Industrial Engineering
Chapter Exam Questions
Course Introduction
Industrial Engineering is a discipline that focuses on the design, optimization, and management of complex systems, processes, and operations within organizations. It integrates principles from engineering, mathematics, and business to improve efficiency, productivity, quality, and safety in manufacturing and service industries. Key topics include process analysis, systems simulation, logistics, supply chain management, ergonomics, operations research, and quality control. Industrial engineers apply analytical and problem-solving skills to streamline workflows, reduce costs, and enhance overall organizational performance, making them essential contributors in a wide range of sectors including healthcare, manufacturing, transportation, and technology.
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Project Management The Managerial Process 6th Edition by Erik Larson
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Page 2
Chapter 1: Modern Project Management
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Q1) Which of the following is NOT one of the stages of a project life cycle?
A) Identifying
B) Defining
C) Planning
D) Executing
E) Closing
Answer: A
Q2) Strategic plans should be written by one group of managers,projects should be selected by another group,and projects should be implemented by another group.
A)True
B)False
Answer: False
Q3) In some organizations,selection and management of projects often fail to support the overall _________ of the organization.
Answer: strategic plan
Explanation: Today,projects are the modus operandi for implementing strategy.Yet in some organizations,selection and management of projects often fail to support the strategic plan of the organization.
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Chapter 2: Organization Strategy and Project Selection
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Q1) Intermittent scanning of the external environment is required when managing organization strategy.
A)True
B)False
Answer: False
Q2) Which of the following is NOT a problem associated with the absence of a project portfolio system?
A) Organizational politics
B) Lack of funding
C) Resource conflicts
D) Multitasking
E) Implementation gap
Answer: B
Q3) One way to offset the influence of politics on project management within an organization is to have a well-defined project selection model.
A)True
B)False
Answer: True
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Chapter 3: Organization: Structure and Culture
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Q1) What is more important for project success,the formal project management structure or the culture of the parent organization?
Answer: Answer will vary
Q2) From the list below,which is NOT a primary characteristic of organizational culture?
A) Control
B) Team emphasis
C) Profitability
D) Conflict tolerance
E) Risk tolerance
Answer: C
Q3) The matrix form of project management structure is a good choice when resource usage needs to be optimized by having individuals work on multiple projects while still performing functional duties.
A)True
B)False
Answer: True
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Chapter 4: Defining the Project
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Q1) The intersection of work packages and the organizational unit creates a project control point called a cost account.
A)True
B)False
Q2) After reviewing the project scope statement,the owner specifies that costs MUST stay within $400,000.This criterion is classified as
A) Constrained.
B) Enhanced.
C) Accepted.
D) Limited.
E) Fixed.
Q3) The need for a functioning computer in countries having different electrical systems is an example of a ________.
Q4) In regard to project priorities,if a project parameter such as the completion date or the cost of a project is fixed and must be met it is considered ____________.
Q5) One tool that is used by project managers of small projects to summarize the tasks to be accomplished and who is responsible for what on a project is called a(n)__________.
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Chapter 5: Estimating Project Times and Costs
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Q1) Accounting would be an example of which of the following costs typically found in a project?
A) Labor
B) Direct
C) Direct project overhead
D) General and administrative overhead
E) Salary
Q2) Identify and briefly describe three out of the six factors that should be considered to improve the quality of estimates for project times and costs.
Q3) Which of the following is a good condition for bottom-up estimating?
A) When the project involves strategic decision making
B) When the project is internal and small
C) When there is a fixed price contract
D) When there is high uncertainty involved in the project
E) When there is an unstable scope
Q4) Project costs such as labor and materials are typically classified as ___________ costs.
Q5) Under what conditions would the bottom-up approach to estimating project times and costs be the best choice?
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Chapter 6: Developing a Project Plan
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Q1) In developing a project network,neither looping nor conditional statements are permitted.
A)True
B)False
Q2) If,for some reason,the project must be expedited to meet an earlier date,which of the following actions would the project manager take first?
A) Check to see which activities cost the least
B) Check to see which activities have the longest duration
C) Check to see which activities are on the critical path
D) Check to see which activities have the most slack
E) Check to see which activities have the highest risk
Q3) A sequence of connected,dependent activities is termed a(n)
A) Path of events.
B) Parallel path.
C) Activity chain.
D) Path.
E) Dependent chain.
Q4) The ________ calculates the critical path and determines how long an activity can be delayed without delaying the project.
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Chapter 7: Managing Risk
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Q1) What is Change Control Management and what function does it perform?
