Management of Innovation and Change
Chapter Exam Questions
Course Introduction
Management of Innovation and Change explores the theories, processes, and practical approaches to fostering innovation and managing change within organizations. The course covers key concepts such as organizational renewal, innovation strategies, and the leadership skills necessary to drive transformation in a competitive environment. Students examine case studies and real-world examples to understand the challenges and opportunities in implementing innovative solutions and managing resistance to change. Effective communication, stakeholder engagement, and change management frameworks are discussed to equip students with the tools needed to lead and sustain innovation in diverse business contexts.
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Project Management Achieving Competitive Advantage 5th Edition by Jeffrey K. Pinto
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Chapter 1: Introduction: Why Project Management
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Q1) Pick any organization in the recent business news and provide examples of both project and process work that this company is well known for.
Answer: Examples will vary,but the project work examples should clearly depart from the day to day routine work of the company.The project examples should demonstrate the understanding that projects are complex,one-time processes limited by budget,schedule and resources that are developed to resolve a clear set of goals.
Q2) Carnegie Mellon's SEI model,ESI International's project framework,and the Center for Business Practices all call their highest level of maturity:
A)Continuous improvement.
B)Optimizing.
C)Ganbei.
D)Comprehensive.
Answer: B
Q3) Projects,rather than repetitive tasks,are now the basis for most value-added in business.
A)True
B)False
Answer: True
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3
Chapter 2: The Organizational Context: Strategy, Structure, and Culture
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Q1) A matrix organization for project management has a distinct advantage because:
A)Dual hierarchies mean two bosses.
B)A significant amount of time is spent negotiating the sharing of critical resources.
C)Workers must reconcile competing project and functional demands.
D)Project importance is enhanced by setting authority equal to that of functional departments.
Answer: D
Q2) The belief that organizations can sometimes gain tremendous benefit from creating a fully dedicated project organization is captured by the term:
A)Heavyweight project organization.
B)Matrix organization.
C)Benevolent society.
D)Leveraged benefits.
Answer: A
Q3) Suppliers and competitors are possible intervenor groups in a project.
A)True
B)False
Answer: True
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Chapter 3: Project Selection and Portfolio Management
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Sample Questions
Q1) A project screening criterion that allows the company to compare long-term versus short-term projects,projects with different technologies,and projects with different commercial objectives is:
A)Flexibility.
B)Ease of use.
C)Capability.
D)Realistic.
Answer: C
Q2) The simple scoring model has this advantage over a checklist model for screening projects.
A)Scaling from 1 to 5 is extremely accurate.
B)Scaling models ensure a reasonable link between the selected and weighted criteria and the business objectives that motivated their selection.
C)Scaling models allow decision makers to treat one criterion as more important than another.
D)Scaling models have been proven to make correct decisions better than 95% of the time while checklists only achieve 80% accuracy.
Answer: C
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Chapter 4: Leadership and the Project Manager
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Sample Questions
Q1) The traditional project champion duties of coordination and control are on display when the project champion:
A)Manages and runs the activities of the team.
B)Handles the important administrative side of the project.
C)Maintains a clear sense of purpose and a firm idea of what is involved in creating the project.
D)Provides the needed motivation for the team.
Q2) What are any four key differences between managers and leaders?
Q3) What are the practical steps that organizations can take to begin developing a core of project management professionals?
Q4) Which statement regarding the duties of leaders and managers is BEST?
A)Leaders embrace change while managers support the status quo.
B)Management is more about interpersonal relationships than leadership is.
C)Leaders aim for efficiency.
D)Managers aim for effectiveness.
Q5) A project manager may also be the project champion.
A)True
B)False
Q6) What is a project champion and why is it important to have one?
Page 6
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Chapter 5: Scope Management
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Q1) When a supporting document functions as a project control device throughout the project's development,it is NOT prepared in advance:
A)Due to time constraints.
B)As it is a dynamic document.
C)Since micromanaging can occur.
D)Because control devices are left to project completion.
