Construction management III

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 Construction management III

1. Program is defined in the PMBOK as:

A. group of projects managed in a coordinated way to obtain benefits not

available from managing them individually
B. number of subprojects divided into manageable components enabling a
project team to ensure the completion of a desired outcome
C. project plan developed by key management personnel to obtain a
desired outcome
D. The means to subdivide the project into manageable segments

A. group of projects managed in a coordinated way to obtain

benefits not available from managing them individually

Dr. Ayman H. Nassar

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 Construction management III
2. Which of the following is NOT true for a project?

A. Projects are constrained by limited resources

B. Projects are planned, executed, and controlled
C. Projects create a unique product or service
D. Projects are ongoing and repetitive

D. Projects are ongoing and repetitive

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 Construction management III

3. You have just started a new position as a project

manager with your new company. Upon starting your
job you are informed by the line manager that all
budgetary decisions rest with her and that all key
project decisions will be her responsibility as well.
Most likely, PMI would say you are functioning as a ...?

A. Resource coordinator
B. Project manager
C. Functional expediter
D. Project coordinator

D. Project coordinator

Dr. Ayman H. Nassar

 Construction management III

4. Salma is a project manager in a company that

regularly builds teams to create products for clients.
When the product is delivered, the team is dissolved &
assigned to other projects. What kind of organization is
that?
A. Weak matrix
B. Projectized
C. Functional
D. Strong matrix

B. Projectized

Dr. Ayman H. Nassar

 Construction management III

5. Which of the following is NOT part of the

enterprise environmental factors?

A. Lessons learned from previous projects

B. Knowledge of which departments in your company
typically work on projects
C. The work authorization system
D. Government and industry standards that affect
your project

A. Lessons learned from previous projects

Dr. Ayman H. Nassar

 Construction management III
6. The difference between a project, program and portfolio is:

A. A project is temporary endeavor with a beginning and an end, a program

may include other non. project work, and portfolio is all the projects in given
department or division.
B. A project is a lengthy endeavor with a beginning and an end, a program
combines two or more unrelated projects, and a portfolio combines two or more
programs.
C. A Project is a temporary endeavor with a beginning and an end, a program
is a group of related projects and a portfolio is a group of projects and programs
related to a specific strategic objective.
D. A project is a contracted endeavor with a beginning and end, a portfolio is a
group of projects with more open-minded completion dates, and a program
combines two or more portfolios

C. A Project is a temporary endeavor with a beginning and an end, a program is a

group of related projects and a portfolio is a group of projects and programs
related to a specific strategic objective.

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7. The project manager for a construction project

discovers that a new water line is being created in the
neighborhood where he’s managing a project.
Company policy requires that a series of forms for city
environmental changes need to be filled out before his
team can continue work on the project. This is an
example of:
A. A Portfolio
B. A Program
C. An Enterprise environmental Factor
D. A Project

C. An Enterprise environmental Factor

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8. The project life cycle is comprised of which of the
following?

A. Phases
B. Milestones
C. Estimates
D. Deliverables

A. Phases

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9. You are the Project Managers of XYZ consultants.

The Project team members are from Finance and HR
departments. The team members report to Finance
and HR Managers respectively, and you have limited
control over them. What type of organizational
hierarchy does XYZ consultants follow?

A. Matrix organization
B. Projectized organization
C. Functional organization
D. None of these.

C. Functional organization

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 Construction management III

10. An automobile industry undertakes projects to

create faster, cheaper vehicles along with more safety
measures. Under which strategic consideration the
organization initiates those projects?

A. Customer request
B. Technological advancement
C. Market demand
D. Social need

B. Technological advancement

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 Construction management III

11. A change control board (CCB) is:

A. A formally constituted group of stakeholders responsible for

ensuring that only a minimal amount of changes occur on the
project.
B. A formal or an informal group of stakeholders that has oversight of
project execution.
C. A formally constituted group of stakeholders responsible for
reviewing, evaluating, approving, delaying, or rejecting changes to a
project, with all decisions and recommendations being recorded.
D. A dashboard that provides integrated information to help control
changes to cost, schedule, and specifications throughout the life of
the project.
C. A formally constituted group of stakeholders responsible for
reviewing, evaluating, approving, delaying, or rejecting changes to a
project, with all decisions and recommendations being recorded.

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 Construction management III

12. The Perform Integrated Change Control process includes all of

the following change management activities EXCEPT:
A. Reviewing, analyzing, and approving change requests promptly, which is
essential, as a slow decision may negatively affect time, cost, or the feasibility of
a change.
B. Monitoring changes in resource leveling heuristics to ensure efficient
resource utilization throughout the life cycle of the project.
C. Maintaining the integrity of baselines by releasing only approved changes for
incorporation into the project management plan and project documents.
D. Coordinating changes across the entire project (e.g., a proposed schedule
change will often affect cost, risk, quality, and staffing).

B. Monitoring changes in resource leveling heuristics to ensure efficient

resource utilization throughout the life cycle of the project.

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 Construction management III

13. You are working with your customers on completed deliverables

in your electronic parts manufacturing project. Since these parts
are exported to other countries, they need more testing before your
customers accept them. In this scenario, which of the following
statements about the completed deliverables is CORRECT?
A. Completed deliverables not accepted by customers must be forwarded to the
close project or phase process
B. Deliverables formally accepted by customers must be moved to organizational
process assets
C. Deliverables formally accepted by customers are forwarded to the validate
scope process
D. Completed deliverables not accepted by customers must require a change
request for defect repair

D. Completed deliverables not accepted by customers must require a

change request for defect repair

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 Construction management III

14. Which of the following is contained in the

project charter but not the project scope statement?

