MIS 460 - Project Management - Final Exam Questions and Answers Already Passed Latest
Update 2025-2026
Deming - Rebuilding Japan and 14 points for management
Juran - Quality control handbook and 10 steps to quality improvement
Crosby - Quality is free and organization strive for zero defects
Ishikawa - Concepts of quality circles and pioneered use of cause-and-effect diagrams
Taguchi - Optimizing the process of engineering experiments
Feigenbaum - Concept of total quality control
Six Sigma - System for achieving, sustaining, and maximizing business success. driven by
customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to
managing, improving and reinventing the business process
Six Sigma Projects - Need quality problem or gap between current and desired performance
Clearly understood Problem
Solution should not be predetermined
DMAIC - Define problem/opportunity
Measure are defined
Analyze details
Improve on the problem
Control and track the solution
Benchmarking - Generates ideas for quality improvements by comparing specific project
practices or product characteristics to those of other projects or products within or outside the
performing organization
Rework - Action taken to bring rejected items into compliance with product requirements,
specifications, other stakeholder expectations
Defect - Any instance in which the product or service fails to meet customer requirements
Intrinsic Motivation - Causes people to participate in an activity for their own enjoyment
Extrinsic Motivation - Causes people to do something for a reward or to avoid penalty
McClelland's Acquired Needs Theory - Specific needs are acquired or learned over time and
, shaped by life experiences
Achievement (nAch) - Achievers like challenging projects with achievable goals and lots of
feedback
Affiliation (nAff) - People with high nAff desire harmonious relationships and need to feel
accepted by others, so managers should try to create a cooperative work environment for them
Power (nPow) - People with a need for power desire either personal power (not good) or
institutional power (good for the organization).
McGregor's Theory X - Assumes workers dislike and avoid work, so managers must use
coercion, threats and various control schemes to get workers to meet objectives
McGregor's Theory Y - Assumes individuals consider work as natural as play or rest and enjoy
the satisfaction of esteem and self-actualization needs
Ouchi's Theory Z - Based on the Japanese approach to motivating workers, emphasizing trust,
quality, collective decision making, and cultural values
Tuckman Model of Team Development - Forming
Storming
Norming
Performing
Adjourning
Resource Loading - Refers to the amount of individual resources that a schedule requires during
specific time periods
Resource Leveling - A technique for resolving resource conflicts by delaying tasks
Coercive Power - Using punishment, threats, or other negative approaches to get people to do
things they do not want to do
Legitimate Power - Getting people to do things based on a position of authority
Expert Power - Using one's personal knowledge and expertise to get people to change their
behavior
Reward Power - Using incentives to induce people to do things
Referent Power - Getting others to do things based on a person's own charisma
Rapport - A relation of harmony, conformity, accord, or affinity
Update 2025-2026
Deming - Rebuilding Japan and 14 points for management
Juran - Quality control handbook and 10 steps to quality improvement
Crosby - Quality is free and organization strive for zero defects
Ishikawa - Concepts of quality circles and pioneered use of cause-and-effect diagrams
Taguchi - Optimizing the process of engineering experiments
Feigenbaum - Concept of total quality control
Six Sigma - System for achieving, sustaining, and maximizing business success. driven by
customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to
managing, improving and reinventing the business process
Six Sigma Projects - Need quality problem or gap between current and desired performance
Clearly understood Problem
Solution should not be predetermined
DMAIC - Define problem/opportunity
Measure are defined
Analyze details
Improve on the problem
Control and track the solution
Benchmarking - Generates ideas for quality improvements by comparing specific project
practices or product characteristics to those of other projects or products within or outside the
performing organization
Rework - Action taken to bring rejected items into compliance with product requirements,
specifications, other stakeholder expectations
Defect - Any instance in which the product or service fails to meet customer requirements
Intrinsic Motivation - Causes people to participate in an activity for their own enjoyment
Extrinsic Motivation - Causes people to do something for a reward or to avoid penalty
McClelland's Acquired Needs Theory - Specific needs are acquired or learned over time and
, shaped by life experiences
Achievement (nAch) - Achievers like challenging projects with achievable goals and lots of
feedback
Affiliation (nAff) - People with high nAff desire harmonious relationships and need to feel
accepted by others, so managers should try to create a cooperative work environment for them
Power (nPow) - People with a need for power desire either personal power (not good) or
institutional power (good for the organization).
McGregor's Theory X - Assumes workers dislike and avoid work, so managers must use
coercion, threats and various control schemes to get workers to meet objectives
McGregor's Theory Y - Assumes individuals consider work as natural as play or rest and enjoy
the satisfaction of esteem and self-actualization needs
Ouchi's Theory Z - Based on the Japanese approach to motivating workers, emphasizing trust,
quality, collective decision making, and cultural values
Tuckman Model of Team Development - Forming
Storming
Norming
Performing
Adjourning
Resource Loading - Refers to the amount of individual resources that a schedule requires during
specific time periods
Resource Leveling - A technique for resolving resource conflicts by delaying tasks
Coercive Power - Using punishment, threats, or other negative approaches to get people to do
things they do not want to do
Legitimate Power - Getting people to do things based on a position of authority
Expert Power - Using one's personal knowledge and expertise to get people to change their
behavior
Reward Power - Using incentives to induce people to do things
Referent Power - Getting others to do things based on a person's own charisma
Rapport - A relation of harmony, conformity, accord, or affinity
