Amity MBA Assignment Semester 4 Operation 2019 – University Solved Assignments / Synopsis / Projects.(AMITY/SMU/Jaipur National.)

Service Operations Management (OEDL 424)-Semester IV

November 23, 2021November 23, 2021 Kim Sharma Leave a comment

Service Operations Management (OEDL 424)-Semester IV

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1st Module assessment

Case Study

It is now obvious that most economies, the world over, are increasingly becoming service economies and, therefore, there is a need to manage services in the best possible way. Services are activities which are intangible in nature, therefore, standardization is one of the major issues in services. Also, services are typically delivered by employees of the service providers, therefore, there is also a need to manage the human resources. In addition, unlike in the manufacturing sector where production, distribution

and consumption are separate activities, in service sector these three are simultaneous processes. In fact services are so varied and diverse that one needs to classify them to identify selected areas which need to be managed strategically. Key Terms in service operations are :

1. Service: An activity or series of activities rather than things which has some element of intangibility associated with it, which involves some interaction between the customer and the service provider, and does not result in a transfer of ownership.

2. Intangibility: As services are performances or actions rather than objects, they cannot be seen, felt, tasted, or touched in the same manner that we can sense tangible goods.

3. Inseparability: A service cannot be separated from the person or firm providing it. 4. Heterogeneity: Since most of the services are being rendered by human beings, their performances cannot be mechanized and as a result no two performances of even a single service provider are identical.

5. Perishability: Services if not consumed simply perish away

Que 1: Most economies, the world over, are increasingly becoming ……………economies

Select one:

a. product

b. service

c. product or service

d. product and service

Clear my choice

Question 2. Services are activities which are………………. in nature

Select one:

a. tangible

b. intangible

c. sometimes tangible

d. sometimes intangible

Clear my choice

Question 3. standardization is one of the………issues in services

Select one:

a. Major

b. Minor

c. No

d. complex

Clear my choice

Question 4. services are typically delivered by ………… of the service providers,so there is also a need to manage the human resources

Select one:

a. consumers

b. Customers

c. Management

d. employees

Clear my choice

Question 5. In the manufacturing sector where production, distribution and consumption are separate activities, in service sector these three are ……………….. processes

Select one:

a. also separate

b. simultaneous

c. different

d. unlike

Clear my choice

Question 6. services are so varied and………… that one needs to classify them to identify selected areas which need to be managed strategically

Select one:

a. Uniform

b. Diverse

c. Similar

d. same

Clear my choice

Question 7. An activity or series of activities rather than things which has some element of intangibility associated with it, which involves some interaction between the customer and the service provider, and does not result in a transfer of ownership

Select one:

a. Intangibility

b. Inseparability

c. Service

d. Perishability

Clear my choice

Question 8. As services are performances or actions rather than objects, they cannot be seen, felt, tasted, or touched in the same manner that we can sense tangible goods

Select one:

a. Intangibility

b. Inseparability

c. Service

d. Perishability

Clear my choice

Question 9. A service cannot be separated from the person or firm providing it.

Select one:

a. Intangibility

b. Inseparability

c. Service

d. Perishability

Clear my choice

Question 10. Services if not consumed simply perish away

Select one:

a. Intangibility

b. Inseparability

c. Service

d. Perishability

2nd Module assessment

Case Study

Service Marketing Mix The service marketing mix is also known as an extended marketing mix and is an integral part of a service blueprint design. The service marketing mix consists of 7 P’s as compared to the 4 P’s of a product marketing mix. Simply said, the service marketing mix assumes the service as a product itself. However it adds 3 more P’s which are required for optimum service delivery.

The product marketing mix consists of the 4 P’s which are Product, Pricing, Promotions and Placement. These are discussed in my article on product marketing mix – the 4 P’s.

The extended service marketing mix places 3 further P’s which include People, Process and Physical evidence. All of these factors are necessary for optimum service delivery. Let us discuss the same in further detail. 1) Product

The product in service marketing mix is intangible in nature. Like physical products such as a soap or a detergent, service products cannot be measured. Tourism industry or the education industry can be an excellent example. At the same time service products are heterogenous, perishable and cannot be owned.

The service product thus has to be designed with care. Generally service blue printing is done to define the service product. For example – a restaurant blue print will be prepared before establishing a restaurant business. This service blue print defines exactly how the product (in this case the restaurant) is going to be.

2) Place

Place in case of services determine where is the service product going to be located. The best place to open up a petrol pump is on the highway or in the city. A place where there is minimum traffic is a wrong location to start a petrol pump. Similarly a software company will be better placed in a business hub with a lot of companies nearby rather than being placed in a town or rural area. Read more about the role of business locations or Place element.

3) Promotion

Promotions have become a critical factor in the service marketing mix. Services are easy to be duplicated and hence it is generally the brand which sets a service apart from its counterpart. You will find a lot of banks and telecom companies promoting themselves rigorously.

Why is that? It is because competition in this service sector is generally high and promotions is necessary to survive. Thus banks, IT companies, and dotcoms place themselves above the rest by advertising or promotions.

4) Pricing

Pricing in case of services is rather more difficult than in case of products. If you were a restaurant owner, you can price people only for the food you are serving. But then who will pay for the nice ambiance you have built up for your customers? Who will pay for the band you have for music?

Thus these elements have to be taken into consideration while costing. Generally service pricing involves taking into consideration labor, material cost and overhead costs. By adding a profit mark up you get your final service pricing. You can also read about pricing strategies.

Here on we start towards the extended service marketing mix.

5) People

People is one of the elements of service marketing mix. People define a service. If you have an IT company, your software engineers define you. If you have a restaurant, your chef and service staff defines you. If you are into banking, employees in your branch and their behavior towards customers defines you. In case of service marketing, people can make or break an organization. Thus many companies nowadays are involved into specially getting their staff trained in interpersonal skills and customer service with a focus towards customer satisfaction. In fact many companies have to undergo accreditation to show that their staff is better than the rest. Definitely a USP in case of services.

6) Process

Service process is the way in which a service is delivered to the end customer. Lets take the example of two very good companies – Mcdonalds and Fedex. Both the companies thrive on their quick service and the reason they can do that is their confidence on their processes.

On top of it, the demand of these services is such that they have to deliver optimally without a loss in quality. Thus the process of a service company in delivering its product is of utmost importance. It is also a critical component in the service blueprint, wherein before establishing the service, the company defines exactly what should be the process of the service product reaching the end customer.

7) Physical Evidence

The last element in the service marketing mix is a very important element. As said before, services are intangible in nature. However, to create a better customer experience tangible elements are also delivered with the service. Take an example of a restaurant which has only chairs and tables and good food, or a restaurant which has ambient lighting, nice music along with good seating arrangement and this also serves good food. Which one will you prefer? The one with the nice ambience. That’s physical evidence.

Several times, physical evidence is used as a differentiator in service marketing. Imagine a private hospital and a government hospital. A private hospital will have plush offices and well dressed staff. Same cannot be said for a government hospital. Thus physical evidence acts as a differentiator.

Question 1. service products are heterogenous, perishable and …………. be owned.

Select one:

a. cannot

b. can

c. always

d. sometime

Clear my choice

Question 2. The product in service marketing mix is ……………… in nature

Select one:

a. tangible

b. sometimes tangibile

c. intangible

d. occasionally tangible

Clear my choice

Question 3. a software company will be better placed in a business hub with a lot of companies ……………….. rather than being placed in a town or rural area

Select one:

a. at distinct place

b. in isolation

c. away

d. nearby

Clear my choice

Question 4. Services are …………..to be duplicated and hence it is generally the brand which sets a service apart from its counterpart

Select one:

a. difficult

b. tough

c. Easy

d. impossible

Clear my choice

Question 5

because competition in this service sector is generally high and promotions is ………………. to survive

Select one:

a. Unnecessary

b. necessary

c. not required

d. undesirable

Clear my choice

Question 6. a restaurant blue print will be prepared ………………. establishing a restaurant business

Select one:

a. after

b. simultaniously

c. before

d. at the same time

Clear my choice

Question 7. Pricing in case of services is rather ……….. difficult than in case of products

Select one:

a. least

b. No

c. less

d. More

Clear my choice

Question 8. People is ……………..the elements of service marketing mix

Select one:

a. not

b. only

c. Competitive response

d. One of

Clear my choice

Question 9. Many companies nowadays are involved into specially getting their staff trained in interpersonal skills and customer service with a focus towards customer ……………………

Select one:

a. dissatisfaction

b. satisfaction

c. frustration

d. Discontent

Clear my choice

Question 10. Many companies have to undergo accreditation to show that their staff is …………………. the rest. Definitely a USP in case of services.

Select one:

a. better than

b. same as

c. non competitive than

d. Similar to

3rd Module assessment

Case Study

Process Selection and Facility Layout

1. Process selection involves making choices concerning the way an organization will produce its products or provide services to its customers. It has major implications for capacity planning, layout and work methods.

2. Managers can select from five different types of processes: job shop, batch, repetitive, continuous and projects. Job shops are used to produce a low volume of each of a large variety of products or services. Equipment flexibility must be high to handle the high variety of jobs. Batch processing involves less variety, less need for equipment flexibility, and higher volumes of each type of product. Repetitive processing has even less variety, less need for equipment flexibility, and higher volume. Continuous processing has the lowest variety, the lowest need for equipment flexibility, and the highest volume.

