Chapter 1
Introduction to Project Management
True/False Questions
1. It is possible to meet all project specifications and not meet client expectations or fail to
meet one or more specifications and still meet or exceed a client’s expectation.
True; Moderate
2. Defining the project scope and managing scope change is the same as developing an
understanding of a client’s expectations and managing those expectations.
False; Moderate
3. Darnall noted that expectations often decrease during the life of a project.
False; Moderate
4. Client expectations encompass an emotional component that includes many client
desires that are not easily captured within a specification document.
True; Easy
5. All projects are ongoing and permanent in nature.
False; Easy
6. A project is undertaken to create a product, service, or result that is unique.
True; Easy
,7. Projects can contain smaller projects.
True; Easy
8. A project is affected by the type of organization in which the project is conducted and
how the organization is organized to manage projects.
True; Easy
9. Local factories, churches, and hospitals are all examples of organizations.
True; Easy
10. Initiatives taken to increase organizational effectiveness or efficiency can be identified
as projects.
True; Moderate
11. Project managers are process focused.
False; Moderate
12. An operations manager creates a culture to focus on the long-term health of the
organization. True; Moderate
13. The purpose of an organization can affect its view of the time allowed for projects.
True; Moderate
14. The structure and responsibility of a project management office is independent of the
project management approach of the parent organization.
False; Moderate
,15. According to Thamhain, interpersonal skills involve the ability to plan, organize, and
control work.
False; Easy
16. Einsiedel discussed leader-sensitive projects and defined three characteristics of an
effective project leader.
False; Easy
17. Although the level of skills needed by the project manager depends largely on the
project profile, increasingly the people skills of the project manager are becoming less
important.
False; Moderate
18. One of the characteristics of an effective project leader, as defined by Einsiedel, is
effectiveness in time management.
False; Moderate
19. One of the characteristics of an effective project leader, as defined by Einsiedel, is
creativity as a problem solver.
True; Easy
20. Changes to the project scope can cause costs to increase or decrease.
True; Easy
21. During later project stages, as pressures to meet project schedule goals increase, the
culture of the project is more conducive to making changes in work process.
False; Easy
, 22. Generally, the later in the project the change occurs, the smaller the increase to the
project costs.
False; Moderate
23. If the critical path is shorter than the project duration, the project has a negative total
float.
False; Easy
24. Rough order of magnitude (ROM) is established prior to developing a ballpark estimate.
False; Moderate
25. A project management team has two types of members, functional managers and
process managers. An engineering manager, in the case of a construction project, is an
example of a process manager.
False; Moderate
26. A telephone conference call is an example of asynchronous communication.
False; Easy
27. The likelihood that all the potential events identified in the risk analysis will occur is
very high.
False; Moderate
28. If all the parties to the communication are taking part in the exchange at the same time,
the communication is asynchronous.
False; Easy
29. Equipment especially designed and built for a research project is an example of a
commodity.
Introduction to Project Management
True/False Questions
1. It is possible to meet all project specifications and not meet client expectations or fail to
meet one or more specifications and still meet or exceed a client’s expectation.
True; Moderate
2. Defining the project scope and managing scope change is the same as developing an
understanding of a client’s expectations and managing those expectations.
False; Moderate
3. Darnall noted that expectations often decrease during the life of a project.
False; Moderate
4. Client expectations encompass an emotional component that includes many client
desires that are not easily captured within a specification document.
True; Easy
5. All projects are ongoing and permanent in nature.
False; Easy
6. A project is undertaken to create a product, service, or result that is unique.
True; Easy
,7. Projects can contain smaller projects.
True; Easy
8. A project is affected by the type of organization in which the project is conducted and
how the organization is organized to manage projects.
True; Easy
9. Local factories, churches, and hospitals are all examples of organizations.
True; Easy
10. Initiatives taken to increase organizational effectiveness or efficiency can be identified
as projects.
True; Moderate
11. Project managers are process focused.
False; Moderate
12. An operations manager creates a culture to focus on the long-term health of the
organization. True; Moderate
13. The purpose of an organization can affect its view of the time allowed for projects.
True; Moderate
14. The structure and responsibility of a project management office is independent of the
project management approach of the parent organization.
False; Moderate
,15. According to Thamhain, interpersonal skills involve the ability to plan, organize, and
control work.
False; Easy
16. Einsiedel discussed leader-sensitive projects and defined three characteristics of an
effective project leader.
False; Easy
17. Although the level of skills needed by the project manager depends largely on the
project profile, increasingly the people skills of the project manager are becoming less
important.
False; Moderate
18. One of the characteristics of an effective project leader, as defined by Einsiedel, is
effectiveness in time management.
False; Moderate
19. One of the characteristics of an effective project leader, as defined by Einsiedel, is
creativity as a problem solver.
True; Easy
20. Changes to the project scope can cause costs to increase or decrease.
True; Easy
21. During later project stages, as pressures to meet project schedule goals increase, the
culture of the project is more conducive to making changes in work process.
False; Easy
, 22. Generally, the later in the project the change occurs, the smaller the increase to the
project costs.
False; Moderate
23. If the critical path is shorter than the project duration, the project has a negative total
float.
False; Easy
24. Rough order of magnitude (ROM) is established prior to developing a ballpark estimate.
False; Moderate
25. A project management team has two types of members, functional managers and
process managers. An engineering manager, in the case of a construction project, is an
example of a process manager.
False; Moderate
26. A telephone conference call is an example of asynchronous communication.
False; Easy
27. The likelihood that all the potential events identified in the risk analysis will occur is
very high.
False; Moderate
28. If all the parties to the communication are taking part in the exchange at the same time,
the communication is asynchronous.
False; Easy
29. Equipment especially designed and built for a research project is an example of a
commodity.
