Q1. The Theory X approach to managing workers is a classic example of a top-down view of how people should be managed.

a. true b. false

Q2. Ensuring a one-to-one correspondence between specification items and general design items is a feature of:

a. Scope statement definition b. WBS construction c. Rapid prototyping d. Configuration management

Q3. The resource planning tool that enables us to identify who we need to carry out what tasks is called:

a. A resource Gantt chart b. A resource matrix (also called the responsibility chart) c. A resource ogive d. A resource loading chart (also called a resource histogram)

Q4. A major strength of task Gantt charts is that they can:

a. Offer a sophisticated model of a project b. Show how many resources will be used on the project c. Show the interdependencies of tasks d. Show actual versus planned schedule status

Q5. Bottom-up estimates:

a. Are based on historical trends b. Can be derived from the WBS c. Must employ Monte Carlo simulation d. a and c

Q6. Scope creep means:

a. Needs emergence and identification b. Uncontrolled changes to a project's requirements during project execution c. Migration of project needs to requirements d. Imprecise scope statement

Q7. Definitive estimates are generally derived from:

a. Bottom-up estimates b. Top-down estimates c. Expert judgment cost estimates d. Order of magnitude estimates

Q8. A key weakness of the Benefit-Cost ratio project selection mechanism is that:

a. It only focuses on things that can be measured b. It takes time frame into consideration c. It is too much based on subjective judgment d. It does not entail prioritizing

Q9. The bottom-most level of the WBS — the level at which project budget and schedule data are captured — is called:

a. Work package b. Code of accounts c. Budget baseline d. Change control level