Q2) The PMBoK definition stating,"a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the project deliverables," is for the:
A)Project plan.
B)Work breakdown structure.
C)Deliverable statement.
D)Scope expansion.
Q3) What is a statement of work and what are the key elements it contains?
Q4) Conceptual development for a project concludes with:
A)Project objectives.
B)Alternative analysis.
C)Project delivery.
D)Team dissolution.
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Chapter 6: Project Team Building, Conflict, and Negotiation
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Q1) A splendid way to improve the efficiency and effectiveness of virtual teams is to:
A)Have them meet face-to-face occasionally.
B)Restrict team members to audio communication only.
C)Mandate audio and video in all electronic communication.
D)Use e-mail most of the time since the printed word is rarely misinterpreted.
Q2) When negotiating,it is important to:
A)Focus on interests,not positions.
B)Focus on positions,not interests.
C)Focus on positions and interests.
D)Focus on neither interests nor positions.
Q3) The punctuated equilibrium model of team development says that:
A)Cataclysmic events promote growth after long periods of no change.
B)Change occurs as the team leader insists upon it.
C)There can be no equilibrium until suffering has occurred.
D)If team members are punctual,the project can achieve equilibrium.
Q4) What are the main elements of principled negotiation?
Q5) What are three practical steps that project managers can take so that teamwork can emerge?
Q6) Explain Gersick's model of punctuated equilibrium.
Page 8
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Chapter 7: Risk Management
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Sample Questions
Q1) At each phase,the project risk analysis and management program should produce:
A)Alternatives.
B)A budget.
C)Deliverables.
D)Meetings.
Q2) Risk management is a:
A)Three-stage process.
B)Four-stage process.
C)Five-stage process.
D)Six-stage process.
Q3) The expected cost of an item that is estimated at $5,000 with a task contingency multiplier of 1.2 is:
A)$4,167.
B)$5,000.
C)$5,200.
D)$6,000.
Q4) What are any four common categories of risk? What is an element of each category?
Q5) How do mentoring and cross-training mitigate risk?
Q6) What are the two types of contingency reserves and how are they handled?
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Chapter 8: Cost Estimation and Budgeting
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Q1) Provide examples and discuss the differences between direct and indirect costs.
Q2) How are top-down and bottom-up budgets created? What advantages does each approach hold over the other?
Q3) An activity with a learning rate of 0.8 takes 30 hours for the first six units.How long will it take to complete this task for the 12th time?
A)2.985 hours
B)3.055 hours
C)3.135 hours
D)3.325 hours
Q4) The order of magnitude cost estimate is used when:
A)Ballpark estimates are not considered accurate enough.
B)Historical data are readily available.
C)Information or time is scarce.
D)Parametric estimation has already been performed.
Q5) What's the relationship between WBS,scheduling,and budgeting?
Q6) Activity-based costing is based on the notion that projects consume activities and activities consume resources.
A)True
B)False
Page 10
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Chapter 9: Project Scheduling: Networks, Duration
Estimation, and Critical Path
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Q1) Project Test Bank is composed of activities we will refer to as A,B,C,and D for convenience (and lack of creativity).Durations and precedence requirements are shown in the table.Each of these activities can be conveniently laddered into two sub-activities of equal duration.The first half of each activity serves as the predecessor to its second half and the first half of the original following activity.What is the expected completion time of the laddered project? \[\begin{array} { | l | l | l | }
\hline \text { Activity } & \text { Length } & \text { Predecessor } \\
\hline \text { A } & 10 & -- \\
\hline B & 18 & \text { A } \\
\hline C & 14 & \text { A } \\
\hline D & 20 & \text { B, C } \\
\hline
\end{array}\]
Q2) Discuss any five approaches to reducing the critical path.Which is the most effective and which is the most difficult to achieve? Why?
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Chapter 10: Project Scheduling: Lagging, Crashing, and Activity Networks
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Sample Questions
Q1) What is project crashing and what are three reasons why it might be important to do so?
