Test Bank for Contemporary Project Management 2nd Edition Timothy Kloppenborg.
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Course
DSFS SDF (DSFSSDF)
Institution
University Of California, Davis
Test Bank for Contemporary Project Management 2nd Edition Timothy Kloppenborg
2. Strategic analysis is often called SWOT - Strengths, Weaknesses, Opportunities and Threats (SWOT). True False
3. Strategic analysis is often called SWOT - Start With Objectives Template (SWOT). True Fal...
Test Bank for Contemporary Project Management 2nd
Edition Timothy Kloppenborg
2. Strategic analysis is often called SWOT - Strengths, Weaknesses, Opportunities and Threats
(SWOT). True False
3. Strategic analysis is often called SWOT - Start With Objectives Template
(SWOT). True False
4. Strategic analysis considers opportunities and threats posed by competitors, suppliers and regulatory
agencies among others.
True False
5. The organization’s leadership should establish guiding principles such as the vision and mission for
an organization before developing the strategic objectives.
True False
6. The organization’s leadership should establish the strategic objectives to set the stage for the
strategic analysis.
True False
7. The vision should present a positive, inspiring and vivid description of the organization as it currently
exists. True False
8. Strategic objectives should focus decisions regarding which projects to select and how to prioritize
them. True False
,9. Strategic objectives describe both long and short term results that are
desired. True False
10. Projects tend to be the primary method for implementing many
objectives. True False
11. A project portfolio is a collection of projects or programs and other work that are grouped together to
facilitate effective management of that work to meet strategic business objectives.
True False
12. A project portfolio is a useful storage medium that enables the project manager to consolidate all project
information in a single, convenient location.
True False
13. Portfolio alignment includes identification, selection and prioritization of projects in a
portfolio. True False
14. If an organization does not have the right capabilities, a project may be too difficult to
complete successfully.
True False
15. The degree of formality used in selecting projects varies widely across
organizations. True False
16. While there is a wide variety of projects across organizations, the degree of formality used in selecting
them is largely uniform.
True False
17. The prioritization of projects in a portfolio should consider whether the demands of performing each project
are clearly understood.
True False
, 18. Payback period models do not consider the amount of profit that may be realized after the costs are paid.
True False
19. None of the financial project selection models ensure alignment of the project with an
organization’s strategic goals.
True False
20. Scoring models are most useful when there are multiple projects and several criteria to
consider. True False
21. Traditional financial models are most useful when there are multiple projects and several criteria
to consider.
True False
22. There are times that certain projects must be selected regardless of any considerations such as strategic fit,
profitability or probability of success.
True False
23. In addition to considering financial factors, project selection should often consider how well each
project fits with the organization’s strategic planning.
True False
24. Scoring models are very useful in providing input regarding the starting order of projects.
True False
25. Project selection scoring models are very useful in providing performance data that can be used to
terminate a project.
True False
26. When a firm prepares to submit a proposal, it is really conducting a small project with the
primary deliverable of the project being an accurate and complete proposal.
True False
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