Job shops and batch processing are classified as intermittent systems, meaning that output frequently switches from one product or service to another. Repetitive and continuous systems are classified as continuous processing because there is little or no switching from one product to another. Projects are used for non-routine work that is intended to meet a given set of objectives in a limited time frame. Job variety is high, volume is usually low, and equipment flexibility needs can range from low to high.

3. Process selection may lead to automation or computer-aided manufacturing. [You should find it helpful to list the different types of computer-aided manufacturing, along with a brief description and advantages and limitations of each type.]

4. A key issue in process selection is the management of technology. See the discussion under the Operations Strategy section. Another key issue in process selection is flexibility.

5. There are three fundamental types of plant layout, respectively corresponding to the three different types of production operations situations.

A product layout implies that a single product or else a single type of product, for example, automobiles, is manufactured on an assembly line, with the production tasks assigned to workstations along the line.

A process layout involves the movement of batches of goods between departments via forklift truck, moving belt, or some other type of conveyance.

A fixed-position layout is appropriate for a large end item such as a house or airplane, where all material is assembled to a major structure or product at a specified site.

6. A product layout such as that associated with automobile factories is a good idea when it is justified by the volume. The advantages of product layout are that it involves continuous flow of the work in process, minimum work-in-process inventory, maximum specialization, low material handling costs, efficient utilization of labor and equipment, and systematized routing, purchasing, accounting and inventory control. The disadvantages are dull repetitive jobs, inflexibility and susceptibility to frequent shutdowns.

7. A process layout allocates floor space to work centers so as to sustain a logical flow of semi-finished goods, and minimize transportation and inventory costs. It is more flexible than product layout in the sense that a variety of products can be made without incurring extensive changeover costs. It also makes better use of the specialized skills of employees, so that incentive pay systems can be effective in enhancing productivity. Process layout is appropriate when each type of product or semi-finished goods has low volume, but there are potentially high costs for unused equipment, excess inventory, slow or irregular movement, and a need for extensive production control paperwork.

8. A fixed-position layout is appropriate for large construction projects or for assembly of very large products such as airplanes, which are difficult to move. An example of a fixed position service system is a subway, which is an economical way to move large masses of people.

9. An assembly line is balanced to smooth the flow of semi-finished goods, and to achieve the best possible utilization of both the labor force and the plant. The work is subdivided into groups of tasks, and each group is performed at some specific location along the line called a workstation. A workstation might be a single employee, or possibly a small cluster of employees, if the services of more than one person are required for the tasks.

10. The cycle time is the span of time a unit of product is at a workstation. In balancing the line, we determine both the cycle time and the number of workstations, based on the number of units of product to be produced in a working day, the total of the times of the tasks needed to make one unit of the product, and the amount of effective clock time available in a day, after allowing for rest periods, breaks and planned shutdowns of the line.

11. There are several different meanings of the term “cycle.” The minimum cycle time is the time required for the longest task. The maximum cycle time is the sum of the task times for a single unit of product. The actual cycle time is somewhere between these two extremes; it is the amount of time at the workstation with the largest sum of task times.

12. The minimum number of workstations in the product layout is the quotient of the sum of the task times for a single unit of product divided by the cycle time, rounded to the next highest integer. Assigning tasks to workstations is done with heuristics (rules of thumb):

Consider precedence; make sure that all jobs are done in a logical sequence.

Try to keep all stations busy all of the time by filling up the cycle time with tasks. Do not assign a station more tasks than it has time to perform.

The greatest positional weight rule, one of several heuristics for assigning tasks to stations assigns tasks according to the greatest sum of remaining task times to a free station. Other heuristics are: most following tasks, most preceding tasks, and greatest sum of task times for tasks that precede.

13. Measures of effectiveness guide decision makers to satisfactory, but not necessarily optimum decisions on process layouts. The simplest approach involves ranking of departments or work centers according to workflow (Distance x Number of loads carried), and assigning work center locations so as to minimize the total intraplant transportation costs.

Question 1. A product layout:

Select one:

a. Is appropriate for low-volume operations.

b. Groups transforming resources into dedicated cells.

c. Involves locating the transforming resources entirely for the convenience of the transformed resources.

d. Allows a wide variety of products to be manufactured on the same equipment.

Clear my choice

Question 2. A self-service cafeteria is usually positioned as:

Select one:

a. Cell layout

b. Process layout

c. Fixed-position layout

d. Product layout

Clear my choice

Question 3. Cell layouts typically:

Select one:

a. Involve all the operations on a product being located adjacent to each other.

b. Are dominated by the transforming resources.

c. Cost more to run than other types of process layout.

d. Are the most efficient form of process layout.

Clear my choice

Question 4. From high variety to low variety, which is the correct order of layout types?

Select one:

a. Process, cell, product

b. Fixed-position, cell, process

c. Product, cell, process

d. Product, fixed-position, process

Clear my choice

Question 5. The degree and direction of flow are usually shown on a:

Select one:

a. Decision tree

b. Flow diagram

c. Flow record chart

d. QFD matrix

Clear my choice

Question 6. The layout of an operation is concerned with deciding where to put:

Select one:

a. Staff, machines, facilities and equipment

b. Equipment, staff, and machines

c. Staff and facilities

d. Facilities and machines

Clear my choice

Question 7. The layout where the equipment, machinery, plant and people move as necessary is known as:

Select one:

a. Fixed-position layout

b. Product layout

c. Cell layout

d. Process layout

Clear my choice

Question 8. Which of the following is a potential disadvantage of process layout?

Select one:

a. Easily disrupted

b. Complex flow can be difficult to control

c. Low product flexibility

d. Hard to supervise

Clear my choice

Question 9.Which of the following is a potential disadvantage of product layout?

Select one:

a. Not very robust if there is a disruption

b. Inconvenient movement of materials

c. High unit costs

d. Limited opportunities for specialisation of equipment

Clear my choice

Question 10.Which of the following is not usually considered a characteristic of a fixed-position layout?

Select one:

a. Transforming resources are grouped in cells.

b. The recipient of the process or the work being undertaken remain in the same place.

c. Fixed-position layouts are able to offer high flexibility.

d. Transforming resources often move to the work.

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4th Module assessment

Case Study

Quality Control

1. There are two principal types of ways of measuring quality: attributes (counting the number of occurrences in one or two categories) and variables (measuring a characteristic or the deviation from a standard).

2. There are two principal types of Quality Assurance: sampling inspection of incoming outgoing materials (acceptance sampling) and control charts for ongoing processes (process control).

3. Control charts differentiate between the process being in control (within an accept range of random variation) and out of control (outside the acceptable range). Process control involves making frequent small sample inspections to detect whether the process in control or out of control. Out of control means either above the upper control limit below the lower control limit. The limits for control charts are established first by obtaining 20 to 25 small samples of same size at different times from the process. This forms the basis for judging future samples.

4. The four types of control charts are: x-bar chart for means, R charts for ranges, p-charts for fractions of defective items, and c charts for the number of defects.

5. Key managerial decisions about the uses of control charts are where in the process to use them, what size sample to take, and what type (variables or attributes) to use.

6. Run tests such as the number of runs with respect to the median, and the number of runs up and down, can be useful in checking for nonrandomness. Run tests should be used in conjunction with control charts. Both approaches test for randomness. A process that is in control will exhibit randomness in a sequence of observations; the appearance of nonrandomness suggests that the process is not random (i.e., not in control).

7. A process capability ratio provides an indication of the ability of the process to meet specifications. It is computed as the ratio of a specified dimension to the process width on that dimension. A value of 1.00 means the two are equal; the greater the value of the ratio, the more likely it is that the process output will fall within the allowable variation (specification).

Question 1. counting the number of occurrences in one or two categories is known as

Select one:

a. variables

b. variations

c. variability

d. attributes

Clear my choice

Question 2. measuring a characteristic or the deviation from a standard is known as

Select one:

a. Variable

b. Variation

c. Veriability

d. Attribute

Clear my choice

Question 3. sampling inspection of incoming outgoing materials is known as

Select one:

a. acceptance sampling

b. rejection sampling

c. product control

d. process control

Clear my choice

Question 4. control charts for ongoing processes

Select one:

a. acceptance sampling

b. rejection sampling

c. product control

d. process control

Clear my choice

Question 5. the process being in control in “control chart” is when

Select one:

a. value is outside an accept range of random variation

b. value is within an rejection range of random variation

c. value is never an accept range of random variation

d. value is within an accept range of random variation

Clear my choice

Question 6. the process being out of control in “control chart” is when

Select one:

a. value is within an accept range of random variation

b. value is always in accept range of random variation

c. value is sometimes in an accept range of random variation

d. value is outside the acceptable range

Clear my choice

Question 7. which is not types of control charts

Select one:

a. d-chart

b. x-bar chart

c. R charts

d. p-charts

Clear my choice

Question 8. A process capability ratio provides an indication of the …………of the process to meet specifications

Select one:

a. inability

b. nonconfirmance

c. Ability

d. Capicity

Clear my choice

Question 9. The ratio of a specified dimension to the process width on that dimension, a value of 1.00 means the two are ………………

Select one:

a. Unequal

b. Unbalance

c. Equal

d. One of them

Clear my choice

Question 10. A process that is in control will exhibit randomness in a ……………….. of observations

Select one:

a. sequence

b. random

c. Complex

d. Irregular

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5th Module assessment

Case Study

Forecasting

1. Successful operations planning requires good forecasts.

2. Forecasting is imprecise, but the errors in prior forecasts are measurable.

3. There are qualitative and quantitative forecast systems.

The qualitative systems include expert or executive opinions, sales force composites, opinion surveys and the Delphi technique. The Delphi method includes a sequence of questionnaires administered to a select group of qualified experts; the design of each questionnaire is based upon the results of the previous questionnaire.