Q2) Which of these approaches will NOT accelerate the completion of a project?
A)Improve the productivity of existing project resources.
B)Increase the bureaucratic oversight.
C)Improve the working method.
D)Increase the quantity of personnel and equipment.
Q3) What are four criticisms and caveats to bear in mind as you develop a project activity network?
Q4) Sketch a network and use it as an example as you discuss the four different logical relationships between activities.
Q5) How might a project manager alter a straightforward PERT network to accommodate an inordinately large and complex project?
Q6) What is the late finish for activity D in the network shown in the diagram?
Page 12
Q7) What are the strengths and weaknesses of AOA and AON techniques?
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Chapter 11: Advanced Topics in Planning and Scheduling:
Agile and Critical Chain
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Q1) Subcontractor deliveries are difficult to schedule with the critical chain project methodology because:
A)The project manager cannot force subcontractors to use this project management approach.
B)The feeder buffers for a subcontractor are as much as 50% shorter than for an employee or internal team.
C)Subcontractors routinely operate according to calendar delivery dates.
D)The corporate culture of "no blame" does not naturally extend to subcontractors.
Q2) Successful implementation of CCPM depends on first:
A)Identifying the critical chain that meanders through the project organization's portfolio of projects.
B)Identifying the constraint that holds hostage the project organization's other resources.
C)Examining and changing the culture of the project organization.
D)Exploiting the drum by using it to subordinate the existing PERT network.
Q3) What are the key elements of extreme programming?
Q4) What are the formal steps to apply CCPM to multiple project portfolios?
Q5) What takes place in the Scrum process?
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Chapter 12: Resource Management
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Q1) The assistant professor frantically prepared his tenure and promotion dossier for the personnel committee.The deadline loomed and he had several other things to accomplish - deadlines for papers and key correspondence that demanded replies.By his reckoning,he probably didn't have enough toner,paper,or computing time available to accomplish all that he had left to do.His project is unfortunately:
A)Time constrained.
B)Resource constrained.
C)Mix-constrained.
D)Personally constrained.
Q2) Placing resources on a detailed schedule of tasks is referred to as:
A)Placing.
B)Rectifying.
C)Loading.
D)Dragging.
Q3) A resource loading table is created through identifying the project activities and the resources required for completion and applying this information to the project schedule baseline.
A)True
B)False
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Chapter 13: Project Evaluation and Control
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Q1) The project control process is captured in the critical success factor of:
A)Communication.
B)Monitoring and feedback.
C)Troubleshooting.
D)Client consultation.
Q2) The earned value to date divided by the planned value of work scheduled to be performed is the:
A)Cost performance index.
B)Budgeted cost at completion index.
C)Budget efficiency index.
D)Schedule performance index.
Q3) A project manager can calculate the projected schedule of the project to completion by using the:
A)Cost performance index.
B)Schedule performance index.
C)Budgeted cost at completion index.
D)Budget efficiency index.
Q4) What is the significance of the 0/100 rule and the 50/50 rule and why would each be used?
Q5) What are the problems with milestones as a project control mechanism?
Page 15
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Chapter 14: Project Closeout and Termination
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Q1) An ex-gratia claim made when a project is closed down is made when:
A)There is no contractual basis for a claim.
B)The project company fails to perform to the terms of the contract.
C)The client company fails to perform to the terms of the contract.
D)A third party causes either the client or project company to fail to perform to the terms of the contract.
Q2) What are the keys to begin harvesting the benefits of a project? What are the major components of a meaningful project assessment system and how does an assessment system help the project organization?
Q3) Under the BOT option for a project:
A)The project organization must operate the work product of the project for a while.
B)The customer organization must accept the work product of the project at the scheduled delivery date.
C)The project organization may build the work product to their own specifications instead of the customer's.
D)The customer organization transfers employees to the project organization for the duration of the project.
Q4) What are any two common mistakes in a post-project lessons-learned meeting?
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Page 16