Q2) A list of questions that address traditional areas of uncertainty on a project is termed a
A) Risk profile.
B) Questionnaire.
C) Research matrix.
D) Query.
E) Checklist.
Q3) A ____________ is an alternative that will be used if a possible foreseen risk event becomes a reality.
Q4) Which of the following is identified to cover major unforeseen risks and,hence,are applied to the total project?
A) Project reserves
B) Management reserves
C) Time buffers
D) Activity reserves
E) Budget reserves
Q5) The risk identification process should be limited to just the core project team. A)True
B)False
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Chapter 8: Scheduling Resources and Costs
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Q1) If resources are not adequate to meet peak demands,the resulting reschedule is termed
A) Resource-constrained scheduling.
B) Time-constrained scheduling.
C) Mandatory leveling.
D) Project resource adjustment.
E) Allocation.
Q2) Identify and give an example of the three types of resource constraints.
Q3) A special truck that George needs on his project has been scheduled on another project.This is an example of what type of resource constraint?
A) Working capital
B) People
C) Equipment
D) Information
E) Materials
Q4) A shortage of programmers to write software is an example of a(n)________ type of resource constraint.
Q5) Trying to renovate a ship compartment that is too small for more than one person is an example of a(n)________ resource constraint.
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Chapter 9: Reducing Project Duration
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Q1) Because direct costs are assumed to be developed from "normal" methods and in a "normal" amount of time,any reduction in activity time should add to the costs of the activity.
A)True
B)False
Q2) In a Project Cost-Duration Graph,total project costs are a sum of
A) Labor,material and equipment costs.
B) Direct costs plus interest.
C) Direct labor costs and the project manager's salary.
D) Direct costs and the project manager's salary.
E) Direct and indirect costs.
Q3) Without any formal planning,the president of a software company remarks in a speech that new technologically advanced software will be available in one year.This may lead to a project that must be done faster than anticipated.The completion date has been __________.
Q4) Reducing the duration of an activity is called ________.
Q5) What if cost,not time,is the issue? What are some options available to project managers? Identify and briefly describe three.
Q6) The ________ project cost is the sum of the indirect and direct costs.
Page 11
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Chapter 10: Leadership: Being an Effective Project Manager
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Q1) The following are necessary when mapping dependencies or building a social network EXCEPT
A) Identify those on whom the project depends for success.
B) Identify whose opposition would keep you from accomplishing the project.
C) Examine what sources of influence you have relative to those on whom you depend.
D) Focus on the relationships with project team members since they are doing the project work and you have most influence over them.
E) Diagnose another's point of view as well as the basis for their positions.
Q2) Which of the following is used at Hewlett-Packard for building relationships with key players that will determine a project's success?
A) MBO
B) MBA
C) GIGO
D) MBWA
E) PMI
Q3) _________-related currencies derive from people's burning desire to make a difference and add meaning to their lives.
Q4) Management is about coping with complexity;________ is about coping with change.
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Chapter 11: Managing Project Teams
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Q1) When facilitating group decision making,a project manager should identify a problem in terms of its alternate solutions so that team members can more easily reach a decision on how to solve the problem.
A)True
B)False
Q2) Researchers have found that high-performance teams have norms for team interaction.Which of the following is NOT one of those norms?
A) Hard work does not get in the way of having fun
B) No information is shared outside the team unless all agree to it
C) It is acceptable to be in trouble,but not to surprise others
D) When a decision has to be made,everyone should agree before moving forward
E) There is no tolerance for bulling a way through a problem or issue
Q3) When a project manager attempts to reduce the intensity of the conflict by smoothing over differences or interjecting humor,he or she is ___________ the conflict.
Q4) Project managers should encourage ___________ conflict.
Q5) Research indicates that high-performance project teams are much more likely to develop under certain conditions.One of these conditions is that members report solely to the __________.
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Chapter 12: Outsourcing: Managing Interorganizational Relations
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Q1) Many companies recognize that major benefits can be enjoyed when outsourcing arrangements extend across multiple projects and are long term.Identify and describe three advantages for establishing long-term partnerships.
Q2) More and more companies are using online _________ to collect data from all project participants about the quality of working relations.
Q3) The term __________ has traditionally been applied to the transferring of business functions or processes to other,often foreign,companies.
Q4) A value of 1.5 is the optimal target for the Met-Expectations model of customer satisfaction.
A)True
B)False
Q5) Ultimate success of the project is determined by
A) Whether the project was completed on time.
B) Whether the customer is happy.
C) Whether the project meets specifications.
