opportunity, and vice versa.

Accepted Answer

A) True 
 B)False

Question 3

Strategy considered to be under purview of senior management is

Accepted Answer

A) Old school thinking 
B) A new school of management thought 
C) Necessary in a company structure 
D) Beneficial to the Project Manager 
E) Depended on company goals 
A) Old school thinking 
B) A new school of management thought 
C) Necessary in a company structure 
D) Beneficial to the Project Manager 
E) Depended on company goals

Question 4

________ translate the organization's mission statement into specific, concrete, and measurable terms.

Accepted Answer

Objectives
Explanation: Object

Question 5

What is strategic management?

Accepted Answer

Strategic management is the pr

Question 6

It is necessary to have exactly the same strategic and operations criteria for different projects

Accepted Answer

A) True 
 B)False

Question 7

Why is profitability alone not an adequate measure of a project's value to an organization?

Accepted Answer

Today management is interested in identi

Question 8

If a proposed project does not meet one of the designated "must" objectives it is immediately removed from consideration.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is the reason(s) why project managers need to understand their organization's mission and strategy?

Accepted Answer

A) To make appropriate decisions and adjustments 
B) To be effective project advocates 
C) To be able to get their job done 
D) Both A and B are correct 
E) A, B, and C are all correct 
A) To make appropriate decisions and adjustments 
B) To be effective project advocates 
C) To be able to get their job done 
D) Both A and B are correct 
E) A, B, and C are all correct

Question 10

________ answers the question of how strategies will be realized, given available resources.

Accepted Answer

Implementation
Explanation: Implementati

Question 11

Which of the following is not one of the classifications for assessing a project portfolio?

Accepted Answer

A) Sacred cow 
B) Bread-and-butter 
C) Pearls 
D) Oysters 
E) White elephants 
A) Sacred cow 
B) Bread-and-butter 
C) Pearls 
D) Oysters 
E) White elephants

Question 12

Using the Project Portfolio Matrix, revolutionary commercial advances using proven technical advances are classified as Oyster projects.

Accepted Answer

A) True 
 B)False

Question 13

Identify and briefly describe the four components of strategic management and why they must be strongly linked.

Accepted Answer

1) mission, 2) goals

Question 14

Which of the following is not one of the requirements for successful implementation of strategies through projects?

Accepted Answer

A) Allocation of resources 
B) Prioritizing of projects 
C) Motivation of project contributors 
D) Adequate planning and control systems 
E) All of these are requirements 
A) Allocation of resources 
B) Prioritizing of projects 
C) Motivation of project contributors 
D) Adequate planning and control systems 
E) All of these are requirements

Question 15

Project Management historically has been preoccupied solely with the planning and execution of projects while strategy was under the purview of senior management.

Accepted Answer

A) True 
 B)False

Question 16

The typical Strategic Management Process includes four activities.Identify and briefly describe each of those four activities.

Accepted Answer

1) Review and define the organ

Question 17

Identify and briefly describe five of the benefits of Project Portfolio Management.

Accepted Answer

See Exhibit 2-2 in y

Question 18

Projects are usually classified into all but one of the following categories.Which one is not one of the typical classifications?

Accepted Answer

A) Compliance and emergency 
B) Operational 
C) Strategic 
D) Political necessity 
E) All of these are typical classifications 
A) Compliance and emergency 
B) Operational 
C) Strategic 
D) Political necessity 
E) All of these are typical classifications

Question 19

The __________ identifies what the organization wants to become and the scope of the firm in terms of its product or service.

Accepted Answer

mission statement
Explanation:

Question 20

Which of the following is a common multicriteria selection model?

Accepted Answer

A) Checklist 
B) Net Present Value 
C) Weighted criteria model 
D) Both A and C are correct 
E) All of these are common multicriteria selection models 
A) Checklist 
B) Net Present Value 
C) Weighted criteria model 
D) Both A and C are correct 
E) All of these are common multicriteria selection models

Which of the following questions does the organization's mission statement answer?

