Supply Chain Management
Practice Questions
Course Introduction
Supply Chain Management explores the strategic and operational aspects involved in the planning, coordination, and control of the flow of goods, information, and finances throughout the entire supply chain network. The course covers key topics such as sourcing and procurement, inventory management, logistics, demand forecasting, production planning, risk mitigation, and the integration of digital technologies. Through case studies and practical examples, students develop a comprehensive understanding of how supply chains create value, the challenges of managing global supply networks, and the importance of ethical and sustainable practices in today's competitive marketplace.
Recommended Textbook
Project Management The Managerial Process 5th Edition by Erik Larson
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Page 2
Chapter 1: Modern Project Management
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Sample Questions
Q1) A common rule of thumb in the world of high-tech product development is that a six-month project delay can result in a __________ percent loss in product revenue share.
Answer: thirty-three
Explanation: A common rule of thumb in the world of high-tech product development is that a six-month project delay can result in a 33 percent loss in product revenue share.
Q2) Identify and briefly describe the six factors that are increasing the demand for project management.
Answer: 1.compression of the product life cycle, 2.knowledge explosion, 3.triple bottom line, 4.corporate downsizing, 5.increased customer focus, 6.small projects represent big problems
Q3) Project managers are expected to ensure that appropriate trade-offs are made between the time, cost, and __________ requirements of the project.
Answer: performance
Explanation: Project managers are ultimately responsible for performance (frequently with too little authority).They must ensure that appropriate trade-offs are made between the time, cost, and performance requirements of the project.
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Page 3
Chapter 2: Organization Strategy and Project Selection
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Sample Questions
Q1) The textbook indicated that ________ is the major dimension of strategic management.
A)Responding to changes in the external market
B)Allocating scarce resources of the organization
C)Beating competition to the market
D)Both a and b are correct
E)Both a and c are correct
Answer: D
Q2) Capacity overload which inevitably leads to confusion and inefficient use of scarce resources is an __________.
Answer: implementation gap
Explanation: Capacity overload inevitably leads to confusion and inefficient use of scarce organizational resources.The presence of an implementation gap, of power politics, and of multitasking adds to the problem of which projects are allocated resources first.
Q3) Identify and briefly describe the four components of strategic management and why they must be strongly linked.
Answer: 1) mission, 2) goals and objectives, 3) strategy, and 4) implementation
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Chapter 3: Organization: Structure and Culture
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Sample Questions
Q1) The metaphor used to describe the relationship between organizational culture and project management was that of a riverboat trip.Briefly describe that metaphor.
Answer: Culture is the river, the boat is the project.Moving downstream (culture conducive to PM) requires much less effort.Moving upstream (toxic culture) requires much more time, effort, and attention.
Q2) The project form of project management structure is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project.
A)True
B)False
Answer: False
Q3) In a matrix form of project management, the project managers report directly to a Director of projects, who supervises all projects.
A)True
B)False
Answer: True
Q4) Identify and briefly describe the three basic project management structures.
Answer: 1.functional, 2.matrix, and 3.project
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Chapter 4: Defining the Project
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Q1) Identify in order from broadest to most specific, the six parts of the hierarchical breakdown of the WBS.
Q2) All of the following are usually included in a work package except
A)What will be done?
B)The time needed to complete the work.
C)A single person who is responsible for its completion.
D)All the costs for the work package.
E)All of these are included in a work package.
Q3) One of the items included on a project scope checklist is the reviews with the customer.
A)True
B)False
Q4) Integrating a project's work packages within the organization's management structure is known as work breakdown structure.
A)True
B)False
Q5) In making project trade-offs, a criteria that is allowed to not meet the original target is classified as ________.
Q6) What is a Responsibility Matrix and how would it be used in project management?
Page 6
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Chapter 5: Estimating Project Times and Costs
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Sample Questions
Q1) Organization culture can significantly influence project time and cost estimates.
A)True
B)False
Q2) Identify and briefly describe the four major methods of bottom-up estimating.
Q3) Phase estimating is used when a project cannot be rigorously defined because of the uncertainty of design or the final product.
A)True
B)False
Q4) Identify the three major categories of project costs and give an example of each.
Q5) Resource shortages, in the form of people, equipment, or materials, is a good example of
A)Hidden interaction costs
B)Things going wrong on a project
C)Normal conditions not applying
D)Changes in project scope
E)None of these are correct
Q6) Identify and briefly describe the five major methods of top-down estimating.
