BUSI 313 Quiz 4

BUSI 313 Quiz 4

BUSI 313 Quiz 4 Liberty University

Set 1

1. When considering principled negotiation, both buyers and sellers relying on the blue book to establish price parameters of a used car would be an example of
2. Which of the following is NOT a reason to have a BATNA?
3. Mathematically, customer satisfaction is a function of the extent to which perceived performance exceeds expectations. A customer satisfaction ratio of .95 indicates that a customer is
4. A prime consideration in choosing outsourcing vendors is to assess the fit with their project management system.
5. Outsourced projects are less about reduced costs and more focused on bringing the best talent available to get the job done.
6. Conflict is inevitable on a project; however, if it is handled effectively, it can elevate performance.
7. Increased conflict and loss of coordination are typical disadvantages of outsourcing project work.
8. Participants from different organizations working closely together at the construction site or in shared office space are an example of a virtual team.
9. A project manager notices that $1,000 worth of work that was scheduled to be completed at this time has not been accomplished. They know this by looking at the
10. A project can have a negative Schedule Variance and still be ahead of schedule when
11. A “rubber baseline” occurs when, in an effort to disguise poor performance, the baseline changes to constantly match results.
12. In some cases, conditions or scope can change, which, in turn, will require a change in the baseline plan to recognize new information.
13. The second step in the project control process for measuring and evaluating project performance is to
14. The cost variance for a project is calculated by
15. A reason that the duration on a task may differ from an original duration on a Tracking Gantt chart could be
16. When reviewing the variance on a project, you compare Earned Value with
17. The typical mechanism for the evaluation of teams is normally
18. The following are distinguishing characteristics of retrospectives methodology EXCEPT
19. Each retrospective is assigned a(n) _________, typically a team member who is very interested in and familiar with the retrospective. This individual will serve as the contact point for anyone needing information relating to the retrospective.
20. In organizations where projects are managed within a functional organization, the team member’s area manager, not the project manager, is responsible for assessing performance.
21. Which of the following summarizes project performance and provides useful information for continuous improvement?
22. In organizations where projects are managed within a ____________, the team member’s area manager, not the project manager, is responsible for assessing performance.
23. Team performance management is well-documented and understood enough that Team Evaluations are commonplace and accurate.
24. Retrospective methodology is one positive step toward ensuring lessons learned are developed and implemented.
25. When performing a retrospective for a project, whoever is performing the retrospective needs to be perceived as being independent and unbiased.

Set 2

1. In regard to outsourcing, the MOST effective way to avoid problems with schedules and deadlines is to
2. Principled negotiation emphasizes developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness. Which of the following is NOT one of the key points of principled negotiation?
3. Why are extensive training and team building activities important when managing contracted relationships?
4. Project managers have the capability to manage customer expectations and perceptions.
5. Which of the following is suggested as the best target for a customer satisfaction ratio?
6. Increased conflict and loss of coordination are typical disadvantages of outsourcing project work.
7. Advantages to outsourced project work can include
8. Ultimate success of the project is determined by
9. When reviewing the variance on a project, you compare Earned Value with
10. Schedule variance measures progress in time units.
11. Which of the following is NOT true regarding scope creep?
12. Which of the following methods will measure the cost efficiency of the work accomplished to date?
13. Which of the following methods will measure the scheduling efficiency of the work accomplished to date?
14. A ___________ Gantt chart is a simple and effective way to depict progress on a project.
15. A project manager notices that $1,000 worth of work that was scheduled to be completed at this time has not been accomplished. They know this by looking at the
16. Causes for Scope Creep can include
17. The purpose of project evaluation is to assess how well
18. Assessing what fundamental organizational culture properties affect project successes and failures, or become a hindrance to project teams, is a part of the retrospectives methodology.
19. Implementing project closure includes getting delivery acceptance from the customer
20. Retrospective methodology is one positive step toward ensuring lessons learned are developed and implemented.
21. The most common circumstance for project closure is simply a ________ project.
22. A project closure where the project is completed early with some parts of the project eliminated would be classified as a failed project.
23. Expectations, standards, supportive organizational culture, and constraints must be in place before project implementation; if not, the effectiveness of the evaluation process will suffer.
24. Within the final report, the project summary is the summary that simply highlights the key findings and facts relating to the project implementation.
25. The process for capturing lessons learned continues to evolve, but there are still many barriers to effectively capitalizing on lessons learned that have been identified. The following are examples of these barriers EXCEPT