PROJECT MANAGEMENT: THE MANAGERIAL
PROCESS CHAPTER 16 COMPREHENSIVE
SOLVED QUESTIONS AND COMPLETE
ANSWERS
◉ All of the following are symptoms of organizations struggling with
strategy disconnect and unclear priorities EXCEPT
A. Frequent conflicts between managers
B. Inadequate resources
C. Confused employees regarding which projects are more important
D. Not enough projects within the portfolio to make a profit
E. People are working on multiple projects and feel inefficient.
Answer: D
◉ Strategic Management does all of the following EXCEPT.
A. Requires every project to be clearly linked to a strategy
B. Provides theme and focus of firm's future direction.
C. Requires strong links among mission, goals, objectives, strategy,
and implementation.
,D. Aligns organizational thoughts and viewpoints.
Answer: D
◉ The mission statement identifies which of the following:
A. What we want to become
B. Scope of the organization in terms of its products or services
C. Focus for the decision making when shared by organizational
managers and employees
D. Purpose of the organization to stakeholders
E. All of the above.
Answer: E
◉ All of the following are traditional components of the mission
statement EXCEPT
A. Major products and services
B. Geographical domain, target customers and markets
C. Organizational Philosophies and technologies
D. Motivation and direction for employees
E. Public image and contribution to society.
Answer: D
,◉ True or False:
Mission Statements change frequently.
Answer: False
◉ True or False:
More specific mission statements yield better results.
Answer: True
◉ Formulating strategy answers the question of...
A. What needs to be done to reach objectives
B. How objectives will be reached
C. Which projects align with objectives
D. None of the above.
Answer: A
◉ What is the FIRST step of strategy formulation?
A. Assessment of the internal and external environments
, B. Realistic evaluation of the past and current position of the
enterprise.
C. Identify critical issues and strategic alternatives
D. Cascading objectives or projects assigned to lower divisions,
departments, or individuals.
Answer: B
◉ What is the SECOND step of strategy formulation?
A. Assessment of the internal and external environments
B. Realistic evaluation of the past and current position of the
enterprise.
C. Identify critical issues and strategic alternatives
D. Cascading objectives or projects assigned to lower divisions,
departments, or individuals.
Answer: A
◉ What is the THIRD step of strategy formulation?
A. Assessment of the internal and external environments
B. Realistic evaluation of the past and current position of the
enterprise.
C. Identify critical issues and strategic alternatives
PROCESS CHAPTER 16 COMPREHENSIVE
SOLVED QUESTIONS AND COMPLETE
ANSWERS
◉ All of the following are symptoms of organizations struggling with
strategy disconnect and unclear priorities EXCEPT
A. Frequent conflicts between managers
B. Inadequate resources
C. Confused employees regarding which projects are more important
D. Not enough projects within the portfolio to make a profit
E. People are working on multiple projects and feel inefficient.
Answer: D
◉ Strategic Management does all of the following EXCEPT.
A. Requires every project to be clearly linked to a strategy
B. Provides theme and focus of firm's future direction.
C. Requires strong links among mission, goals, objectives, strategy,
and implementation.
,D. Aligns organizational thoughts and viewpoints.
Answer: D
◉ The mission statement identifies which of the following:
A. What we want to become
B. Scope of the organization in terms of its products or services
C. Focus for the decision making when shared by organizational
managers and employees
D. Purpose of the organization to stakeholders
E. All of the above.
Answer: E
◉ All of the following are traditional components of the mission
statement EXCEPT
A. Major products and services
B. Geographical domain, target customers and markets
C. Organizational Philosophies and technologies
D. Motivation and direction for employees
E. Public image and contribution to society.
Answer: D
,◉ True or False:
Mission Statements change frequently.
Answer: False
◉ True or False:
More specific mission statements yield better results.
Answer: True
◉ Formulating strategy answers the question of...
A. What needs to be done to reach objectives
B. How objectives will be reached
C. Which projects align with objectives
D. None of the above.
Answer: A
◉ What is the FIRST step of strategy formulation?
A. Assessment of the internal and external environments
, B. Realistic evaluation of the past and current position of the
enterprise.
C. Identify critical issues and strategic alternatives
D. Cascading objectives or projects assigned to lower divisions,
departments, or individuals.
Answer: B
◉ What is the SECOND step of strategy formulation?
A. Assessment of the internal and external environments
B. Realistic evaluation of the past and current position of the
enterprise.
C. Identify critical issues and strategic alternatives
D. Cascading objectives or projects assigned to lower divisions,
departments, or individuals.
Answer: A
◉ What is the THIRD step of strategy formulation?
A. Assessment of the internal and external environments
B. Realistic evaluation of the past and current position of the
enterprise.
C. Identify critical issues and strategic alternatives