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Page 7
Chapter 6: Developing a Project Plan
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Sample Questions
Q1) Project networks are built using nodes and arrows.
A)True
B)False
Q2) Free slack applies to an entire project network.
A)True
B)False
Q3) The amount of time an activity can be delayed and yet not delay the project is termed
A)Total slack
B)Free slack
C)Critical float
D)Float pad
E)Slip pad
Q4) Arrows on an AON project network represent:
A)An activity
B)Project flow
C)Dependency
D)Both B and C are correct
E)Both A and B are correct
Q5) What is a lag and why would you need to use one?
Page 8
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Chapter 7: Managing Risk
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Sample Questions
Q1) Which of the following is not included in a Failure Mode and Effects Analysis?
A)Impact
B)Probability
C)Detection
D)Risk value
E)All of these are included
Q2) All of the following are included in the risk identification process except A)Customers
B)Subcontractors
C)Competitors
D)Vendors
E)None of these are included
Q3) The cost impact of a risk event occurring as a project proceeds through its life cycle tends to
A)Slowly rise
B)Drop sharply and then level out
C)Rise sharply and then level out
D)Remain about the same
E)Slowly drop
Q4) Identify and briefly describe the four steps in risk management.
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Chapter 8: Scheduling Resources and Costs
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Sample Questions
Q1) In a resource-constrained project the third priority in assigning resources is usually given to activities with the
A)Smallest duration
B)Least slack
C)Most slack
D)Lowest identification number
E)Highest cost
Q2) Most of the scheduling methods available today require the project manager to classify the project as either _______ constrained or ______ constrained.
A)Time, quality
B)Quality, resource
C)Cost, time
D)Quality, cost
E)Time, resource
Q3) Identify and briefly describe the potential impacts of resource-constrained scheduling.
Q4) The shortage of computer chips to produce a circuit board is an example of a(n) ________ type of resource constraint.
Q5) Identify and briefly describe the two classifications of scheduling problems.
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Chapter 9: Reducing Project Duration
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Q1) Direct costs are so named because they can be assigned directly to a work package and activity.
A)True
B)False
Q2) Shortening an activity is called ________.
Q3) Identify options for accelerating a project schedule when resources are not constrained.
Q4) A common method for shortening the project time is to:
A)Adding resources
B)Schedule overtime
C)Subcontract an activity
D)Both A and B are correct
E)A, B, and C are all correct
Q5) To shorten the duration of a project the project manager should limit the choices of activities to just those which ________.
Q6) Creating a Project Cost-Duration Graph in the pre-project planning phase without an imposed duration is the best time to use this tool.
A)True
B)False
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Chapter 10: Leadership: Being an Effective Project Manager
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Q1) In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are part of ______ related currencies.
A)Task
B)Position
C)Inspiration
D)Relationship
E)Personal
Q2) Project managers have to see _________________ and how their project fits within the larger strategy of their firm.
Q3) Position-related currencies include: advancement, recognition, visibility, and network/contacts.
A)True
B)False
Q4) In conducting meetings an effective project manager will take the role of a:
A)Parliamentarian
B)Master of ceremonies
C)Conductor
D)Cattle herder
E)Teacher
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Chapter 11: Managing Project Teams
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Sample Questions
Q1) The Punctuated Equilibrium Model of group development has only two phases with a single transition joining them.
A)True
B)False
Q2) Which of the following would be considered the most effective project reward?
A)Individual member rewards
B)Lump-sum cash award
C)All-expenses-paid trip for team members and their families
D)Using negative reinforcement to motivate adequate performance
E)All of these are equally effective
Q3) ___________ refers to whether a team has direct influence over the problem that needs to be resolved.
Q4) Experience and research indicate that high-performance project teams are much more likely to develop under all the following conditions except:
A)Members are assigned to the project full time
B)Members report solely to the project manager
C)There are 10 or fewer members per team
D)Team members are selected by their managers
E)The project involves a compelling objective
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Chapter 12: Outsourcing: Managing Interorganizational Relations
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Q1) Identify the four strategies offered by Dr.Adam Kolawa for overcoming poor communication with outsourcers.
Q2) ontracting project work has long been the norm in the _______ industry.
A)Telecommunications
B)Financial
C)Insurance
D)Construction
E)Retail
Q3) The driving motive for increasing the use of outsourcing on projects was:
A)Reducing the trade deficit
B)Reducing costs
C)Improving international sales
D)Making products more international in design
E)Securing technology that was not available domestically
Q4) In project negotiation each negotiator is out to win as much as he or she can for their side.
