Exam 2: Organization Strategy and Project Selection

A weighted scoring model typically uses several weighted selection criteria to evaluate project proposals.An example of this would be a(n)____________.

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Question 1

Correct Answer:

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project screening matrix
Explanation: A weighted scoring model typically uses several weighted selection criteria to evaluate project proposals.Weighted scoring models will generally include qualitative and/or quantitative criteria.Each selection criterion is assigned a weight.Scores are assigned to each criterion for the project, based on its importance to the project being evaluated.The weights and scores are multiplied to get a total weighted score for the project.Using these multiple screening criteria, projects can then be compared using the weighted score.Projects with higher weighted scores are considered better.

Identify and briefly discuss the three classes of projects usually found in an organization's project portfolio.

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Question 2

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(1)Compliance (must do).
(2)Operational.
(3)Strategic

Starting and stopping work on one task to go and work on another project, and then returning to work on the original task is known as ___________.

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Question 3

Correct Answer:

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multitasking
Explanation: Multitasking involves starting one task only to leave that task to work on another and then having to come back to the original task again.It can add to delays and an increase in cost.

When considering criteria used to select projects, capturing a larger market share or reducing the dependency on unreliable suppliers would both be examples of __________ criteria.

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Question 4

Which of the following is true of multiweighted scoring models?

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Question 5

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

(True/False)

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Question 6

The assessment of the external and internal environments is called the SWOT analysis.

(True/False)

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Question 7

When it comes to project prioritization, senior management is responsible for

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Question 8

What is the implementation gap and how does it impact project management? How can it be prevented?

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Question 9

In classifying the kinds of projects an organization has in its portfolio, projects that directly support the organization's long-term mission are ________ projects.

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Question 10

The financial model that measures the current value of all cash inflows and outflows using management's minimum desired rate of return is known as the _________ model.

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Question 11

Typically, a project sponsor is

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Question 12

Objectives should be specific, marketable, assignable, realistic, and time related.

(True/False)

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Question 13

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

(True/False)

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Question 14

A SWOT analysis provides the Project Manager with

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Question 15

In classifying the kinds of projects an organization has in its portfolio, projects that are typically those needed to meet regulatory conditions required to operate in a region are ___________ projects.

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Question 16

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

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Question 17

Examples of nonfinancial criteria include all of the following EXCEPT

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Question 18

The __________ financial model measures the current value of all cash inflows using management's minimum desired rate of return.

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Question 19

The assessment of the internal and external environments is known as a(n)________.

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Question 20

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A weighted scoring model typically uses several weighted selection criteria to evaluate project proposals.An example of this would be a(n)____________.

Identify and briefly discuss the three classes of projects usually found in an organization's project portfolio.

Starting and stopping work on one task to go and work on another project, and then returning to work on the original task is known as ___________.

When considering criteria used to select projects, capturing a larger market share or reducing the dependency on unreliable suppliers would both be examples of __________ criteria.

Which of the following is true of multiweighted scoring models?

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

The assessment of the external and internal environments is called the SWOT analysis.

When it comes to project prioritization, senior management is responsible for

What is the implementation gap and how does it impact project management? How can it be prevented?

In classifying the kinds of projects an organization has in its portfolio, projects that directly support the organization's long-term mission are ________ projects.

The financial model that measures the current value of all cash inflows and outflows using management's minimum desired rate of return is known as the _________ model.

Typically, a project sponsor is

Objectives should be specific, marketable, assignable, realistic, and time related.

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

A SWOT analysis provides the Project Manager with

In classifying the kinds of projects an organization has in its portfolio, projects that are typically those needed to meet regulatory conditions required to operate in a region are ___________ projects.

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

Examples of nonfinancial criteria include all of the following EXCEPT

The __________ financial model measures the current value of all cash inflows using management's minimum desired rate of return.

The assessment of the internal and external environments is known as a(n)________.

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

Being an Effective Project Manager

Managing Project Team

Outsourcing: Managing Interorganizational Relations

Progress and Performance Measurement and Evaluation

Project Closure

International Projects

An Introduction to Agile Project Management

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