Operations Management
Final Exam
Course Introduction
Operations Management focuses on the efficient and effective processes involved in the production and delivery of goods and services. This course examines fundamental concepts such as operations strategy, process analysis, capacity planning, quality management, supply chain coordination, and inventory control. Students will learn how to analyze and improve operational systems within organizations to increase productivity, reduce costs, and maintain high-quality standards. Through case studies and practical examples, the course equips students with the tools and techniques essential for solving real-world operational challenges and supporting strategic business objectives.
Recommended Textbook
Project Management A Managerial Approach 10th Edition by Jack R. Meredith
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13 Chapters
683 Verified Questions
683 Flashcards
Source URL: https://quizplus.com/study-set/2431
Page 2
Chapter 1: Projects in Contemporary Organizations
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46 Verified Questions
46 Flashcards
Source URL: https://quizplus.com/quiz/48288
Sample Questions
Q1) The __________ of the project team is a crucial but unstated element of ancillary trade-offs that the project manager must consider.
A)health
B)plan
C)task
D)effort
Answer: A
Q2) The authors identify three forces that combine to mandate the use of teams to solve problems.Identify the force that the authors did not name.
A)Explosion in the growth of certified project managers
B)Worldwide acceptance of the Project Management Institute
C)Interaction of supply and demand
D)Evolution of worldwide competitive markets for the production and consumption of goods and services
Answer: D
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Chapter 2: Strategic Management and Project Selection
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45 Verified Questions
45 Flashcards
Source URL: https://quizplus.com/quiz/48289
Sample Questions
Q1) Scoring models are most often used to overcome this disadvantage of profitability models.
A)The inability to account for the time value of money.
B)The inability to account for project results beyond the payback period.
C)The inability to account for multiple decision criteria.
D)The inability to account for cash flow.
Answer: C
Q2) Wheelwright identified four separate categories of projects.Which of the following are not one of those categories?
A)Sacred cow projects
B)Platform projects
C)Breakthrough projects
D)R&D projects
Answer: A
Q3) Real options seek to reduce which of the following risks in projects?
A)political
B)environmental
C)technological and commercial
D)sociological
Answer: C
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Chapter 3: The Project Manager
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55 Verified Questions
55 Flashcards
Source URL: https://quizplus.com/quiz/48290
Sample Questions
Q1) Which of the following is not typically recommended to be considered when hiring new team members?
A)high-quality technical skills
B)political,and general,sensitivity
C)strong goal orientation
D)low self-esteem
Answer: D
Q2) Compare and contrast a functional manager with a project manager.
Answer: Functional managers are also known as department heads.They are usually specialists in the areas of the organization that they manage.As specialists,they are analytically oriented and know many of the details of the operation for which they are responsible.They know how to tackle problems in their area.They are administratively responsible for deciding how something will be done,who will do it,and what resources will be devoted to the task.They are more skilled at analysis. Project managers are generalists.They oversee many functional areas,each with its own specialists.The project manager may not know how to perform the tasks they oversee.They are more skilled at synthesis.
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Page 5
Chapter 4: Managing Conflict and the Art of Negotiation
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53 Verified Questions
53 Flashcards
Source URL: https://quizplus.com/quiz/48291
Sample Questions
Q1) During project formation,the organizational structure selected will have a major impact on the ways in which conflicts are handled.Lack of clarity about the relative power / influence / authority of the PM and the functional managers is a major component of all conflicts involving __________.
A)contractual obligations
B)property rights
C)budgeting
D)resource allocation and scheduling
Q2) A(n)__________ is simply a written agreement between the PM,senior management,and the functional managers who are committing resources and / or people to the project.
A)project charter
B)project summary
C)scope plan
D)partner agreement
Q3) Identify three basic causes for change in projects.
Q4) Describe the four points of principled negotiation described by Fisher.
Q5) Identify the three fundamental categories of conflict that occur during a project's lifecycle.
Page 6
Q6) List and describe the three basic causes for change in projects.
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Chapter 5: The Project in the Organizational Structure
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61 Verified Questions
61 Flashcards
Source URL: https://quizplus.com/quiz/48292
Sample Questions
Q1) Identify three major advantages and disadvantages of using the pure project organization as the administrative home for project.Assume that the structure is appropriate for the project being undertaken.
Q2) Identify the statement that is not a major advantage of placing a project within a functional element of the parent organization.
A)The flexible use of staff increases.
B)Expertise is easily shared across multiple projects.
C)The functional division tends to be oriented towards activities particular to its function.
D)The functional division serves as a base of technological continuity.
Q3) When a firm engages in a large number of similar projects,the __________ organizational form is apt to be preferred.
A)pure project
B)partial matrix
C)functional
D)mixed matrix
Q4) Identify the major reasons for the rapid growth of project-oriented organizations.
Q5) Discuss the advantages of empowering the project team.
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Chapter 6: Activity Planning: Traditional and Agile
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44 Verified Questions
44 Flashcards
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Sample Questions
Q1) Having key stakeholders involved early in the project tends to
A)increase communication errors
B)increase project risk
C)create buy-in
D)create more problems than it is worth
Q2) The project plan must be designed in such a way that the project outcome meets
A)the objectives of the parent organization
B)unauthorized requests for change in the project outcome
C)the requirements associated with scope creep
D)only the expressed warranties identified in the contract
Q3) The __________ of a project includes the objectives of the project as well as the time and cost required to complete the project to the customer's satisfaction.
A)scope
B)change order
C)outcome
D)purpose
Q4) Describe how a risk management plan is developed.
Q5) Identify four important outcomes associated with the project launch meeting.
