Project Management (C722)
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Free Project Management (C722) Questions
Which is B2B market?
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Consumer buying coffee
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Hospital buying MRI
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Student buying book
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Tourist booking hotel
Explanation
Explanation
Correct answer: (B) Hospital buying MRI
A business-to-business (B2B) market involves transactions where one organization purchases goods or services from another organization for operational or institutional use. A hospital purchasing an MRI machine is a clear example of B2B because both parties are business entities, and the purchase supports the hospital’s service delivery rather than individual consumption. The other options involve individual consumers, which fall under B2C markets.
The owner of a small distribution company is considering several potential projects to improve the organization's performance. The potential projects cover a wide range of operational and strategic issues. The owner has decided to analyze the potential projects based on the answers to a single set of questions. Which type of project selection model is the owner using
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Checklist
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Payback period
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Scoring
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Sacred cow
Explanation
Identify the correct answer:
a. Checklist
Explanation for why it is correct:
The checklist model involves evaluating projects based on the answers to a single set of predefined questions. It is typically used when the projects are diverse and require a simple approach to compare them.
Why the other options are incorrect:
- b. The payback period is a financial metric that focuses on the time needed to recover an investment, not based on a set of questions.
- c. The scoring model involves assigning scores based on multiple criteria, not just answering a single set of questions.
- d. Sacred cow refers to projects that are given priority for reasons unrelated to the project’s merit or evaluation.
A firm with many ongoing projects deploys an organizational structure where the project manager defines what needs to be accomplished. Additionally, the functional manager determines how the project will be accomplished by assigning personnel and executes plans in accordance with the standards set by the project manager. Which type of organizational structure is this firm using
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Weak matrix organizational structure
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Functional (departmentalized) organizational structure
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Balanced matrix organizational structure
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Strong matrix organizational structure
Explanation
Correct answer C. Balanced matrix organizational structure
Explanation:
In a balanced matrix organizational structure, both the project manager and the functional manager have authority and work together. The project manager defines the project and sets its schedule, while the functional manager handles the execution based on the project's standards.
Why the other options are incorrect:
A. Weak matrix organizational structure – In a weak matrix, the functional manager holds more authority than the project manager.
B. Functional (departmentalized) organizational structure – In a functional structure, the project manager has limited authority, and functional managers control resources.
D. Strong matrix organizational structure – In a strong matrix, the project manager has more authority than the functional manager, which is not the case in this scenario.
Who should be involved in identifying the project risks
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Project team members
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Sponsors and upper management
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All relevant project stakeholders
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Project manager and top management
Explanation
Correct Answer C: All relevant project stakeholders
Explanation:
Identifying project risks should involve all relevant stakeholders because different stakeholders can provide valuable insights into potential risks that may affect the project from different perspectives. This includes the project team, sponsors, customers, and other key stakeholders who may have specific knowledge or concerns about the project's objectives, resources, and environment.
Why the other options are incorrect:
A. Project team members – While the project team should be involved, the process requires a broader group of stakeholders for comprehensive risk identification.
B. Sponsors and upper management – They play a key role in project risk management, but they are not the only ones who should be involved.
D. Project manager and top management – While important, this option excludes other relevant stakeholders who may also contribute to identifying risks.
A project is running behind schedule. The project manager decides to compress its remaining schedule by allowing some activities to be fast-tracked. Which triple constraints are affected by this project manager's decision
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Price and incentives
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Cost and price
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Scope and time
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Time and cost
Explanation
Identify the correct answer:
d. Time and cost
Explanation for why it is correct:
Fast-tracking typically involves shortening the schedule, which affects the time constraint. Additionally, fast-tracking often involves additional costs due to the need for extra resources or concurrent tasks, impacting the cost constraint.
Why the other options are incorrect:
- a. Price and incentives: These are not the primary focus of fast-tracking. The main impact is on time and cost.
- b. Cost and price: Fast-tracking impacts cost, but it primarily impacts time rather than price or incentives.
- c. Scope and time: Fast-tracking does not directly affect the scope; it focuses on meeting deadlines by altering the schedule.
Which segmentation base uses city size and climate?
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Demographic
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Psychographic
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Geographic
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Behavioral
Explanation
Explanation
Correct answer: (C) Geographic
City size and climate are physical location-based characteristics used to divide markets. These variables fall under geographic segmentation, which groups consumers according to location-related factors such as region, urban vs. rural areas, population density, and environmental conditions. Since both city size and climate depend on where consumers live, they are classic geographic segmentation criteria.
Which is a gatekeeper in organizational buying?
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Secretary blocking sales calls
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Final user
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Decider
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Purchaser
Explanation
Explanation
Correct answer: (A) Secretary blocking sales calls
In organizational buying, a gatekeeper controls the flow of information to other members of the buying center. This role determines which suppliers, messages, or sales representatives get access to decision-makers. A secretary blocking or filtering sales calls is a classic example of a gatekeeper because they regulate communication and access within the organization. The other roles—user, decider, and purchaser—are part of the buying decision process but do not control information flow in this way.
A company is creating a cloud-based tool. The company has a learning curve and also wants to study factors impacting it. The project manager was hired to give relevant information.
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Optimistic
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Most likely
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Pessimistic
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Activity complexity
Explanation
Explanation
Correct answer: (D) Activity complexity
The question is focused on the learning curve effect and factors that influence it during project execution. In estimation and performance analysis, the learning curve is influenced by the nature of the work being performed, particularly how difficult or complex the activity is. Activity complexity directly affects how quickly efficiency improves over time, since more complex tasks typically slow learning and reduce productivity gains. Optimistic, most likely, and pessimistic (A–C) are parameters used in three-point estimation for uncertainty modeling, not for analyzing learning curve drivers.
Which is an example of place (distribution) strategy?
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Post-season discounts
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Redesign packaging
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Increase ad spend
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Add online store
Explanation
Explanation
Correct answer: (D) Add online store
The “place” element of the marketing mix refers to how and where a product is made available to customers, including distribution channels and accessibility. Adding an online store directly expands distribution by creating a new channel through which customers can purchase the product. The other options relate to pricing (discounts), product decisions (packaging), or promotion (advertising), not distribution.
A manager suggested that user experience testing and customer feedback sessions be done side by side in the same room, rather than conducting separate feedback sessions.
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Deleting certain activities
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Network diagram
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Crashing
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Fast track
Explanation
Explanation
Correct Answer: (D) Fast track
Fast tracking is a schedule compression technique where activities that would normally be done sequentially are performed in parallel or overlapped to reduce project duration. In this scenario, user experience testing and customer feedback sessions are being conducted simultaneously instead of separately, which directly reflects fast tracking. Crashing (C) involves adding extra resources to shorten activity duration, not overlapping tasks. Deleting activities (A) is not a formal scheduling technique and would reduce scope rather than adjust sequencing. A network diagram (B) is a planning tool used to visualize activity dependencies, not a method of schedule compression.
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