A)True
B)False
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Q5) _______ satisfaction is measured by the ratio of perceived performance to expected performance.
Chapter 13: Progress and Performance Measurement and Evaluation
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Q1) Which of the following will calculate the estimated cost to complete the project?
A)(VAC-EV)/(PV/AC)
B)(BAC-EV)/(EV/AC)
C)(PV/AC)/(VAC-EV)
D)(EV/AC)/(BAC-EV)
E)(BAC-EV)/(BAC-AC)
Q2) ________ holds people accountable, prevents small problems from mushrooming into large problems, and keeps focus.
Q3) A typical project progress report would contain all of the following sections except:
A)Progress since last report
B)Problems and issues since last report
C)Current status of project
D)Corrective action planned
E)All of these are typical sections
Q4) Control charts are frequently used to monitor progress toward ________, which mark events and as such have zero duration.
Q5) ________ is simply the percent complete, times the original budget.
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Chapter 14: Project Closure
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Q1) When the project may be completed early with some parts of the project eliminated this is considered to be ___________ closure.
A)Normal
B)Premature
C)Perpetual
D)Changed Priority
E)Failed Project
Q2) The ________ feedback approach gathers anonymous feedback solicited from others is compared with the individual's self-evaluations, the individual may form a more realistic picture of her strengths and weaknesses.
Q3) In organizations where projects are managed within a ____________, the team member's area manager, not the project manager, is responsible for assessing performance.
A)Functional organization
B)Matrix organization
C)Flat organization
D)Both A and C are correct
E)A, B, and C are all correct
Q4) Explain what Lessons learned represent.
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Chapter 15: International Projects
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Q1) The degree to which local regulations favor local workers and suppliers is an example of the environmental factor termed ________.
Q2) If the length of stay in another culture is to be in the range of 2 to 12 months, the experiential approach to training is advisable.
A)True
B)False
Q3) In many ___________ cultures certain numbers are considered lucky, while others are considered unlucky.
Q4) Identify and briefly describe the four possible classifications for international projects.
Q5) Communications difficulties because of different languages are examples of which of the following environmental factors?
A)Geographic
B)Security
C)Cultural
D)Legal/political
E)Infrastructure
Q6) Identify and briefly describe the four stages of culture shock.
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Chapter 16: Oversight
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Q1) Identify the five growth levels contained in the Project Management Institute's organizational project maturity model, OPM3.
Q2) Organizational options to cover every aspect of managing projects in the organization are currently achieved by all of the following except:
A)Executive committee
B)Oversight group
C)Project office
D)Both B and C are correct
E)All the above are correct
Q3) __________ can be defined as a set of principles and processes to guide and improve the management of projects.
Q4) Identify and briefly describe the five levels in the authors' Project Maturity Model.
Q5) The use of __________ provides an in-depth review of individual's projects at specific phases in the project life cycle.
Q6) ___________ such as ROI, cash flow, and projects on budget reflect improvement and actions that contribute value to the bottom line.
Q7) __________ is used to identify opportunities for improvement.
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Chapter 17: An Introduction to Agile Project Management
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Q1) List the Agile principles: designed to respond to the challenges of unpredictable projects.
Q2) The goal of each sprint is to produce fully functional features.
A)True
B)False
Q3) Once the project scope has been firmly established, every detail of the project is defined through the ________.
A)Deliverables
B)Job tickets
C)WBS
D)Estimates
E)Risks
Q4) Fixed Scope is part of the Traditional Project Management model.
A)True
B)False
Q5) Traditional approaches to project management concentrate firmly on thorough planning up front.
A)True
B)False
Q6) What is the daily scrum and what are the key question that are addressed?
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Chapter 18: Project Management Career Paths
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Q1) In pursuing your ambition you should continually be on the lookout for a
Q2) Most fast-track managers acknowledge that experience played a significant role in their advancement.
A)True
B)False
Q3) There are more than ____ local PMI chapters across North America.
A)50
B)100
C)200
D)300
E)500
Q4) Describe the PMI certification eligibility requirements for the CAPM.
Q5) One aspect of project managing that is unique is the temporary nature of assignments.
A)True
B)False
Q6) Many professionals find it beneficial to join the _____________.
Q7) PMI has more than ____ local chapters across North America.
Q8) Explain the PMI certification eligibility requirements for the PMP.
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