Civil Service College
Course: Project Development and Management for MPA
Declaration
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1.1 Fill in the gaps with appropriate terminology
1) A project is defined as “a temporary endeavor undertaken to create a unique product or service”.
2) PMBOK stands for Project Management Body of Knowledge.
3) Projects are usually divided into phases, collectively those make up the project Life Cycle(PLC).
4) Each of the phases of PLC should have a tangible and verifiable product.
5) The four generic phases of PLC are Initiation, Planning, Implementation and Close out.
6) Project management can be defined as “the application of Knowledge, skills, tools, and techniques to project activities to meet the project requirements.”
7) The three factors that make up the triple constraint of a project are scope, cost, and time.
8) Influences on a project may be divided into internal and external.
9) Social issues belong to the …external .influence of a project.
10) …External.. factors are almost always outside the control of the project manager.
11) Integration, scope, time, cost, quality, HR, communication, risk, and procurement are the nine subject matters or of …knowledge…areas of the project management.
12) Planning is the heart of …process…areas of the project management
13) Identifying variances from the plan lies in the …Controlling area of the project management.
14) Defining the objective is in the. …Planning…stage of the project management.
15) The need for going through the process depends on the …nature… of the project.
16) The two categories of people essential for the project are …project stakeholders……and …project personnel…
17) The people who report either directly or indirectly to the project manager are the members of project personnel..
18) The larger the project, the more likely its staff arrangements will take on a. …hierarchical …management structure.
19) Self-improvement and integrity are two professional responsibilities of …ethical…nature.
20) The project manager uses a variety of…competencies…..to make sure the project is headed in the right direction.
Unit 2: Project Initiation
2.1 Fill in the gaps with appropriate terminology
1) Usually the …senior Management..select and initiate projects.
2) As a project manager we have to think what do the …they…need from…me…and what do …I .need from them.
3) Projects originate through product obsolescence, competitive… force, client …requirements… employee …suggestion….. etc.
4) Needs should be separated from …wants..
5) Needs are assessed through document …review, interviews, surveys, and audits
6) SMART stands for …Specific, Measurable, agreed upon, realistic, . and…time constrained……
7) Functional requirements deals with the ………………and the …………….with the Hows.
8) It is a key problem that customers give …functional….requirements.
9) BCR is a comparative analysis of …benefits….. vs. …cost…..
10) BCR is a …quantitative…..tool of selection of projects
11) Stakeholder bias is a ……qualitative..factor of selection of projects.
12) NPV = …PV(benefits)…. – PV (Investments)
13) ……Project charter.. is the written agreement between the senior management, project manager, and the functional managers.
14) Project …selection..means choosing among more than one potential project, given the scarcity of resources that most organizations face.
15) Selection factors may be either quantitative or qualitative.
16) Project managers are more likely to use quantitative tools of selection of project in evaluating vendors and contractors during the …project selection… process
17) The …higher… the BCR ratio, the better the deal is.
18) In the formula PV = FV / (1+i)where- n refers to …number of time period…, and I refers to …interest or internal discount per time .
19) Defining authority of the project manager is an item of …project charter… ……………..
20) A …project requirements documents… defines the work to be done.
Unit 3: Project Planning
3.1 Fill in the blanks with appropriate terminologies
1) Usually ……senior management……does not belong to the core group of the project team.
2) Core members are involved people who will actively …plan…and aid in the …implementation .of the project.
3) The ……… statement that results from the scope planning process will be the basis for the work breakdown structure (WBS).
4) The WBS is organized ………………………………………………………………………………
5) …………….identifies all the work necessary , refines the objectives, and clarifies responsibilities.
6) With a very well defined …WBS…, the project manager can develop every other tool that is necessary to plan, implement and control the project.
7) Two forms of WBS are……indented… and ……graphical.………
8) The …graphic format… of WBS is good for showing the relative levels of the work.
9) Two key levels of the WBS are the …work package… and the ………cost or control account…
10) …The work package .is the primary level for addressing schedules, costing, and resource requirements.
11) Estimates are the …… ………from the WBS to planning schedules, costs, and resources.
12) Schedule planning determines the …time duration… required to complete the project.
13) Four of the most commonly used scheduling tools are (a) network diagrams, (b) Gantt chart (c) project calendars and (d)…milestone chart..
14) PERT stands for …Program Evaluation and Review Technique…
15) PERT is designed to provide four time estimates for each activity: (a) most pessimistic, (b)…most optimistic …(c) most likely and (d)…expected time……
16) CPM stands for …Critical Path Method…
17) PDM stands for …Precedence Diagramming Method…
18) Two key characteristics for each network activity are…duration… and activity’s logical…relationship.
19) …The. direct………………costs are costs directly attributed to the project.
20) Direct costs include cost of …labor, materials.., and…equipment. that are used.
21) Indirect costs can be referred as …overhead……
22) R & D expenditure is an item of ……indirect…………Cost.
23) The resources required for any project include…personnel, equipment… , and facilities.
24) Risk includes both opportunities and …threats……
25) Four strategies of risk response are avoidance, transference.., acceptance, and …mitigation.