Quantitative forecasting methods include naïve forecasts, exponential smoothing, moving averages, and associative (regression-based) systems. A forecast system may be a combination of several of these.

The “naive” model is a simple special case: the value for the next period is predicted to be the same as it was in the previous period. For data that has cyclical or seasonal variations, the “last period” would be the previous corresponding period, such as “the forecast for this Friday is actual demand for last Friday.” A trend version of a naive model is that the difference between the value for this period and the value for the next period will be the same as the difference between the last period and this one.

4. The accuracy of a forecast system depends upon:

accuracy of the historical time series data

similarity of patterns between the past and the future

grouping or aggregation of the data series

time lapse between the historical periods and the period for which the prediction is being made choice of a model.

5. Exponential smoothing is an adaptive forecasting technique with some advantages over other types of moving averages and other statistically based measures. These advantages include:

the calculations are simple.

the weighting pattern can be changed simply by changing the smoothing constant.

Both exponential smoothing and simple moving averages smooth the data and lag changes in a time series.

6. If there is trend in the historical data, single exponentially smoothed forecasts tend to lag behind the actual values. Therefore, it is necessary to incorporate trend adjustments, with double smoothing.

7. Associative techniques involve the use of predictor (independent) variables in equation form to estimate values of the variable of interest (dependent variable). Least squares analysis is used to obtain the coefficients of the regression equation.

8. Moving averages and trend lines can be used to compute monthly, weekly or daily indexes that show how one part of a “season” compares to the average value of a time series. These seasonal indexes are used in conjunction with trend calculations to generate predictions that take account of fluctuations in demand or economic activity within a period of a year.

9. This shows how to monitor and control the accuracy of forecasts. The mean absolute deviation (MAD) is a measure of how far the actual values were from the predictions for previous periods, on the average. The tracking signal (TS) is a measure of the bias of the differences between the actual values and the predictions.

10. A forecast is deemed to be in control when forecast errors are judged to be random.

question 1. Successful operations planning requires?

Select one:

a. poor forecasts

b. NO forecasts

c. Random forecasts

d. Good forecast

Clear my choice

Question 2. Forecasting is imprecise, but the errors in prior forecasts are……………

Select one:

a. not measurable

b. difficult to calculate

c. unmeasurable

d. measurable

Clear my choice

Question 3. Which one of these is not an element of a good forecast?

Select one:

a. low cost

b. In writing

c. Meaningful unit

d. Timely

Clear my choice

Question 4. Select the statement about moving averages and exponential smoothing that is not true.

Select one:

a. Both tend to lag changes in a time series.

Both tend to lag changes in a time series.

b. Both smooth data.

c. Both involve fairly simple calculations.

d. Both can be used obtain seasonal index numbers.

Clear my choice

Question 5. Data that have large variation will result in:

Select one:

a. a low MAD but a high MSE.

b. a high MAD but a low MSE.

c. Both involve fairly simple calculations.

d. Both can be used obtain seasonal index numbers.

Clear my choice

Question 6. Quantitative forecasting methods does not include

Select one:

a. naïve forecasts

b. exponential smoothing,

c. sales force composites

d. moving averages,

Clear my choice

Question 7. The accuracy of a forecast system depends upon

Select one:

a. accuracy of the historical time series data

b. similarity of patterns between the past and the future

c. grouping or aggregation of the data series

d. all of them

Clear my choice

Question 8. quantitative systems does include

Select one:

a. expert or executive opinions

b. Moving average

c. sales force composites

d. opinion surveys

Clear my choice

Question 9. Associative techniques involve the use of……………variables in equation form to estimate values of the variable of interest

Select one:

a. none

b. random

c. dependent

d. independent

Clear my choice

Question 10. qualitative systems does not include

Select one:

a. expert or executive opinions

b. Moving average

c. sales force composites

d. opinion surveys

Assignment 2

Case Study

Capacity Planning

1. Strategically, capacity and financial decisions are made first, followed by decisions on location of the facility, design of the product, layout and work systems.

2. Capacity is the upper limit or ceiling on the load that an operating system can handle. Essentially, it is the upper limit on output.

3. If products are similar enough, capacity is measured in common units or rates of output; when products are dissimilar, capacity is in units of resources used: machine time, labor hours, etc. Capacity is not measured in dollar units, because there can be substantial changes in prices over the life cycle of the product.

4. The capacity decision involves the type of equipment or facilities to be employed in producing the product or service, how much capacity or equipment is needed, and when it is needed. These decisions are often costly and difficult to modify.

5. Effective capacity is less than the design capacity, because the system may have alternative product-mix strategies, because of changes in design of the product and quality specifications, job requirements or work rules. Actual output would usually be less than effective capacity, because of shortages, delays, bottlenecks or changes in demand.

Efficiency is the ratio of actual output to effective capacity.

Utilization is the ratio of actual output to design capacity.

6. Planning considerations involve long-run trends, seasonal shifts in demand, and joint and competing products and services.

7. Cost-volume (breakeven analysis, supplemented by marginal analysis on the optimum size of a plant, helps in determining the optimum design capacity, for a variety of output rates.

8. The linear breakeven model assumes that there is only one product, all production is sold, variable cost per unit of output is constant, and that there is no change in fixed costs or in per unit revenues, regardless of volume. If there are major deviations from these assumptions, a nonlinear model should be used instead of a linear one.

Question 1. Efficiency, in capacity terms, is the ratio of.

Select one:

a. actual output to effective capacity.

b. actual output to design capacity.

c. effective capacity to actual output.

d. design capacity to effective capacity.

Clear my choice

Question 2. If a customer refuses to join a queue and wait for a service, this is called:

Select one:

a. Reneging

b. Baulking

c. Queue discipline

d. Rejecting

Clear my choice

Question 3. The assumptions of cost-volume analysis include: I. The variable cost per unit is the same regardless of volume. II. Fixed costs do not change when the volume of production changes. III. Revenue per unit is the same regardless of volume.

Select one:

a. I only.

b. I and II only.

c. II only.

d. I, II and III.

Clear my choice

Question 4. What is the breakeven quantity of weekly production for this particular situation: fixed cost: $1,500 per week; variable cost: $3 per unit; revenue: $6 per unit

Select one:

a. 200

b. 500

c. 100

d. 600

Clear my choice

Question 5. What is the breakeven quantity of weekly production for this particular situation: fixed cost: $1,500 per week; variable cost: $3 per unit; revenue: $6 per unit

Select one:

a. Effective capacity is larger than design capacity.

b. Actual output is larger than effective capacity.

c. Design capacity is larger than effective capacity.

d. Actual output is larger than design capacity.

Clear my choice

Question 6. When a customer has queued for a certain period of time and becomes so fed up they leave the queue, this is called:

Select one:

a. Rejecting

b. Queue discipline

c. Reneging

d. Baulking

Clear my choice

Question 7. When all three ‘pure’ capacity plans are used in combination, this called a:

Select one:

a. Composite plan

b. Mixed plan

c. Aggregate strategy

d. Composite strategy

Clear my choice

Question 8. When capacity is relatively fixed, services are sold in advance, and the marginal cost of making a sale is relatively low, which of the following capacity plans may be most appropriate?

Select one:

a. Level capacity plan

b. Mixed plans

c. Chase demand plan

d. Yield management

Clear my choice

Question 9. Which of the following is the most difficult aspect of demand for capacity planners to deal with?

Select one:

a. Trend; that is, the long term tendency of demand for the product to increase or decrease.

b. Seasonal fluctuations in demand.

c. Cyclical fluctuations in demand.

d. Irregular variations in demand.

Clear my choice

Question 10. Which one of these does not involve developing capacity alternatives?

Select one:

a. Designing flexibility into the system.

b. Taking a “big picture” approach.

c. Smoothing capacity requirements.

d. Focusing on quantitative factors.

Process Analysis and Theory of Constraints (OEDL 425)-Semester IV

November 18, 2021November 18, 2021 Kim Sharma Leave a comment

Process Analysis and Theory of Constraints (OEDL 425)-Semester IV
Project Management (OEDL 423)-Semester IV
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1st Module assessment_N
Case Study
The product–process matrix is a model that is used to demonstrate the combination of a product’s (or product group’s) volume and variety characteristics, and the nature of the processes that make it. It was originally devised by Hayes and Wheelwright (1979) , who saw it as “one way in which the interaction of the product life cycle and process life cycle can be represented.” In its original form the two dimensions of the matrix were seen in life‐cycle terms, one of the authors’ intentions being to show that processes progress through a predictable life cycle that corresponds to the better‐known concept of the product life cycle. Since then the model has been used primarily to show the different operations needs of products (or product groups) that have different competitive characteristics and to indicate the consequences of failing to match product and process characteristics. The product–process matrix is an array whose horizontal dimension represents points on the volume–variety continuum from low‐volume one‐off products through to high‐volume, high‐standardization products. Its vertical dimension represents manufacturing processes, from jobbing through batch and mass .The product-process matrix can facilitate the understanding of the strategic options available to a company, particularly with regard to its manufacturing function. A firm may be characterized as occupying a particular region in the matrix, determined by the stages of the product life cycle and its choice of production process(es) for each individual product. By incorporating this dimension into its strategic planning process, the firm encourages more creative thinking about organizational competence and competitive advantage. Also, use of the matrix provides a natural way to involve manufacturing managers in the planning process so they can relate their opportunities and decisions more effectively with those of marketing and of the corporation itself, all the while leading to more informed predictions about changes in industry and the firm’s appropriate strategic responses.