Opportunities and threats are the flip sides of each other; that is, a threat can be viewed as an opportunity, and vice versa.

Strategy considered to be under purview of senior management is

________ translate the organization's mission statement into specific, concrete, and measurable terms.

What is strategic management?

It is necessary to have exactly the same strategic and operations criteria for different projects

Why is profitability alone not an adequate measure of a project's value to an organization?

If a proposed project does not meet one of the designated "must" objectives it is immediately removed from consideration.

Which of the following is the reason(s) why project managers need to understand their organization's mission and strategy?

________ answers the question of how strategies will be realized, given available resources.

Which of the following is not one of the classifications for assessing a project portfolio?

Using the Project Portfolio Matrix, revolutionary commercial advances using proven technical advances are classified as Oyster projects.

Identify and briefly describe the four components of strategic management and why they must be strongly linked.

Which of the following is not one of the requirements for successful implementation of strategies through projects?

Project Management historically has been preoccupied solely with the planning and execution of projects while strategy was under the purview of senior management.

The typical Strategic Management Process includes four activities.Identify and briefly describe each of those four activities.

Identify and briefly describe five of the benefits of Project Portfolio Management.

Projects are usually classified into all but one of the following categories.Which one is not one of the typical classifications?

The __________ identifies what the organization wants to become and the scope of the firm in terms of its product or service.

Which of the following is a common multicriteria selection model?

Modern Project Management

Organization: Structure and Culture

Defining the Project

Estimating Project Times and Costs

Developing a Project Plan

Managing Risk

Scheduling Resources and Costs

Reducing Project Duration

Leadership: Being an Effective Project Manager

Managing Project Teams

Outsourcing: Managing Interorganizational Relations

Progress and Performance Measurement and Evaluation

Project Closure

International Projects

Oversight

An Introduction to Agile Project Management

Project Management Career Paths

Filters

Exam 2: Organization Strategy and Project Selection

Which of the following questions does the organization's mission statement answer?

Opportunities and threats are the flip sides of each other; that is, a threat can be viewed as an opportunity, and vice versa.

Strategy considered to be under purview of senior management is

________ translate the organization's mission statement into specific, concrete, and measurable terms.

What is strategic management?

It is necessary to have exactly the same strategic and operations criteria for different projects

Why is profitability alone not an adequate measure of a project's value to an organization?

If a proposed project does not meet one of the designated "must" objectives it is immediately removed from consideration.

Which of the following is the reason(s) why project managers need to understand their organization's mission and strategy?

________ answers the question of how strategies will be realized, given available resources.

Which of the following is not one of the classifications for assessing a project portfolio?

Using the Project Portfolio Matrix, revolutionary commercial advances using proven technical advances are classified as Oyster projects.

Identify and briefly describe the four components of strategic management and why they must be strongly linked.

Which of the following is not one of the requirements for successful implementation of strategies through projects?

Project Management historically has been preoccupied solely with the planning and execution of projects while strategy was under the purview of senior management.

The typical Strategic Management Process includes four activities.Identify and briefly describe each of those four activities.

Identify and briefly describe five of the benefits of Project Portfolio Management.

Projects are usually classified into all but one of the following categories.Which one is not one of the typical classifications?

The __________ identifies what the organization wants to become and the scope of the firm in terms of its product or service.

Which of the following is a common multicriteria selection model?

Modern Project Management

Organization: Structure and Culture

Defining the Project

Estimating Project Times and Costs

Developing a Project Plan

Managing Risk

Scheduling Resources and Costs

Reducing Project Duration

Leadership: Being an Effective Project Manager

Managing Project Teams

Outsourcing: Managing Interorganizational Relations

Progress and Performance Measurement and Evaluation

Project Closure

International Projects

Oversight

An Introduction to Agile Project Management

Project Management Career Paths

Filters