Supply Chain Management
Textbook Exam Questions
Course Introduction
Supply Chain Management explores the strategies and processes involved in the planning, sourcing, production, and delivery of goods and services from suppliers to customers. The course covers key topics such as inventory management, logistics, procurement, forecasting, and the integration of information technology within supply networks. Emphasizing both the operational and strategic aspects, it highlights how effective supply chain management enhances organizational efficiency, reduces costs, and improves customer satisfaction in todays global marketplace. Case studies and real-world scenarios are used to illustrate challenges and trends, preparing students to analyze and optimize supply chains across various industries.
Recommended Textbook
Project Management Achieving Competitive Advantage 4th Edition by Jeffrey K. Pinto
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14 Chapters
1421 Verified Questions
1421 Flashcards
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2
Chapter 1: Introduction: Why Project Management?
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Sample Questions
Q1) Project members may be from:
A) Different departments.
B) Other organizational units.
C) One functional area.
D) All of the above.
Answer: D
Q2) The emergence of global markets has made project management skills more critical.
A)True
B)False
Answer: True
Q3) The dimension of project success that is realized last (chronologically)is:
A) Future potential.
B) Business success.
C) Impact on the customer.
D) Efficiency.
Answer: A
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Page 3
Chapter 2: The Organizational Context:
Strategy,Structure,and Culture
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Sample Questions
Q1) Define organizational culture and explain how it is developed.
Answer: Organizational culture is the unwritten rules of behavior or norms that are used to shape and guide behavior,as shared by some subset of organizational members and is taught to all new members of the company.Organizational cultures may form from an organization's technology,environment,and geographical location.An organization's reward system and rules and procedures also influence the culture.Key organizational members and critical incidents may make a strong enough impression to help form organizational culture.
Q2) The Luther Post Office closes the customer service window promptly at noon for their lunch break and opens again at one,perhaps a little after if the town's Sonic is busy.The Jones Post Office workers are aghast at this policy,preferring to stagger their lunch breaks so that the customer service window is always attended.It would appear that this difference in culture is primarily driven by:
A) Reward systems.
B) Key organizational members.
C) Critical incidents.
D) Geographical location.
Answer: D
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Chapter 3: Project Selection and Portfolio Management
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Sample Questions
Q1) What criteria might be employed to prioritize projects in a project portfolio? Choose any example project from recent business news and deduce which criteria were most important to the company in question.
Answer: The criteria that are commonly used to prioritize projects include cost,opportunity,top management pressure,risk,strategic fit,and desire for portfolio balance.Choice of criteria will vary with example selected.
Q2) A firm is BEST served if its project portfolio:
A) Has a number of low-cost experimental prototypes.
B) Devotes significant resources to hit product "home runs."
C) Aims to take the marketplace by storm regardless of future trends.
D) Represents narrowly concentrated efforts.
Answer: A
Q3) Souder's model selection criterion that encourages ease of adaptation to changes in tax laws,building codes,among others,is called:
A) Ease of use.
B) Cost.
C) Capability.
D) Flexibility.
Answer: D
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Page 5
Chapter 4: Leadership and the Project Manager
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Sample Questions
Q1) Leadership is an innate characteristic that some people have and some don't.
A)True
B)False
Q2) In the new project management professionalism model:
A) Personnel should be in a state of flux with regard to job assignment.
B) Process skills will not be important.
C) Traditional project champion activities will supplant the currently emphasized nontraditional skills.
D) Project management should be a dedicated career path.
Q3) Your professor (yes,that person that has been informing and entertaining you for the past few weeks)has tirelessly advocated for a project management class.When the Dean and most of the rest of the faculty said "no," your professor took the case for project management to the streets,ultimately securing it on the schedule this semester.The project management term that BEST describes your professor's role is:
A) Director.
B) Advocate.
C) Instigator.
D) Champion.
Q4) What can a project manager do to motivate project team members?
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Chapter 5: Scope Management
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Sample Questions
Q1) What takes place at the project closeout step?