Question 1. The………… matrix is a model that is used to demonstrate the combination of a product’s (or product group’s) volume and variety characteristics, and the nature of the processes that make it.
Select one:
a. product–process
b. product
c. price
d. none
Clear my choice
Question 2. In its original form the two dimensions of the matrix were seen in …………. terms, one of the authors’ intentions being to show that processes progress through a predictable life cycle that corresponds to the better?known concept of the product life cycle
Select one:
a. product
b. price
c. life?cycle
d. all
Clear my choice
Question 3. Since then the model has been used primarily to show the different operations needs of …………….. (or product groups) that have different competitive characteristics and to indicate the consequences of failing to match product and process characteristics.
Select one:
a. products
b. product
c. price
d. cost
Clear my choice
Question 4. The product–process matrix is an array whose horizontal dimension represents points on the …………. continuum from low?volume one?off products through to high?volume, high?standardization products.
Select one:
a. volume–variety
b. product
c. price
d. cost
Clear my choice
Question 5. The product-process matrix can facilitate the understanding of the ……….options available to a company, particularly with regard to its manufacturing function.
Select one:
a. strategic
b. product
c. price
d. cost
Clear my choice
Question 6. A firm may be characterized as occupying a particular region in the matrix, determined by the stages of the……….. and its choice of production process(es) for each individual product.
Select one:
a. cost
b. price
c. product life cycle
d. all
Clear my choice
Question 7. Its vertical dimension represents manufacturing processes, from …….. through batch and mass
Select one:
a. product–process matrix
b. cost
c. price
d. jobbing
Clear my choice
Question 8. By incorporating this dimension into its …………process, the firm encourages more creative thinking about organizational competence and competitive advantage.
Select one:
a. strategic planning
b. product
c. price
d. none
Clear my choice
Question 9. use of the matrix provides a natural way to involve manufacturing managers in the …………..process so they can relate their opportunities and decisions more effectively with those of marketing and of the corporation itself, all the while leading to more informed predictions about changes in industry and the firm’s appropriate strategic responses
Select one:
a. planning
b. cost
c. price
d. all
Clear my choice
Question 10. It was originally devised by Hayes and Wheelwright (1979) , who saw it as “one way in which the interaction of the product life cycle and………… cycle can be represented.
Select one:
a. product–process matrix
b. product
c. price
d. process life
Project Management (OEDL 423)-Semester IV
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Module 2
Case Study
Benchmarking is comparing ones business processes and performance metrics to industry bests and best practices from other companies. In project management benchmarking can also support the selection, planning and delivery of projects. Dimensions typically measured are quality, time and cost. In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied (the “targets”) to one’s own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful. According to National Council on Measurement in Education, benchmark assessments are short assessments used by teachers at various times throughout the school year to monitor student progress in some area of the school curriculum. These also are known as interim assessments.

Benchmarking is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others.

Also referred to as “best practice benchmarking” or “process benchmarking”, this process is used in management which particularly shows VEMR strategic management, in which organizations evaluate various aspects of their processes in relation to best practice companies’ processes, usually within a peer group defined for the purposes of comparison. This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices. The term benchmark, originates from the history of guns and ammunition, and with the same aim as for the business term; comparison and improved performance.
……….is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others
Select one:
a. cost
b. price
c. Benchmarking
d. all

Question 2

Also referred to as “best practice benchmarking” or “…………….”, this process is used in management which particularly shows VEMR strategic management, in which organizations evaluate various aspects of their processes
Select one:
A. Process Benchmarking
B. Cost
C. Price
D. All

Question 3

Benchmarking may be a one-off event, but is often treated as a …………… process in which organizations continually seek to improve their practices.
Select one:
A. Continuous
B. Cost
C. Price
D. All

Question 4

Dimensions typically measured are quality, time and cost…………..
Select one:
A. Quality
B. Time
C. Cost
D. All

Question 5

In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar ……….. exist, and compares the results and processes of those studied (the “targets”) to one’s own results and processes.
Select one:
A. Processes
B. Product
C. Price
D. Cost

Question 6
In this way, they learn how well the targets perform and, more importantly, the ………..that explain why these firms are successful.
Select one:
A. Business Processes
B. Product
C. Price
D. Cost

Question 7

In ……….. Management Benchmarking Can Also Support the Selection, Planning And Delivery Of Projects.
Select One:
A. Product
B. Price
C. Project
D. All

Question 8

The term …………., originates from the history of guns and ammunition, and with the same aim as for the business term; comparison and improved performance.
Select one:
A. Technical
B. Managerial
C. Financial
D. Benchmark

Question 9

This then allows organizations to develop ……….. on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance.
Select one:
a. plans
b. product
c. price
d. none

Question 10

…………. is comparing ones business processes and performance metrics to industry bests and best practices from other companies.
Select one:
a. Benchmarking
b. product
c. price
d. none
10/10
Project Management (OEDL 423)-Semester IV
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Module 3:-
Case Study
One of the thinking processes in the theory of constraints, a current reality tree (CRT) is a way of analyzing many systems or organizational problems at once. By identifying root causes common to most or all of the problems, a CRT can greatly aid focused improvement of the system. A current reality tree is a directed graph. A CRT is a focusing procedure formulated by the late Eliyahu Goldratt, inventor of the theory of constraints. This process is intended to help leaders gain understanding of cause and effect in a situation they want to improve. It treats multiple problems in a system as symptoms arising from one or a few ultimate root causes or systemic core problems. It describes, in a visual (cause-and-effect network) diagram, the main perceived symptoms (along with secondary or hidden ones that lead up to the perceived symptoms) of a problem scenario and ultimately the apparent root causes or core conflict. The benefit of building a CRT is that it identifies the connections or dependencies between perceived symptoms (effects) and root causes (core problems or conflicts) explicitly. If core problems are identified, prioritized, and tackled well, multiple undesirable effects in the system will disappear. Leaders may then focus on solving the few core problems which would cause the biggest positive systemic changes.A CRT is a statement of an underlying core problem and the symptoms that arise from it. It maps out a sequence of cause and effect from the core problem to the symptoms. Most of the symptoms will arise from the one core problem or a core conflict. Removing the core problem may well lead to removing each of the symptoms as well. Operationally working backwards from the apparent undesirable effects or symptoms to uncover or discover the underlying core cause.
a …………… is a way of analyzing many systems or organizational problems at once.
Select one:
a. CRT
b. product
c. price
d. none
Clear my choice
Question 2. By identifying root causes common to most or all of the problems, a CRT can greatly aid focused improvement of the ……………
Select one:
a. product
b. price
c. system
d. all
Clear my choice
Question 3. A CRT is a focusing procedure formulated by the late Eliyahu Goldratt, inventor of the ………………
Select one:
a. theory of constraints.
b. product
c. loss
d. cost
Clear my choice
Question 4. The benefit of building a CRT is that it identifies the connections or dependencies between perceived symptoms (effects) and …………. causes (core problems or conflicts) explicitly.
Select one:
a. root
b. product
c. price
d. cost
Clear my choice
Question 5. It describes, in a visual (cause-and-effect network) diagram, the main ………… symptoms (along with secondary or hidden ones that lead up to the perceived symptoms) of a problem scenario and ultimately the apparent root causes or core conflict.
Select one:
a. perceived
b. product
c. price
d. cost
Clear my choice
Question 6. A current reality tree is a ………… graph.
Select one:
a. cost
b. price
c. directed
d. all
Clear my choice
Question 7. …………… may then focus on solving the few core problems which would cause the biggest positive systemic changes.
Select one:
a. Leaders
b. cost
c. price
d. all
Clear my choice
Question 8. Operationally working backwards from the apparent undesirable …………….. or symptoms to uncover or discover the underlying core cause.
Select one:
a. effects
b. product
c. price
d. none
Clear my choice
Question 9. Most of the symptoms will arise from the one ……….. problem or a core conflict.
Select one:
a. core
b. cost
c. price
d. all
Clear my choice
Question 10. A CRT is a statement of an underlying ………. problem and the symptoms that arise from it.
Select one:
a. Technical
b. environmental
c. Financial
d. core
Clear my choice
Project Management (OEDL 423)-Semester IV
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Module 4:-
Case Study
A very important tool under the quality planning process is design of experiments (DOE). DOE is an extremely powerful tool which, unfortunately, is often overlooked or not utilized by project managers. A DOE allows for the simultaneous testing of multiple factors or variables to determine which test factors improve results. DOE is often associated with the manufacturing environment. It is, however, a robust tool which can be utilized to improve results on just about any process in any industry including service, healthcare, finance, retail, and communications. To be sure, an experimental design does require a certain amount of expertise and know-how to run effectively. However, any project manager should be on the lookout to when, not if, but when they can utilize this tool to verify, with data, what works and what does not work before final project recommendations and implementation. As stated in Improving Performance through Statistical Thinking (ASQ, 2000), it is often tempting to declare success after implementing a proposed solution prior to obtaining evidence that the problem has actually been solved. Doing this can strain people’s credibility (p. 102). A designed experiment allows for statistical verification and validity in determining what changes truly do make a difference in the key metric of interest. The message is clear: before making changes to a process, take the time to verify, through piloting and solid statistical analysis, if improvement ideas do indeed work. DOE is one of the best tools for that very purpose. As Exhibit 3 demonstrates, the main idea behind a DOE is to list test ideas, describe each factor in terms of “levels” (generally the low level is the current procedure and the high level is the new idea), and then select a test design to fit the number of test ideas. Project managers, who also have expertise in Six Sigma, perhaps as a Green Belt, have an advantage in terms of familiarity and comfort level with the DOE tool.