A. Progressively elaborated project description

B. Project purpose or justification
C. Acceptance criteria
D. Project deliverables

B. Project purpose or justification

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15. Which of the following is a valid input to the collect

requirements process?

A. Project charter
B. Requirements traceability matrix
C. Validated deliverables
D. Work performance information

A. Project charter

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 Construction management III
16. Which of the following is NOT true about tools
and techniques of Integrated change Control Discuss

A. Include change control meetings

B. Include project plan updates.
C. Include expert judgment
D. A change control board is responsible for meeting and reviewing
change requests and approving or rejecting them.

B. Include project plan updates.

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17. You are the manager of a 3-month old project. Your

customer called you to request that you add some
features to the software product of your project. You
need to:

A. Develop a Change Control system

B. Have the customer fill out the Change Control Request Form
C. Convene the Configuration Control Board
D. Tell him these features can’t be added

B. Have the customer fill out the Change Control Request Form

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 Construction management III

18. A manager and the head of engineering discuss a

change to a major work package. After the meeting,
the manager contacts you and tells you to complete
the paperwork to make the change. This is an example
of:

A-) Management attention to scope management.

B-) Management planning.
C-) A project expediter position.
D-) A change control system.

C-) A project expediter position.

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 Construction management III
19. During a team meeting, a team member asks
about the measurements that will be used on the
project to judge performance. The team member
feels that some of the measures related to activities
assigned him are not valid measurements. The
project is BEST considered in what part of the
project management process?

A-) Initiating
B-) Executing
C-) Monitoring & Controlling
D-) Closing

B-) Executing

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 Construction management III
20. Your company just won a major new project. It will
begin in three months and is valued at 2m USD. You are
the project manager for an existing project. What is the
FIRST thing you should do once you hear of the new
project?
A-) Ask management how the new project will use resources
B-) Resource level your project
C-) Crash your project
D-) Ask management how the new project will affect your project

D-) Ask management how the new project will affect your project

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 Construction management III

21. You are a new project manager who has never

managed a project before. It would be BEST in this
situation to rely on _____ during planning in order to
improve your chance of success.

A-) Your intuition and training

B-) Stakeholder analysis
C-) Historical information
D-) Configuration management

C-) Historical information

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 Construction management III

22. You are a new project manager that is replacing a

previous project manager. You want to know more about
the scope baseline of the project. Which three documents
will be most useful to you?

A. Project Management Plan, Scope Management Plan, WBS

B. Scope Management Plan, WBS, WBS Dictionary
C. Project scope statement, WBS, WBS Dictionary
D. Project scope statement, Scope Management Plan, WBS

C. Project scope statement, WBS, WBS Dictionary

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23. Which of the following individuals in most crucial in

validating scope?

A. Program manager
B. Project manager
C. Project sponsor or customer
D. Quality assurance manager

C. Project sponsor or customer

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 Construction management III

24. Which of the following cannot be considered a benefit of a

well-constructed scope statement?

A. Provides a documented basis for making future project decisions

B. Develops common understanding of project scope among stakeholders
C. Provides knowledge of project justification, deliverables, and objectives
D. Provides a basis for time and cost estimates

D. Provides a basis for time and cost estimates

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 Construction management III
25. Your company has previously run other projects
similar to the one you’re currently managing. What is the
BEST way to use that information?

A. Check the organizational process assets for lessons learned and other
information about the past projects
B. Use parametric estimation to estimate your project based on past
projects’ performance
C. Start from scratch because you don’t want mistakes from past projects
to influence you
D. Reuse the project management plan from a past project

A. Check the organizational process assets for lessons learned and other
information about the past projects

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 Construction management III

26. During project executing, a team member comes to the

project manager because he is not sure of what work he
needs to accomplish on the project. Which of the following
documents contain detailed descriptions of work packages?
A-) WBS Dictionary
B-) Activity List
C-) Project scope statement
D-) Scope management plan

A-) WBS Dictionary

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27. During a meeting with some of the project stakeholders, the project
manager is asked to add work to the project scope. The project manager
had access to correspondence about the project before the project
charter was signed and remembers that the project sponsor specifically
denied funding for the scope mentioned by these stakeholders. The
BEST thing for the project manager to do is to:
A-) Let the sponsor know of the stakeholders’ request.
B-) Evaluate the impact of adding the scope.
C-) Tell the stakeholders the scope cannot be added.
D-) Add the work if there is time available in the project
schedule

C-) Tell the stakeholders the scope cannot be added.

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 Construction management III

28. Your project management plan results in a project

schedule that is too long If the project network diagram
cannot change but you have extra personnel resources,
what is the BEST thing to do?

A-) Fast track the project.

B-) Level the resources.
C-) Crash the project.
D-) Monte Carlo analysis.

C-) Crash the project.

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 Construction management III

29. An activity has an early start (ES) of day 3, a late start

(LS) of day 13, an early finish (EF) of day 9, and a late
finish (LF) of day 19. The activity:
A-) Is on the critical path.
B-) Has a lag.
C-) Is progressing well.
D-) Is not on the critical path.

D-) Is not on the critical path.

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 Construction management III
30. Early in the life of your project, you are having a
discussion with the sponsor about what estimating
techniques should be used. You want a form of expert
judgment, but the sponsor argues for analogous
estimating. It would be BEST to:
A-) Agree to analogous estimating, as it is a form of expert judgment
B-) Suggest life cycle costing
C-) Determine why the sponsor wants such an accurate estimate
D-) Try to convince the sponsor to allow expert judgment because it is
typically more accurate.

A-) Agree to analogous estimating, as it is a form of expert judgment

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