3.2 True/False
1. Fringe benefit of HQ employees is included in direct cost. (T/F) False
2. Salary of the project manager can be treated as direct cost. (T/F) True
3. Top down approach of costing usually suffers a 5 to 10 percent variance. (T/F) False
4. Bottom up estimation always gives accurate result. (T/F). False
5. Resource loading histogram is a tool of cost planning. (T/F). False
3.3 Match the following:
Definitions / Terminology1. A task-oriented grouping of project in a structured way that breaks down the project into work packages (d)
2. A tool used to document critical, detailed background information for each work package such as assumptions, specific activities below the WBS level, assigned resources, preceding activities, and succeeding activities. (f)
3. An assessment of the likely quantitative result. Usually applied to project costs and duration and should always include some indication of accuracy. (a)
4. The longest uninterrupted chain of activities through a project or a network diagram. (e)
5. The tool that plots project activities or groups of activities as horizontal bars across a timescale. (c)
6. Technique to depict the schedule of daily activity. (b)
7. The sum of the products and services to be provided as a project. (j)
8. An uncomplicated way of showing which “resource” is responsible for each task or group tasks. (i)
9. An uncertain event or condition that if it occurs, has a positive or negative effect on a project’s objectives.” (g)
10. Provision in the project plan to mitigate cast and or/ schedule risk. (h) / a. Estimation
b. Project Calendar
c. Gantt Chart
d. WBS
e. Critical Path
f. WBS dictionary,
g. Risk
h. Reserve
i. Resource/responsibility matrix
j. Scope
Unit 4: Project Implementation
4.1. Fill in the gaps:
1) Project success is based on good requirements, good planning, and good …implementation..
2) Project manager should set baselines for scope, cost, and ……schedule.….
3) Evaluation is done by the …senior management… and customer to adjust the project.
4) Monitoring is an …ongoin…… and …continious……….process
5) Evaluation is done on…periodically used process……..
6) Project manager identifies …variance…through comparing cost, time and scope with baseline.
7) Positive values for CV and SV indicate cost …savings/under run.. and schedule is …being ahead of schedule.
8) Ratios for CPI and SPI less than 1 are …poor performance…and it means cost overrun… and … being behind …schedule
9) The more authority the PM has, the …stronger … the matrix is; the more authority the functional manager has, the …weaker… it is.
10) All change requests should be submitted in a …standard written format…
4.2 True/False
1) Management and accounting department don’t need to know the baselines. (T/F) False
2) Earned value analysis is a key tool of monitoring project performance. (T/F) True
3) Earned value analysis is the only tool that effectively pulls all three sides of the triple constraint into a single monitoring formula (T/F) True
4) Project manager’s job is to do the job. (T/F) False
5) In the projectized structure PM has the power and full control over the project. (T/F) True
6) Conflict in an organization is always bad. (T/F) False
7) It is better to involve the customers in day-to-day activities. (T/F) False
8) All change proposals must be taken into consideration. (T/F)
9) Cost and schedule will be the key concern for the senior management. (T/F) True
10) EV analysis shows the value of the work done and the cost of that work.
4.3 Multiple choices
1) Who perform the project work: Customer / Senior Management/ Project team/ Project Manager
2) Who usually resolve conflicts between the PM and Customer: Project team/ Senior Management/ Court / Media
3) Who ultimately approve of overall limits of cost, time and schedule: Senior management/ Customer/ Project manager/Team member.
4) Organizing the project team is a key function of senior management/Project manager/Customers/Board of Directors.
5) Change request may come from the customer/ the team/ the PM/ senior management/ outside regulatory stakeholders/ any of the parties mentioned.
4.4 Match box 1 with 2
Definition / Terminologies1. The total amount spent as of today (2)
2. The budgeted cost for the work actually performed as of today(1)
3. The difference between a plan and actual time, cost, or performance(4)
4. The budgeted cost of the work packages that have been completed to date. (3)
5. In the structure where works used to break into projects to the maximum extent possible (6)
6. In the structure where functional managers control much of what happens in projects, especially the availability of resources (5)
7. The project manager have the responsibility for work while the functional mangers have some control over the resources the project use(8)
8. When members of your staff possess special skills and expertise that can be used on multiple parts of the project, the role of the PM is as(7)
9. When the members of the team are self –managed the role of the PM is(10)
10. A deliverables-oriented, highly structured approach to managing change(9) / 1. Planned value
2. Actual Cost
3. Earned value
4. Variance
5. Functional structure
6. Projectized structure
7. Coordinator
8. Matrixed structure
9. Configuration management
10. Facilitator
Unit 5: Project Closeout
5.1 Fill in the gaps
1) Project closeout is the last phase of …four-phase life cycle of a project.
2) Proper closeout requires Scope verification; customer closure, administrative closure and contract closure.
3) …Project manager…is responsible for analyzing the lessons learned, project success and communicate to the stakeholders.
4) Scope verification is the internal check of the …WBS(Work break-down structure). to confirm that everything was done.
5) Personal issues, team issues, and public relations should also be taken care of in the …closeout… phase.
5.2 True/False
1) Archiving information for future use is part of Administrative Closure. (T/F) True
2) Administrative and contract closure are just closing the project books (T/F) False
3) Returning borrowed equipment, moving out of temporary office space are not the jobs of the PM. (T/F) False
4) Documentation without disseminated information is a waste of time. (T/F) True
5) Letter of recognition can be distributed among the team members. (T/F) True
GOOD LUCK
CSC-PDM-Review-4-2011 Page 1