Question 1. A designed experiment allows for ……….. and validity in determining what changes truly do make a difference in the key metric of interest.
Select one:
A. Statistical Verification
B. Cost
C. Price
D. All

Question 2
A DOE allows for the ……….. testing of multiple factors or variables to determine which test factors improve results.
Select one:
A. Simultaneous
B. Product
C. Loss
D. Cost

Question 3
A very important tool under the ………. planning process is design of experiments
Select one:
A. Quality
B. Product
C. Price
D. None

Question 4
An experimental design does require a certain amount of ……….. and know-how to run effectively.
Select one:
A. Expertise
B. Product
C. Price
D. Cost
Question 5
Any ………… manager should be on the lookout to when, not if, but when they can utilize this tool to verify, with data, what works and what does not work before final project recommendations and implementation.
Select one:
A. Cost
B. Price
C. Project
D. All

Question 6
DOE is an extremely powerful tool which, unfortunately, is often overlooked or not utilized by ………. managers.
Select one:
A. Product
B. Price
C. Project
D. All

Question 7
DOE is often associated with the ……….. environment.
Select one:
A. Manufacturing
B. Product
C. Price
D. Cost

Question 8
Generally the ………….. level is the current procedure and the high level is the new idea
Select one:
A. Technical
B. Environmental
C. Financial
D. Low
Question 9
Project managers, who also have expertise in ……… perhaps as a Green Belt, have an advantage in terms of familiarity and comfort level with the DOE tool.
Select one:
A. Six Sigma
B. Cost
C. Price
D. All

Question 10
The main idea behind a ………. is to list test ideas, describe each factor in terms of “levels”
Select one:
A. Doe
B. Product
C. Price
D. None
10/10
Project Management (OEDL 423)-Semester IV
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Module 5:-
Case Study
Project termination (or close-out) is the last stage of managing the project, and occurs after the implementation phase has ended. Acceptance testing has been carried out, and the project deliverables have been handed over to the client. The project team has been disbanded and unused resources have been disposed of as appropriate. All outstanding bills have been passed for payment, and the final invoices for work carried out have been issued. The main purpose of the close-out stage is to evaluate how well you performed, and to learn lessons for the future. A final project status report is prepared that should contain a summary of changes to the project scope (if any), and show how actual completion dates for project milestones and costs accrued compare with the final version of the project schedule and budget. All significant variances from the project baseline should be explained here. A review is then undertaken with the client and other project stakeholders, during which the project outcomes are evaluated against the project’s stated aims and objectives. The results of the review are recorded in a close-out report. Projects fail for many reasons, some of which are outside the control of the project manager. External factors that can affect the outcome include a changing commercial environment, lack of support from senior management (including the provision of adequate resources), or lack of co-operation from the project client. Internal factors include inadequate expertise within the project team, a lack of planning and management, poorly defined project objectives, and a failure to communicate effectively. However, despite the fact that a project may not have fulfilled the expectations of its stakeholders, future projects can benefit from the lessons learned from a post-project appraisal process. It is important to learn lessons from successful aspects of the project as well as from mistakes. In that way, not only can the same mistakes be avoided in future, but good practice can be implemented in future projects.
The close-out report will be the final report for the project. It will include an executive summary, the final status report, and an analysis of lessons learned that includes recommendations for improvements to be implemented in the handling of future projects. The close-out report will be made available to future project managers so that the lessons learned and the recommendations that are derived from them can be u
utilised. The project documentation itself will also be archived for future reference, and if it contains accurate information that has been kept up to date throughout the project it will provide a valuable source of historical data. When evaluating problems that have occurred, it is important to identify the root cause of the problem and come up with strategies for ensuring that it does not occur in future. The avoidance of certain types of problem cannot always be guaranteed (changes in scope will often occur, for example, but they can rarely be predicted). Even so, it may be possible to identify a means of detecting problems earlier in the project management process so that the negative consequences can be minimised.

Question 1. A final ……….. is prepared that should contain a summary of changes to the project scope (if any), and show how actual completion dates for project milestones and costs accrued compare with the final version of the project schedule and budget.
Select one:
a. project status report
b. product
c. price
d. cost
Question 2
A review is then undertaken with the client and other project stakeholders, during which the project ………… are evaluated against the project’s stated aims and objectives.
Select one:
a. cost
b. price
c. outcomes
d. all
Question 3
It is important to learn lessons from ……….. aspects of the project as well as from mistakes.
Select one:
a. successful
b. product
c. price
d. none
Question 4
It will include an executive summary, the final status report, and an analysis of lessons learned that includes recommendations for improvements to be implemented in the handling of future projects.
Select one:
a. close out report
b. cost
c. price
d. all
Question 5
Project ………… (or close-out) is the last stage of managing the project, and occurs after the implementation phase has ended.
Select one:
a. termination
b. product
c. price
d. none
Question 6
The main purpose of the close-out stage is to ….. how well you performed, and to learn lessons for the future.
Select one:
a. evaluate
b. product
c. price
d. cost
Question 7
The project ……….. itself will also be archived for future reference, and if it contains accurate information that has been kept up to date
Through out the project it will provide a valuable source of historical data.
Select one:
a. Technical
b. environmental
c. Financial
d. documentation
Question 8
The ………team has been disbanded and unused resources have been disposed of as appropriate.
Select one:
a. project
b. product
c. loss
d. cost
Question 9
…… testing has been carried out, and the project deliverables have been handed over to the client.
Select one:
a. product
b. price
c. Acceptance
d. all
Question 10
…………fail for many reasons, some of which are outside the control of the project manager.
Select one:
a. Projects
b. cost
c. price
d. all
10/10
Project Management (OEDL 423)-Semester IV
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Assignment
Case Study
PERT stands for Program Evaluation Review Technique. PERT charts are tools used to plan tasks within a project – making it easier to schedule and coordinate team members accomplishing the work.

PERT charts were created in the 1950s to help manage the creation of weapons and defense projects for the US Navy. While PERT was being introduced in the Navy, the private sector simultaneously gave rise to a similar method called Critical Path.

PERT is similar to critical path in that they are both used to visualize the timeline and the work that must be done for a project. However with PERT, you create three different time estimates for the project: you estimate the shortest possible amount time each task will take, the most probable amount of time, and the longest amount of time tasks might take if things don’t go as planned.

PERT is calculated backward from a fixed end date since contractor deadlines typically cannot be moved.The chief feature of PERT analysis is a network diagram that provides a visual depiction of the major project activities and the sequence in which they must be completed. Activities are defined as distinct steps toward completion of the project that consume either time or resources. The network diagram consists of arrows and nodes and can be organized using one of two different conventions. The arrows represent activities in the activity-on-arrow convention, while the nodes represent activities in the activity-on-node convention. For each activity, managers provide an estimate of the time required to complete it.

The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram is called a path. The amount of time required to complete the work involved in any path can be figured by adding up the estimated times of all activities along that path. The path with the longest total time is then called the “critical path,” hence the term CPM. The critical path is the most important part of the diagram for managers: it determines the completion date of the project. Delays in completing activities along the critical path necessitate an extension of the final deadline for the project. If a manager hopes to shorten the time required to complete the project, he or she must focus on finding ways to reduce the time involved in activities along the critical path.

Question 1. PERT charts were created in the 1950s to help manage the creation of weapons and defense projects for the ……….
Select one:
a. product
b. price
c. US Navy.
d. all
Question 2
PERT is calculated ………..from a fixed end date since contractor deadlines typically cannot be moved.
Select one:
a. backward
b. product
c. price
d. cost
Question 3
PERT is similar to critical path in that they are both used to visualize the timeline and the work that must be done for a ………..
Select one:
a. project
b. product
c. price
d. cost
Question 4
The amount of time required to complete the work involved in any ……..can be figured by adding up the estimated times of all activities along that path.
Select one:
a. path
b. cost
c. price
d. all
Question 5
The chief feature of PERT analysis is a …….. that provides a visual depiction of the major project activities and the sequence in which they must be completed.
Select one:
a. cost
b. price
c. network diagram
d. all
Question 6
The network diagram consists of arrows and …….and can be organized using one of two different conventions.
Select one:
a. nodes
b. cost
c. price
d. all
Question 7
The path with the longest total time is then called the “………….. path,” hence the term CPM.
Select one:
a. Technical
b. environmental
c. Financial
d. critical
Question 8
The sequence of activities leading from the starting point of the diagram to the finishing point of the diagram is called a ………..
Select one:
a. path
b. product
c. price
d. none
Question 9
While PERT was being introduced in the Navy, the private sector simultaneously gave rise to a similar method called ………..
Select one:
a. Critical Path
b. product
c. loss
d. cost
Question 10
…….. charts are tools used to plan tasks within a project – making it easier to schedule and coordinate team members accomplishing the work.
Select one:
a. PERT
b. product
c. price
d. none
Project Management (OEDL 423)-Semester IV
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Project Management (OEDL 423)-Semester IV

November 18, 2021November 18, 2021 Kim Sharma Leave a comment

Project Management (OEDL 423)-Semester IV
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Case Study
There are powerful environmental forces contributing to the rapid expansion of project management approaches to business problems and opportunities. A project is defined as a nonroutine, one-time effort limited by time, resources, and performance specifications designed to meet customer needs. One of the distinguishing characteristics of project management is that it has both a beginning and an end and typically consists of four phases: defining, planning, executing, and closing. Effective project management begins with selecting and prioritizing projects that support the firm’s mission and strategy. Successful implementation requires both technical and social skills. Project managers have to plan and budget projects as well as orchestrate the contributions of others. To be successful, project managers must build a cooperative network among a diverse set of allies. They begin by identifying who the key stakeholders on a project are, followed by a diagnosis of the nature of the relationships, and the basis for exercising influence. Effective project managers are skilled at acquiring and exercising a wide range of influence. They use this influence and a highly interactive management style to monitor project performance and initiate appropriate changes in project plans and direction. They do so in a manner that generates trust, which is ultimately based on others’ perceptions of their character and competence.