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Chapter 7: Budgeting and Risk Management
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55 Verified Questions
55 Flashcards
Source URL: https://quizplus.com/quiz/48294
Sample Questions
Q1) The allowance for contingencies is usually in what range?
A)One to five percent
B)Five to ten percent
C)Six to nine percent
D)Seven to eleven percent
Q2) Which of the following is not one of the risk management subprocesses?
A)risk identification
B)qualitative risk analysis
C)work breakdown schedule
D)risk response planning
Q3) A work element in the project plan requires 50 hours of labor each by four carpenters.The carpenters are paid $15 per hour and incur an overhead rate equal to 80 percent of their direct labor charges.Based on this data,the appropriate total cost is
A)$2,400
B)$3,000
C)$4,600
D)$5,400
Q4) Describe the bottom-up budgeting process.
Q5) Identify some of the common problems faced by the project budgeter.
Page 9
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Chapter 8: Scheduling
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56 Verified Questions
56 Flashcards
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Sample Questions
Q1) Assume that task J has a most likely duration of 20 days,an optimistic duration of 13 days,and a pessimistic duration of 30 days.If the optimistic and pessimistic durations are 95 percent estimates,the standard deviation for task J is ________ days.
A)5.167
B)5
C)4.67
D)3.2
Q2) The line connecting two nodes is referred to as a(n)
A)arc
B)bridge
C)critical node
D)milestone
Q3) __________ law suggests that work expands to fill the allotted time.
A)Parkinson's
B)Murphy's
C)Brooks'
D)Federal
Q4) Explain why completion probabilities computed using the critical path are always optimistic.What can be done?
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Chapter 9: Resource Allocation
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) The two principles to follow when crashing a project focuses on the __________.
A)critical path and selects the least expensive alternative
B)critical path and selects the most expensive alternative
C)shortest path and selects the least expensive alternative
Q2) If the crash cost is $2,500,the normal cost is $1,500,the crash time is 4,and the normal time is 6,what is the slope?
A)-1,500
B)-1,000
C)-750
D)-500
Q3) The __________ technique overlaps the design and build phases of a project to expedite its completion.
A)crashing
B)fast-tracking
C)leading
D)blitzing
Q4) Describe the extreme points of the relationship between time use and resource use.
Q5) Discuss the advantages obtained from resource leveling.
Q6) Discuss some other causes of the strong optimistic bias in a project schedule.
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Chapter 10: Monitoring and Information Systems
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53 Verified Questions
53 Flashcards
Source URL: https://quizplus.com/quiz/48297
Sample Questions
Q1) If CPI = 1.05,then __________ is favorable.
A)time variance
B)schedule variance
C)cost variance
D)performance variance
Q2) List and describe five telltale signs of project trouble it is wise to monitor.
Q3) Vague or incomplete project requirements are an example of which telltale sign that a project is in trouble?
A)Muddy waters
B)Mysterious stakeholders
C)Unconstrained constraints
D)Scope creep
Q4) Reports for __________ have a need for detailed information about individual tasks and the factors affecting such tasks.
A)top executives
B)lower-level personnel
C)all the stakeholders
D)project managers
Q5) Describe the three common difficulties in designing project reports.
Q6) Identify the main complaints associated with meetings.
Page 12
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Chapter 11: Project Control
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48 Verified Questions
48 Flashcards
Source URL: https://quizplus.com/quiz/48298
Sample Questions
Q1) In a cybernetic control system using a negative feedback loop,the speed or force with which the control operates is,in general,__________ to the size of the deviation from standard.
A)customary
B)proportional
C)reciprocal
D)double
Q2) Perhaps the most difficult task in creating a cybernetic control system is what?
A)Finding a common standard for all the elements we wish to control
B)Limiting the elements we wish to control to a reasonable number
C)Setting the standards for each element of output we wish to control
D)Selling top management on the list of elements to be controlled
Q3) Identify some of the factors that can cause a project to require control of cost.
Q4) Identify some of the factors that can cause a project to require control of performance.
Q5) What are the two fundamental objectives of control?
Q6) Describe the information requirements of a cybernetic controller.
Q7) Identify some of the factors that can cause a project to require control of time.
Page 13
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Chapter 12: Project Auditing
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63 Verified Questions
63 Flashcards
Source URL: https://quizplus.com/quiz/48299
Sample Questions
Q1) Contact between the a / e team and the __________ are not made without clearance from senior management.
A)CIO
B)ethics board
C)customer
D)project manager
Q2) Managerial audits look at __________ and their use.
A)managerial systems
B)subordinate systems
C)manual systems
D)ethical policies
Q3) A major vehicle for evaluation is the __________,which is a more or less formal inquiry into any aspect of the project.
A)ethical audit
B)project audit
C)moral compass
D)technical audit
Q4) Discuss some of the problems associated with finding the ancillary goals of a project.
Q5) List and describe the events that comprise the project audit life cycle.
Page 14
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Chapter 13: Project Closure and Benefits Realization
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51 Verified Questions
51 Flashcards
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Sample Questions
Q1) Following is a list of a few of the more important aspects of the transition from project to integrated operation that must be considered when the project functions are distributed.Match each one with its description.
A)Personnel
B)Manufacturing
C)Accounting / finance
D)Engineering
1)Where will the project team go?
2)Have the project accounts been closed and audited? Do the new department budgets include the additional work needed by the project?
3)Are all drawings complete and on file? Are operating manuals and change procedures understood?
4)Is training complete? Are input materials and the required facilities available? Does the production system layout have to be replanned?
Q2) Briefly describe the four fundamentally different ways to close out a project.
Q3) Identify some of the more important aspects of the transition from project to integrated operation that should be considered when the project functions are distributed.
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