Q2) A project manager can identify personnel who will be directly responsible for each task in the project's development by using a(n):
A) Responsibility assignment matrix.
B) Milestone designation chart.
C) Merrill report.
D) Work package report.
Q3) The step that reflects the formal "go ahead" given to the project to commence once the scope definition,planning documents,and other contractual documents have been prepared and approved is the:
A) Go ahead.
B) Send off.
C) Work authorization.
D) Work release.
Q4) The second level in work breakdown structure contains the:
A) Projects.
B) Deliverables.
C) Subdeliverables.
D) Work packages.
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Chapter 6: Project Team Building,Conflict,and Negotiation
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Sample Questions
Q1) High turnover among project team members is a key element of success since new team members will bring fresh perspectives and ideas to the group.
A)True
B)False
Q2) The globalization committee was halfway through their first meeting before the team leader realized that his boss had granted him authority that wasn't going to be agreed to by the functional managers of his team.After the meeting,his team members reported back to their units and the team leader's phone began to ring.The source of the conflict he is about to experience is:
A) Differentiation.
B) Uncertainty.
C) Scarce resources.
D) Reward systems.
Q3) You have been tapped as project manager for your dream project and find yourself initially rebuffed by functional managers that are reluctant to release members of your "dream team" to help you work on the project.What are three alternatives you might choose from and which is most attractive?
Q4) What is negotiation? Why is it important in project management?
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Page 8
Chapter 7: Risk Management
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Sample Questions
Q1) The construction foreman posted a large sign requiring all work site visitors to don a hard hat and safety glasses.He also purchased copious quantities of both items and made them readily available at the entrance.The foreman is engaged in:
A) Risk identification.
B) Risk mitigation.
C) Analysis of probability and consequences.
D) Control and documentation.
Q2) Sketch a flow chart for the PRAM methodology for risk management and briefly describe each step.
Q3) What is the relationship between a project's progress and the level of budget reserves?
A) As the project nears completion, the budgeted reserves tend to increase.
B) As the project nears completion, the budgeted reserves tend to decrease.
C) As the budgeted reserves increase, the project tends to near completion.
D) As the budgeted reserves decrease, the project tends to near completion.
Q4) There are four alternatives a project organization can adopt in deciding how to address their risks.Develop four different scenarios,one each for which each of the alternatives would be appropriate.Justify your selections.
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Page 9
Chapter 8: Cost Estimation and Budgeting
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Sample Questions
Q1) What's the relationship between WBS,scheduling,and budgeting?
Q2) What is the total amount budgeted for design costs in this time-phased budget?
\[\begin{array} { | l | l | l | l | l | }
\text { Activity } & \text { January } & \text { February } & \text { March } & \text { April }
\\
\hline \text { Survey } & 8,000 & & & \\
\hline \text { Design } & 5,250 & 4,500 & & \\
\hline \text { Dirt } & & 6,700 & & \\
\hline \text { Foundation } & & 12,550 & & \\
\hline \text { Framing } & & & 37,250 & \\
\hline \text { Plumb } & & & 7,800 & \\
\hline \text { Wire } & & & & 5,500 \\
\hline
\end{array}\]
A) $5,250
B) $4,500
C) $9,750
D) $12,550
Q3) What are parametric cost estimates and how are they developed?
Q4) What is activity-based costing and how is it performed?
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Chapter 9: Project Scheduling: Networks,Duration
Estimation,and Critical Path
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Sample Questions
Q1) The variance of an activity is given by:
A) [1/6(b-a)]2.
B) 1/6[b-a].
C) [1/36(b-a)]2.
D) 1/36[b-a].
Q2) What is laddering and what advantages can be gained from its use in project management?
Q3) There's an old saying,"The job is not finished until the paperwork is done." From an activity network standpoint,this does not necessarily mean that the paperwork can't begin until the last non-paperwork activity is completed.It might be possible to work on some paperwork as early activities are completed.In order to depict this in an activity network:
A) Hammock activities could be drawn.
B) Subroutines could be added.
C) Shortcuts can be added to the network.