Project managers are encouraged to keep in mind the following suggestions:

Build relationships before you need them. Identify key players and what you can do to help them before you need their assistance. It is always easier to receive a favor after you have granted one. This requires the project manager to see the project in systems terms and to appreciate how it affects other activities and agendas inside and outside the organization. From this perspective they can identify opportunities to do good deeds and garner the support of others.
Trust is sustained through frequent face-to-face contact. Trust withers through neglect. This is particularly true under conditions of rapid change and uncertainty that naturally engender doubt, suspicion, and even momentary bouts of paranoia. Project managers must maintain frequent contact with key stakeholders to keep abreast of developments, assuage concerns, engage in reality testing, and focus attention on the project. Frequent face-to-face interactions affirm mutual respect and trust in each other.

Ultimately, exercising influence in an effective and ethical manner begins and ends with how you view the other parties. Do you view them as potential partners or obstacles to your goals? If obstacles, then you wield your influence to manipulate and gain compliance and cooperation. If partners, you exercise influence to gain their commitment and support. People who view social network building as building partnerships see every interaction with two goals: resolving the immediate problem/ concern and improving the working relationship so that next time it will be even more effective. Experienced project managers realize that “what goes around comes around” and try at all cost to avoid antagonizing players for quick success.

Question 1: A series of coordinated, related, multiple projects that continue over extended time intended to achieve a goal is known as a
Select one:
a. Strategy
b. Program
c. Campaign
d. Crusade
Clear my choice
Question 2. From 1994 to 2009 the trend for projects late or over budget was:
Select one:
a. Significantly better
b. Slightly better
c. About the same
d. Slightly worse
Clear my choice
Question 3. From among the following activities, which is the best example of a project?
Select one:
a. Processing insurance claims
b. Producing automobiles
c. Writing a term paper
d. Completing a college degree
Clear my choice
Question 4. Integration of project management with the organization takes place with the
Select one:
a. Master budget
b. Strategy plan
c. Process of managing actual projects
d. Both b and c are correct
Clear my choice
Question 5. Project management is ideally suited for a business environment requiring all of the following except
Select one:
a. Accountability
b. Flexibility
c. Innovation
d. Repeatability
Clear my choice
Question 6. The advent of project management has been most profound in
Select one:
a. Automobile manufacturing
b. Construction
c. Information technology
d. The U.S. Department of Defense
Clear my choice
Question 7. The new perspective of project management emphasizes which of the following?
Select one:
a. Financial control
b. Managing project stakeholders
c. Schedule/cost tradeoffs
d. Both A and B are correct
Clear my choice
Question 8. Which of the following choices is not one of the driving forces behind the increasing demand for project management?
Select one:
a. Compression of the product life cycle
b. Knowledge explosion
c. Development of third world and closed economies
d. More emphasis on the product and less on the customer
Clear my choice
Question 9. Which of the following is not considered to be a characteristic of a project?
Select one:
a. An established objective
b. A clear beginning and end
c. Complex tasks
d. Only for internal use
Clear my choice
Question 10. Which of these is not part of the “technical dimension” of project management?
Select one:
a. WBS
b. Budgets
c. Problem solving
d. Schedules
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2nd Module Assessment

Case Study
Organization Strategy and Project Selection

Multiple competing projects, limited skilled resources, dispersed virtual teams, time to market pressures, and limited capital serve as forces for the emergence of project portfolio management that provides the infrastructure for managing multiple projects and linking business strategy with project selection. The most important element of this system is the creation of a ranking system that utilizes multiple criteria that reflect the mission and strategy of the firm. It is critical to communicate priority criteria to all organizational stakeholders so that the criteria can be the source of inspiration for new project ideas.

Every significant project selected should be ranked and the results published. Senior management must take an active role in setting priorities and supporting the priority system. Going around the priority system will destroy its effectiveness. The project priority team needs to consist of seasoned managers who are capable of asking tough questions and distinguishing facts from fiction. Resources (people, equipment, and capital) for major projects must be clearly allocated and not conflict with daily operations or become an overload task.

The priority team needs to scrutinize significant projects in terms of not only their strategic value but also their fit with the portfolio of projects currently being implemented. Highly ranked projects may be deferred or even turned down if they upset the current balance among risks, resources, and strategic initiatives. Project selection must be based not only on the merits of the specific project but also on what it contributes to the current project portfolio mix. This requires a holistic approach to aligning projects with organizational strategy and resources.

The importance of aligning projects with organization strategy cannot be overstated. We have discussed two types of models found in practice. Checklist models are easy to develop and are justified primarily on the basis of flexibility across different divisions and locations. Unfortunately, questionnaire checklist models do not allow comparison of the relative value (rank) of alternative projects in contributing toward organization strategy. The latter is the major reason the authors prefer multi-weighted scoring models. These models keep project selection highly focused on alignment with organization strategy. Weighted scoring models require major effort in establishing the criteria and weights.

Question 1: Project selection criteria are typically classified as:
Select one:
a. Financial and non-financial
b. Short-term and long-term
c. Strategic and tactical
d. Required and optional
Clear my choice
Question 2. Strategy considered to be under purview of senior management is
Select one:
a. Old school thinking
b. A new school of management thought
c. Necessary in a company structure
d. Beneficial to the Project Manager
Clear my choice
Question 3. Strategy formulation includes which of the following activities?
Select one:
a. Determining alternatives
b. Creating profitability targets
c. Evaluating alternatives
d. Both a and c are correct
Clear my choice
Question 4. The assessment of the external and internal environments is called _ analysis.
Select one:
a. SWOT analysis
b. Competitive
c. Industry
d. Market
Clear my choice
Question 5. The intended outcome of strategy/projects integration is
Select one:
a. Clear organization focus
b. Best use of scarce organization resources
c. Improved communication across projects and departments
d. A, B, and C are all correct
Clear my choice
Question 6. Which of the following is a common multicriteria selection model?
Select one:
a. Checklist
b. Net Present Value
c. Weighted criteria model
d. Both A and C are correct
Clear my choice
Question 7. Which of the following is not one of the classifications for assessing a project portfolio?
Select one:
a. Sacred cow
b. Bread-and-butter
c. Pearls
d. Oysters
Clear my choice
Question 8. Which of the following is not one of the commonly heard comments of project managers?
Select one:
a. Where did this project come from?
b. Why are we doing this project?
c. How can all these projects be first priority?
d. Why is this project so strongly linked to the strategic plan?
Clear my choice
Question 9. Which of the following is not one of the requirements for successful implementation of strategies through projects?
Select one:
a. Allocation of resources
b. Prioritizing of projects
c. Motivation of project contributors
d. All of these are requirements
Clear my choice
Question 10. Which of the following questions does the organization’s mission statement answer?
Select one:
a. What are our long-term strategies?
b. What are our long-term goals and objectives?
c. How do we operate in the existing environment?
d. What do we want to become?
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3rd Module Assessment

Case Study
Organization: Structure and Culture, Defining the Project and Developing a Project Plan

This case study examined two major characteristics of the parent organization that affect the implementation and completion of projects. The first is the formal structure of the organization and how it chooses to organize and manage projects. Although the individual project manager may have very little say as to how the firm chooses to manage projects, he or she must be able to recognize the options available as well as the inherent strengths and weaknesses of different approaches.

Three basic project management structures were described and assessed as to their weaknesses and strengths. Only under unique circumstances can a case be made for managing a project within the normal functional hierarchy. When thinking only in terms of what is best for the project, the creation of an independent project team is clearly favored. However, the most effective project management system appropriately balances the needs of the project with those of the parent organization. Matrix structures emerged out of the parent organization’s need to share personnel and resources across multiple projects and operations while creating legitimate project focus. The matrix approach is a hybrid organizational form that combines elements of both the functional and project team forms in an attempt to realize the advantages of both.

The second major characteristic of the parent organization is the concept of organizational culture. Organizational culture is the pattern of beliefs and expectations shared by an organization’s members. Culture includes the behavioral norms, customs, shared values, and the “rules of the game” for getting along and getting ahead within the organization. It is important for project managers to be “culture sensitive” so that they can develop appropriate strategies and responses and avoid violating key norms that would jeopardize their effectiveness within the organization.