D) Whether the project was under budget.
E) Whether the project served the purpose it intended.
Page 14
Q6) What is partnering and why has it become popular for managing projects?
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Chapter 13: Progress and Performance Measurement and Evaluation
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Q1) In some cases,conditions or scope can change,which,in turn,will require a change in the baseline plan to recognize new information.
A)True B)False
Q2) What is the percent complete rule and what role does it play when developing an earned value cost/schedule system?
Q3) Schedule variance measures progress in time units.
A)True
B)False
Q4) What is a "rubber baseline" and how does it undermine project control?
Q5) The third step in the project control process for measuring and evaluating project performance is to
A) Review the baseline plan with top management.
B) Analyze inputs to the control system.
C) Compare the plan against actual performance.
D) Measure both progress and performance.
E) Review spending with team members.
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Q6) Conditions or scope can change,which,in turn,will require a change to the __________ plan to recognize the new information.
Chapter 14: Project Closure
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Q1) A ________ is a methodology that analyzes a past project event to determine what worked and what didn't,develops lessons learned,and creates an action plan that ensures lessons learned are used to improve management of future projects.
Q2) Expectations,standards,supportive organizational culture,and constraints must be in place before project implementation;if not,the effectiveness of the evaluation process will suffer.
A)True
B)False
Q3) The final report typically includes profit made on the project.
A)True
B)False
Q4) Which part of the final report presents major improvement actions that should be made?
A) Executive summary
B) Review and analysis
C) Recommendations
D) Lessons learned
E) Appendix
Q5) Identify four wrap-up activities that are included in the closure process.
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Chapter 15: International Projects
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Q1) The growing presence of crime resulting from the Russian Mafia has discouraged many foreign firms from setting up operations in the former Soviet Union.This is an example of which of the following environmental factors?
A) Security
B) Economic
C) Cultural
D) Legal/political
E) Infrastructure
Q2) When you start to overcome your sense of isolation and begin to acquire a new perspective of what is possible,you are in the ________ stage of culture shock.
Q3) A way for project managers to deal with the stress of culture shock is to redefine priorities and develop more realistic expectations as to what is possible.
A)True
B)False
Q4) When interacting with ___________ businesspeople,pay close attention to your own professional appearance and make an effort to appear cultured and sophisticated.
Q5) What is a guideline/caution when working with Saudi Arabians on projects?
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Chapter 16: Oversight
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Q1) A weighted scoring model would be an appropriate tool to use during the proposal phase of a phase gate review.
A)True
B)False
Q2) One important aspect of oversight is that it holds the project manager responsible and accountable.
A)True
B)False
Q3) When considering the phase gate review process,gate criteria and specific outputs must be established at each gate.The criteria for all of the gates during the project should be selected ________ the start of the project.
Q4) What is portfolio project management?
Q5) At the organizational level,all of the following are examples of oversight activities EXCEPT
A) Audit and review lessons learned.
B) Project selection.
C) Portfolio management.
D) Assessing the maturity level of the organization's project management system.
E) Continuous improvement.
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Chapter 17: An Introduction to Agile Project Management
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Q1) The meeting meant to reflect on how well the previous sprint went and identify specific actions that can improve future sprints is called a sprint ____________ meeting.
Q2) Traditional approaches to project management concentrate firmly on
A) Thorough planning up front.
B) New technology.
C) Flexibility.
D) Change.
E) Iterative development.
Q3) Agile project management does not satisfy top management's need for budget,scope,and schedule control.
A)True
B)False
Q4) When considering the agile project management process,at the end of each iteration
A) Team members are released to work on other projects.
B) The Scrum master assigns daily tasks to team members.
C) Product owner determines whether or not the project is complete.
D) The Scrum master can terminate the project.
E) Stakeholders and customers review progress and reevaluate priorities.
19
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Chapter 18: Project Management Career Paths
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Q1) The following are true regarding career paths within project management EXCEPT
A) You can likely become a project manager as soon as you graduate from a university.
B) There is no set career path for becoming a project manager.
C) Project management is not always a job title but rather a job requirement.
D) Career avenues vary from industry to industry.
E) Advancement occurs incrementally.
Q2) If you are considering pursuing a career in project management,you can simply graduate from school and become a project manager.
A)True
B)False
Q3) In pursuing your ambition you should continually be on the lookout for ________.
A) New projects
B) A mentor
C) Better career opportunities
D) Project management workshops
E) New project management-oriented websites
Q4) Once the project is complete,tenure is granted to project managers.
A)True
B)False
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