EBTM 343 Midterm Exam Questions and
answers 2025
Project .- .ANS✓✓-
A .temporary .endeavor .undertaken .to .create .a .unique .product, .service, .or .result.
What .are .the .five .major .characteristics .of .a .project? .- .ANS✓✓-
1. .Has .an .established .objective.
2. .Has .a .defined .life .span .with .a .beginning .and .an .end .(finite). .
3. .Involves .several .departments .and .professionals. .
4. .Involves .doing .something .never .been .done .before.
5. .Has .specific .time, .cost, .and .performance .requirements.
Difference .between .project .and .regular .operations/business .as .usual. .- .ANS✓✓-
Project .is .finite .
(defined .start .and .defined .end), .does .not .go .on .forever, .typically .used .to .create
.unique .product .or .service, .there .is .a .deliverable.
Examples .of .routine, .repetitive .work. .- .ANS✓✓-
Taking .class .notes, .daily .entering .sales .receipts .into .the .accounting .ledger, .res
ponding .to .a .supply-chain .request, .maintenance .of .a .building.
Examples .of .projects. .- .ANS✓✓-
Writing .a .term .paper, .setting .up .a .sales .kiosk .for .a .professional .accounting .me
eting, .developing .a .supply-
chain .information .system, .construction .of .a .new .building .or .road, .renovation .of
.a .building, .advertisement, .film .making.
What .are .the .project .management .dimensions? .- .ANS✓✓-
Scope, .schedule, .cost.
Program .- .ANS✓✓-
A .group .of .related .projects .designed .to .accomplish .a .common .goal .over .an .ext
ended .period .of .time.
Program .Management .- .ANS✓✓-
A .process .of .managing .a .group .of .ongoing, .interdependent, .related .projects .in .
a .coordinated .way .to .achieve .strategic .objectives.
Example .of .a .project .vs .program. .- .ANS✓✓-
Project: .completion .of .a .required .course .in .project .management. .Program: .com
pletion .of .all .courses .required .for .a .business .major.
, Project .Life .Cycle .phases. .- .ANS✓✓-Defining, .planning, .executing, .closing .
(start .to .end).
Waterfall/Traditional .Project .Management: .Life .Cycles .- .ANS✓✓-
All .life .cycle .phases .get .done .one .by .one.
Agile .Project .Management: .Life .Cycles .- .ANS✓✓-
Doing .all .life .cycle .phases .basically .at .the .same .time .and .quickly.
Project .Life .Cycle: .Defining .- .ANS✓✓-1. .Goals
2. .Specifications
3. .Tasks
4. .Responsibilities
Project .Life .Cycle: .Planning .- .ANS✓✓-1. .Schedules
2. .Budgets
3. .Resources
4. .Risks
5. .Staffing
Project .Life .Cycle: .Executing .- .ANS✓✓-1. .Status .reports
2. .Changes
3. .Quality
4. .Forecasts
Project .Life .Cycle: .Closing .- .ANS✓✓-1. .Train .customer
2. .Transfer .documents
3. .Release .resources
4. .Evaluation
5. .Lessons .learned
Project .Manager .- .ANS✓✓-•Manages .temporary, .non-
repetitive .activities .and .frequently .acts .independently .of .the .formal .organization
.
•Marshals .resources .for .the .project.
•Is .the .direct .link .to .the .customer.
•Works .with .a .diverse .troupe .of .characters.
•Provides .direction, .coordination, .and .integration .to .the .project .team.
•Is .responsible .for .performance .and .success .of .the .project.
•Must .induce .the .right .people .at .the .right .time .to .address .the .right .issues .and .
make .the .right .decisions.
Factors .leading .to .the .increased .use .of .project .management. .- .ANS✓✓-
•Compression .of .the .product .life .cycle
•Triple .bottom .line .(planet, .people, .profit)
•Increased .customer .focus
•Small .projects .represent .big .problems
answers 2025
Project .- .ANS✓✓-
A .temporary .endeavor .undertaken .to .create .a .unique .product, .service, .or .result.
What .are .the .five .major .characteristics .of .a .project? .- .ANS✓✓-
1. .Has .an .established .objective.
2. .Has .a .defined .life .span .with .a .beginning .and .an .end .(finite). .
3. .Involves .several .departments .and .professionals. .
4. .Involves .doing .something .never .been .done .before.
5. .Has .specific .time, .cost, .and .performance .requirements.
Difference .between .project .and .regular .operations/business .as .usual. .- .ANS✓✓-
Project .is .finite .
(defined .start .and .defined .end), .does .not .go .on .forever, .typically .used .to .create
.unique .product .or .service, .there .is .a .deliverable.
Examples .of .routine, .repetitive .work. .- .ANS✓✓-
Taking .class .notes, .daily .entering .sales .receipts .into .the .accounting .ledger, .res
ponding .to .a .supply-chain .request, .maintenance .of .a .building.
Examples .of .projects. .- .ANS✓✓-
Writing .a .term .paper, .setting .up .a .sales .kiosk .for .a .professional .accounting .me
eting, .developing .a .supply-
chain .information .system, .construction .of .a .new .building .or .road, .renovation .of
.a .building, .advertisement, .film .making.
What .are .the .project .management .dimensions? .- .ANS✓✓-
Scope, .schedule, .cost.
Program .- .ANS✓✓-
A .group .of .related .projects .designed .to .accomplish .a .common .goal .over .an .ext
ended .period .of .time.
Program .Management .- .ANS✓✓-
A .process .of .managing .a .group .of .ongoing, .interdependent, .related .projects .in .
a .coordinated .way .to .achieve .strategic .objectives.
Example .of .a .project .vs .program. .- .ANS✓✓-
Project: .completion .of .a .required .course .in .project .management. .Program: .com
pletion .of .all .courses .required .for .a .business .major.
, Project .Life .Cycle .phases. .- .ANS✓✓-Defining, .planning, .executing, .closing .
(start .to .end).
Waterfall/Traditional .Project .Management: .Life .Cycles .- .ANS✓✓-
All .life .cycle .phases .get .done .one .by .one.
Agile .Project .Management: .Life .Cycles .- .ANS✓✓-
Doing .all .life .cycle .phases .basically .at .the .same .time .and .quickly.
Project .Life .Cycle: .Defining .- .ANS✓✓-1. .Goals
2. .Specifications
3. .Tasks
4. .Responsibilities
Project .Life .Cycle: .Planning .- .ANS✓✓-1. .Schedules
2. .Budgets
3. .Resources
4. .Risks
5. .Staffing
Project .Life .Cycle: .Executing .- .ANS✓✓-1. .Status .reports
2. .Changes
3. .Quality
4. .Forecasts
Project .Life .Cycle: .Closing .- .ANS✓✓-1. .Train .customer
2. .Transfer .documents
3. .Release .resources
4. .Evaluation
5. .Lessons .learned
Project .Manager .- .ANS✓✓-•Manages .temporary, .non-
repetitive .activities .and .frequently .acts .independently .of .the .formal .organization
.
•Marshals .resources .for .the .project.
•Is .the .direct .link .to .the .customer.
•Works .with .a .diverse .troupe .of .characters.
•Provides .direction, .coordination, .and .integration .to .the .project .team.
•Is .responsible .for .performance .and .success .of .the .project.
•Must .induce .the .right .people .at .the .right .time .to .address .the .right .issues .and .
make .the .right .decisions.
Factors .leading .to .the .increased .use .of .project .management. .- .ANS✓✓-
•Compression .of .the .product .life .cycle
•Triple .bottom .line .(planet, .people, .profit)
•Increased .customer .focus
•Small .projects .represent .big .problems