The interaction between project management structure and organizational culture is a complicated one. We have suggested that in certain organizations, culture encourages the implementation of projects. In this environment the project management structure used plays a less decisive role in the success of the project. Conversely, for other organizations in which the culture stresses internal competition and differentiation, just the opposite may be true. The prevailing norms, customs, and attitudes inhibit effective project management, and the project management structure plays a more decisive role in the successful implementation of projects. At a minimum, under adverse cultural conditions, the project manager needs to have significant authority over the project team; under more extreme conditions firms should use dedicated project teams to complete critical projects. In both cases, the managerial strategy should be to insulate project work from the dominant culture so that a more positive “subculture” can emerge among project participants.

The project scope definition, priorities, and breakdown structure are the keys to nearly every aspect of managing the project. The scope definition provides focus and emphasis on the end item(s) of the project. Establishing project priorities allows managers to make appropriate trade-off decisions. The structure helps ensure all tasks of the project are identified and provides two views of the project—one on deliverables and one on organization responsibility. The WBS avoids having the project driven by organization function or by a finance system. The structure forces attention to realistic requirements of personnel, hardware, and budgets. Use of the structure provides a powerful framework for project control that identifies deviations from plan, identifies responsibility, and spots areas for improved performance. No well-developed project plan or control system is possible without a disciplined, structured approach. The WBS, OBS, and cost account codes provide this discipline. The WBS will serve as the database for developing the project network which establishes the timing of work, people, equipment, and costs.

In small projects responsibility matrices may be used to clarify individual responsibility.

Clearly defining your project is the first and most important step in planning. The absence of a clearly defined project plan consistently shows up as the major reason for project failures. Whether you use a WBS or responsibility matrix will depend primarily on the size and nature of your project. Whatever method you use, definition of your project should be adequate to allow for good control as the project is being implemented. Follow-up with a clear communication plan for coordinating and tracking project progress will help keep important stakeholders informed and avoid some potential problems. Many project managers feel the project network is their most valuable exercise and planning document. Project networks sequence and time-phase the project work, resources, and budgets. Work package tasks are used to develop activities for networks. Every project manager should feel comfortable working in an AON environment. The AON method uses nodes (boxes) for activities and arrows for dependencies. The forward and backward passes establish early and late times for activities. Although most project managers use computers to generate networks and activity times, they find a keen understanding of network development and the ability to compute activity times is invaluable in the field. Computers break down; input errors give false information; some decisions must be made without computer “what if” analysis. Project managers who are well acquainted with network development and AON methods and who are able to compute activity times will encounter fewer problems than project managers less well acquainted. Project networks help to ensure there are no surprises.

Several extensions and modifications have been appended to the original AON method. Lags allow the project planner to more closely replicate the actual conditions found in practice. The use of lags can result in the start or finish of an activity becoming critical. Some computer software simply calls the whole activity critical rather than identifying the start or finish as being critical. Caution should be taken to ensure that lags are not used as a buffer for possible errors in estimating time. Finally, hammock activities are useful in tracking costs of resources used for a particular segment of a project. Hammock activities can also be used to reduce the size of a project network by grouping activities for simplification and clarity. All of the discussed refinements to the original AON methodology contribute toward better planning and control of projects.

Question 1: A good project management system provides for defining the interface between the project team and the organization in all the following areas except
Select one:
a. Authority
b. Allocation of resources
c. Development of project team members
d. Integration of the project into the organization
Clear my choice
Question 2. A project management system provides a framework for launching and implementing project activities within a _ organization. Select one: a. Matrix b. Balanced c. Weak d. Parent Clear my choice Question 3. An expected output over the life of a project would be classified as Select one: a. A deliverable b. A product c. An end object d. An objective Clear my choice Question 4. From the list below, which is not a primary characteristic of organization culture? Select one: a. Control b. Team emphasis c. History d. Conflict tolerance Clear my choice Question 5. Organizational culture is best explained as organizational Select one: a. Personality b. Hierarchy c. Reporting relationships d. Background Clear my choice Question 6. The amount of time an activity can be delayed and yet not delay the project is termed Select one: a. Total slack b. Free slack c. Critical float d. Float pad Clear my choice Question 7. The critical path in a project network is the Select one: a. Shortest path through the network b. Longest path through the network c. Network path with the most difficult activities d. Network path using the most resources Clear my choice Question 8. The first step in creating the necessary information to manage a project is to Select one: a. Establish project priorities b. Define the project scope c. Verify the budget available d. Verify the budget available Clear my choice Question 9. The project structure that is ranked as least effective is __ organization.
Select one:
a. Functional
b. Balanced matrix
c. Weak matrix
d. Strong matrix
Clear my choice
Question 10. Typically an activity on a project network represents
Select one:
a. A single work package
b. One or more tasks from a work package
c. Several work packages
d. A sub-deliverable
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4th Module Assessment
Case Study
Quality time and cost estimates are the bedrock of project control. Past experience is the best starting point for these estimates. The quality of estimates is influenced by other factors such as people, technology, and downtimes. The key for getting estimates that represent realistic average times and costs is to have an organization culture that allows errors in estimates without incriminations. If times represent average time, we should expect that 50 percent will be less than the estimate and 50 percent will exceed the estimate. The use of teams that are highly motivated can help in keeping task times and costs near the average. For this reason, it is crucial to get the team to buy into time and cost estimates.

Using top-down estimates is good for initial and strategic decision making or in situations where the costs associated with developing better estimates have little benefit. However, in most cases the bottom-up approach to estimating is preferred and more reliable because it assesses each work package, rather than the whole project, section, or deliverable of a project. Estimating time and costs for each work package facilitates development of the project schedule and a time-phased budget, which are needed to control the project as it is implemented. Using the estimating guidelines will help eliminate many common mistakes made by those unacquainted with estimating times and costs for project control. Establishing a time and cost estimating database fits well with the learning organization philosophy.

The level of time and cost detail should follow the old saying of “no more than is necessary and sufficient.” Managers must remember to differentiate between committed outlays, actual costs, and scheduled costs. It is well known that upfront efforts in clearly defining project objectives, scope, and specifications vastly improve time and cost estimate accuracy.

Finally, how estimates are gathered and how they are used can affect their usefulness for planning and control. The team climate, organization culture, and organization structure can strongly influence the importance attached to time and cost estimates and how they are used in managing projects. To put the processes discussed in this chapter in proper perspective one should recognize that the essence of project management is risk management. Every technique in this book is really a risk management technique. Each in its own way tries to prevent something bad from happening. Project selection systems try to reduce the likelihood that projects will not contribute to the mission of the firm. Project scope statements, among other things, are designed to avoid costly misunderstandings and reduce scope creep. Risk breakdown structures reduce the likelihood that some vital part of the project will be omitted or that the budget estimates are unrealistic. Teambuilding reduces the likelihood of dysfunctional conflict and breakdowns in coordination. All of the techniques try to increase stakeholder satisfaction and increase the chances of project success.

From this perspective managers engage in risk management activities to compensate for the uncertainty inherent in project management and that things never go according to plan. Risk management is proactive not reactive. It reduces the number of surprises and leads to a better understanding of the most likely outcomes of negative events.

Although many managers believe that in the final analysis, risk assessment and contingency depend on subjective judgment, some standard method for identifying, assessing, and responding to risks should be included in all projects. The very process of identifying project risks forces some discipline at all levels of project management and improves project performance.

Contingency plans increase the chance that the project can be completed on time and within budget. Contingency plans can be simple “work-arounds” or elaborate detailed plans. Responsibility for risks should be clearly identified and documented. It is desirable and prudent to keep a reserve as a hedge against project risks. Budget reserves are linked to the WBS and should be communicated to the project team. Control of management reserves should remain with the owner, project manager, and line person responsible. Use of contingency reserves should be closely monitored, controlled, and reviewed throughout the project life cycle.

Experience clearly indicates that using a formal, structured process to handle possible foreseen and unforeseen project risk events minimizes surprises, costs, delays, stress, and misunderstandings. Risk management is an iterative process that occurs throughout the lifespan of the project. When risk events occur or changes are necessary, using an effective change control process to quickly approve and record changes will facilitate measuring performance against schedule and cost. Ultimately successful risk management requires a culture in which threats are embraced not denied and problems are identified not hidden
Question 1: An uncertain event or condition that, if it occurs, has a positive or negative effect on a project objectives is termed.
Select one:
a. Random Chance
b. A disaster
c. Risk
d. Hazard
Clear my choice
Question 2. Cost slope can be determined by dividing the
Select one:
a. Run by the rise
b. Rise by the run
c. Crash cost by the normal cost
d. Normal cost by the crash cost
Clear my choice
Question 3. Low-cost, realistic, efficient methods for completing an activity under normal conditions are supported by _ time. Select one: a. Normal b. Budget c. Optimized d. Expected Clear my choice Question 4. Reasons why estimating time and cost are important include all of the following except: Select one: a. To schedule work b. To determine how long the project should take and cost c. To develop cash flow needs d. All of the above are valid reasons Clear my choice Question 5. The easiest and most commonly used technique for analyzing risks is analysis.
Select one:
a. Probability
b. Scenario
c. Payback
d. Risk/reward
Clear my choice
Question 6. The process of forecasting or approximating the time and cost of completing project deliverables is called
Select one:
a. Budgeting
b. Predicting
c. Estimating
d. Planning
Clear my choice
Question 7. Top-down estimates are most likely to occur during the phase.
Select one:
a. Concept
b. Planning
c. Education
d. Delivery
Clear my choice
Question 8. Top-down estimates are most likely to occur during the __ phase.
Select one:
a. Scheduled
b. Sunk
c. Actual
d. Committed
Clear my choice
Question 9. Which of the following is not one of the recommended guidelines for developing useful work package estimates?
Select one:
a. Estimates should be made by those responsible for the work
b. Use several people to estimate the same work
c. Estimates should be based on normal conditions
d. Estimates should include a normal level of contingency
Clear my choice
Question 10. Which of the following is not one of the steps in the risk management process?
Select one:
a. Risk response development()
b. Risk assessment
c. Risk identification
d. Risk trackin
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5th Module Assessment
Case Study
Progress and Performance Measurement and Evaluation, Project Closure