D) Laddering could be used to redraw the network.
Q4) The PERT technique assumes that durations are more deterministic.
A)True
B)False
Q5) What are hammock activities and when should they be used?
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Chapter 10: Project Scheduling: Lagging, Crashing, and Activity Networks
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Sample Questions
Q1) Research has shown that,in general:
A) There is a tendency to underestimate activity lengths.
B) There is a tendency to overestimate activity lengths.
C) The activity lengths are estimated correctly.
D) The activity lengths are estimated correctly but the networks are drawn incorrectly.
Q2) Most project management software employs AOA diagramming.
A)True
B)False
Q3) How might a project manager alter a straightforward PERT network to accommodate an inordinately large and complex project?
Q4) An activity performed by a subcontractor is scheduled for 20 weeks at an anticipated cost of $100,000.Due to slippage on the critical path you need to reduce this activity by three weeks.If the subcontractor informs you that the activity can be completed in 16 weeks for $200,000,what is the slope for the activity?
A) $5,000 per week
B) $33,333 per week
C) $25,000 per week
D) $12,500 per week
Page 12
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Chapter 11: Advanced Topics in Planning and Scheduling:
Agile and Critical Chain
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Sample Questions
Q1) What are some arguments against the XP technique of pair programming?
Q2) Agile project management is well-suited for the case where requirements change in the middle of project development.
A)True
B)False
Q3) Which of these is difficult when Agile Project Management is used?
A) Fixed-price contracts between customers and the project organization
B) Altering or updating the project requirements
C) Knowing for certain that the software is working as you progress through the project
D) The frequent rescoping of a predictable project becomes wasted expense as it won't deliver added benefits.
Q4) 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.
Page 13
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Chapter 12: Resource Management
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Sample Questions
Q1) Rank the three key parameters,schedule slippage,resource utilization,and in-process inventory,from most critical to least critical for an organization and justify your ranking.
Q2) Use this resource load chart to determine which activity uses the fewest resources.
A) Activity A
B) Activity B
C) Activity C
D) Activity D
Q3) What is mathematical programming,how can it be applied to resource decisions,and what are the advantages and disadvantages of doing so?
Q4) What are the trade-offs among schedule slippage,resource utilization,and in-process inventory for a project manager in a multi-project environment?
Q5) The independent axis of a resource loading chart is in units of:
A) Nothing - it is simply relative magnitude.
B) Resources.
C) Time.
D) Workers/people.
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Chapter 13: Project Evaluation and Control
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Sample Questions
Q1) Funding problems are a key success inhibitor in the:
A) Build-up phase.
B) Close-out phase.
C) Main phase.
D) Formation phase.
Q2) Which of these tools allows a project team to make future projections of project status based on its current state?
A) Tracking Gantt chart
B) Milestone chart
C) S-curve
D) Earned value management
Q3) In earned value management,schedule variance is defined as:
A) The difference between the earned value and the actual cost.
B) The difference between the earned value and the planned value.
C) The difference between the actual cost and the planned value.
D) The difference between the cost and schedule performance indices multiplied by the budgeted cost at completion.
Q4) What is earned value management and how can it be used to monitor project status?
Q5) What are drawbacks to a pure S-curve analysis?
Page 15
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Chapter 14: Project Closeout and Termination
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Sample Questions
Q1) When a project is shut down,the project team must ensure that all relevant stakeholders are clearly aware of the project shut down,including the date by which all activities will cease.This is an:
A) Intellectual and internal issue.
B) Emotional issue of the project team.
C) Emotional issue of the clients.
D) Intellectual and external issue.
Q2) Lessons-learned analysis is BEST described as:
A) A bookkeeping process.
B) A personnel reassignment process.
C) A pressure relief process.
D) An organizational learning process.
Q3) In order to facilitate acceptance for the project,the project team should start planning for the project's transfer and use during:
A) The project development phase.
B) The project termination phase.
C) The project close-out phase.
D) The project work phase.
Q4) What are any two common mistakes in a post-project lessons-learned meeting?
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