The best information system does not result in good control. Control requires the project manager to use information to steer the project through rough waters. Control and Gantt charts are useful vehicles for monitoring time performance. The cost/ schedule system allows the manager to have a positive influence on cost and schedule in a timely manner. The ability to influence cost decreases with time; therefore, timely reports identifying adverse cost trends can greatly assist the project manager in getting back on budget and schedule. The integrated cost/schedule model provides the project manager and other stakeholders with a snapshot of the current and future status of the project. The benefits of the cost/schedule model are as follows:

Measures accomplishments against plan and deliverables.
Provides a method for tracking directly to a problem work package and organization unit responsible.
Alerts all stakeholders to early identification of problems, and allows for quick, proactive corrective action.
Improves communication because all stakeholders are using the same database.
Keeps customer informed of progress, and encourages customer confidence that the money spent is resulting in the expected progress.
Provides for accountability over individual portions of the overall budget for each organizational unit.

With your information system in place, you need to use your communication plan to keep stakeholders informed so timely decisions can be made to ensure the project is managed effectively. The goals of project closure are to complete the project and to improve performance of future projects. Implementing closure and review has three major closure deliverables: wrap-up, evaluation, and retrospectives. Wrap-up closure activities include delivering the final project deliverable, closing accounts, finding new opportunities for project staff, closing facilities, and creating the final report. Project evaluation verifies and documents project performance. The retrospectives methodology promises lessons learned are identified and used. Too often we spend massive dollars planning a project and little to nothing learning from the experience of completing the project. Failure to review, assess, and record successes and failures has consistently proven to be a costly waste. Retrospective methodology addresses this waste

Question 1: A project monitoring system involves all of the following except:
Select one:
a. Determining what date to collect
b. Determining how, when, and who will collect the data
c. Adjusting the data
d. Analysis of the data
Clear my choice
Question 2. Adequate project controls have the advantage(s) of:
Select one:
a. Holding people accountable
b. Prevents small problems from getting large
c. Keeping focus
d. A, B, and C are all correct
Clear my choice
Question 3. Baseline project budgets are derived from:
Select one:
a. The organization’s overall budget
b. Time-phasing the work packages
c. Top management directions
d. Both A and C are correct
Clear my choice
Question 4. In monitoring project time (schedule) performance actual performance should be compared to:
Select one:
a. Budgets for the current year
b. Top management’s targets
c. Project network schedule derived from the WBS/OBS
d. Progress on similar past projects
Clear my choice
Question 5. Information on the project type, size, number of staff, and technology level would be included in which section of the audit report?
Select one:
a. Analysis
b. Recommendations
c. Classification of project
d. Lessons learned
Clear my choice
Question 6. Many projects will fail because of circumstances beyond the control of the project team is called:
Select one:
a. Normal
b. Premature
c. Perpetual
d. Failed Project
Clear my choice
Question 7. The cost variance for a project is calculated by:
Select one:
a. EV-AC
b. AC-SV
c. PV-EV
d. CV-EV
Clear my choice
Question 8. The most common circumstance for project closure is:
Select one:
a. Premature completion with some features eliminated
b. Project completion meeting costs, schedule, and quality
c. Project completion after modification of costs, schedule, or quality
d. Project termination due to technical difficulties
Clear my choice
Question 9. The second step in the project control process of the measurement and evaluation of project performance is to:
Select one:
a. Review the baseline plan with top management
b. Analyze inputs to control system
c. Compare plan against actual
d. Measure progress and performance
Clear my choice
Question 10. Under which heading of the Wrap-up closure checklist should the question “Have project accounts been finalized and all billing closed?” be answered.
Select one:
a. Team
b. Vendors/contractors
c. Customer/Users
d. Equipment and facilities

Managing Project Teams

Project managers often work under less-than-ideal conditions to develop a cohesive team committed to working together and completing the project to the best of their abilities. They have to recruit personnel from other departments and manage the temporary involvement of team members. They have to bring strangers together and quickly establish a set of operational procedures that unite their efforts and contributions. They have to be skilled at managing meetings so that they do not become a burden but rather a vehicle for progress. Project managers need to forge a team identity and a shared vision, that command the attention and allegiance of participants. They need to use group incentives to encourage teamwork while recognizing when it is appropriate to single out individuals for special recognition. Project managers have to encourage functional conflict that contributes to superior solutions while being on guard against dysfunctional conflict that can break a team apart. In doing these things, they have to be careful not to do too good a job and avoid the pitfalls of excessive group cohesion.

While agendas, charters, visions, rewards, and so forth are important tools and techniques, it has been emphasized both that the most important tool a project manager has to build an effective project team is his or her own behavior. Just as the founding members of an organization shape the culture of the organization, the project manager shapes and influences the internal culture of the project team. A positive example can define how team members respond to changes, how they handle new tasks, and how they relate to one another and the rest of the organization. There is no easy way to lead by example. It requires personal conviction, discipline, sensitivity to team dynamics, and a constant awareness of how personal actions are perceived by others. Outsourcing has become an integral part of project management. More and more companies are collaborating with each other on projects to compete in today’s business world. The advantages of outsourcing include cost reduction, quicker completion times, greater flexibility, and higher level of expertise. Disadvantages include coordination problems, loss of control, conflicts, and security issues.

A number of proactive best practices have emerged among firms that have mastered the outsourcing process. These practices include establishing well-defined requirements and procedures and utilizing fair and incentive-laden contracts. Team-building sessions are held before the project begins to forge relationships between personnel from different organizations. Escalation guidelines for resolving conflicts are established, as are provisions for process improvement and risk sharing. On highly critical work, arrangements are made so that key personnel work together, face to face. Joint assessments of how well people are collaborating is the norm during status report briefings. Finally, many companies are realizing the benefits of forming long-term alliances with each other on projects. The ultimate goal is to work together as partners.

Effective negotiating skills are essential to working on projects as partners. People need to resolve differences at the lowest level possible in order to keep the project on track. Veteran project managers realize that negotiating is not a competitive game and work toward collaborative solutions to problems. They accomplish this by separating people from the problem, focusing on interests and not positions, inventing options for mutual gain, and relying on objective criteria whenever possible to resolve disagreements. They also recognize the importance of developing a strong BATNA, which provides them with the leverage necessary to seek collaborative solutions.

Customer satisfaction is the litmus test for project success. Project managers need to take a proactive approach to managing customer expectations and perceptions. They need to actively involve customers in key decisions and keep them abreast of important developments. Active customer involvement keeps the project team focused on the objectives of the project and reduces misunderstandings and dissatisfaction.

Question 1: Advantages of outsourcing project work may likely include all of the following except?
Select one:
a. Shortened project completion
b. Reduced costs
c. Higher level of expertise
d. Reduced conflict
Clear my choice
Question 2. Customer satisfaction can be quantified by:
Select one:
a. Perceived performance divided by actual performance
b. Actual performance divided by expected performance
c. Perceived performance divided by expected performance
d. Actual performance divided by perceived performance
Clear my choice
Question 3. During which stage of team development is high performance not a top priority and team member emotions run from upbeat to depressed?
Select one:
a. Norming
b. Storming
c. Performing
d. Adjourning
Clear my choice
Question 4. Establishing a team identity is facilitated by:
Select one:
a. Team members working in a common space
b. Creation of a project team name
c. Effective use of meetings
d. A, B, and C are all correct
Clear my choice
Question 5. Experience and research indicate that high-performance project teams are much more likely to develop under all the following conditions except:
Select one:
a. Members are assigned to the project full time
b. Members report solely to the project manager
c. There are 10 or fewer members per team
d. Team members are selected by their managers
Clear my choice
Question 6. Key practices in partnering relationships include:
Select one:
a. Single project contracting
b. Goals and objectives are similar
c. Access to each other’s organizational resources
d. Both B and C are correct
Clear my choice
Question 7. Researchers have found that high performance teams will have which of the following norms?
Select one:
a. Hard work does not get in the way of having fun
b. No information is shared outside the team unless all agree to it
c. It is acceptable to be in trouble, but not to surprise others
d. A, B, and C are all correct
Clear my choice
Question 8. Roger is new-product project manager for a retail company. Recently the team has exhibited a high degree of conflict over who will control the group and how decisions will be made. Which stage of development is the team in?
Select one:
a. Norming
b. Storming
c. Performing
d. Adjourning
Clear my choice
Question 9. Which of the following are considered very important in the recruiting of project members?
Select one:
a. The budget available
b. The importance of the project
c. The management structure for the project team
d. Both B and C are correct
Clear my choice
Question 10. Which of the following is an objective of the first project team meeting?
Select one:
a. Overview the project’s scope and objectives
b. Address interpersonal interaction concerns
c. Model how the team will work together
d. A, B, and C are all correct
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1st Module assessment

2nd Module assessment

3rd Module assessment

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4th Module assessment

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5th Module assessment

Assignment 2

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