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    C, Qs2345ak. 3efgsgad 333333333c NLND VMW Erg k4 1s6+dv26sd

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    of 43

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    xpter
    02Organizati
    on Strategy
    and Project
    Selection
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    Multiple
    Choice
    Questions

    1.Which of the
    following is NOT
    tre a!ot an
    organization"s
    strategy#$. Strate
    gy deter%ines ho
    w
    an organization wi
    ll co%pete&. Strat
    egy is i%ple
    %ented throgh p
    rojectsC. Only top
    %anage%ent %
    st nderstand stra
    tegy'. Project sele
    ction shold !
    e clearly aligned
    with strategy(. Pro
    ject %anage%ent
    plays
    a )ey role in spp
    orting strategy

    2.$ project
    selection
    process that
    is strongly lin)ed t
    o
    strategy reslts in
    $. The %ost pro*t.
    &. &etter tilizatio
    n of the organizati
    on"s resorces.C.
    +ore projects.'. $ l
    arger and %ore di
    ,erse organization
    .(. Stronger core
    co%petencies.
    -.Which of the
    following is NOT
    tre a!ot
    organizational
    politics#$. Project
    %anagers shold
    not engage
    in organizational
    politics&. Politics
    can ha,e
    a signi*cant
    inence on
    which projects
    recei,e
    fndingC. Politics
    e/ist in e,ery organ
    ization'. Politics ca
    n inence project
    selection(. Politics
    can
    play a role in the a
    spirations !ehind
    projects

    .Which of the
    following ter%s is
    often sed to
    denote a project
    that
    a powerfl high
    ran)ing o3cial is
    ad,ocating#$. Sac
    red cow&. Pet proj
    ectC. Political nec
    essity'. Special n
    derta)ing(. Strateg
    ic ploy
    2-1Copyright 2014
    McGraw-Hill Education. All
    rights resered. !o
    reproduction or distri"ution
    without the prior written
    consent o# McGraw-Hill
    Education.
    4.Why do project
    %anagers need
    to nderstand
    their
    organization"s
    %ission
    andstrategy#$. To
    redce project
    dration and
    increase the n%!
    er of projects i
    %ple%ented&. So
    they can %a)e
    appropriate
    decisions and
    adjst%ents and !
    e e5ecti,e
    projectad,ocatesC
    . 6t is only i
    %portant for
    senior %anage
    %ent to
    nderstand the
    organization"s
    %ission and
    strategy'. To
    get their jo! done
    and increase
    opportnities for
    pro%otion(. So
    that they
    can %a)e sre th
    e csto%er is
    satis*ed
    7.Project
    %anagers who
    nderstand
    the role that
    their project plays
    in acco
    %plishingthe
    organization"s
    strategy are a!le
    to do all of the
    following
    (8C(PT$. 'e
    %onstrate to
    senior %anage
    %ent how their
    project contri!tes
    to the *r%"s
    %ission.&. (/plain
    to tea% %e%!ers
    why certain
    project o!jecti,es
    and priorities are
    critical.C. (/plain
    to sta)eholders
    why certain
    project o!jecti,es
    and priorities
    are critical.'. &e a!
    le to respond
    appropriately to
    delays and9or
    :estions a!ot
    prodct design.(.
    &e a!le to focs
    on pro!le%s or
    soltions e,en if
    the project is a
    low
    prioritystrategicall
    y.

    ;.$ll of the
    following are sy
    %pto%s of
    organizations
    strggling with
    strategy
    disconnectand
    nclear priorities
    (8C(PT$. <re:ent
    conicts !etween
    %anagers.&. 6nad
    e:ate resorces.
    C. Confsed e
    %ployees
    regarding
    which projects
    are %ore i
    %portant.'. Not en
    ogh
    projects within
    the portfolio to %a
    )e a pro*t.(.
    People are wor)in
    g on %ltiple
    projects and
    feel ine3cient.

    =.Which of the
    following pro!le%s
    refers to lac) of
    nderstanding
    and consenss of
    organization
    strategy a%ong
    top
    and %iddlele,el
    %anagers#
    This also can
    resltwhen top
    %anage%ent for
    %lates strategy
    and lea,es i%ple
    %entation to
    fnctional
    %anagers.$.
    +ltitas)ing&. Org
    anization politicsC
    . 6%ple%entation
    gap'. >esorce co
    nicts(. (%ployee
    trno,er
    2-2Copyright 2014
    McGraw-Hill Education. All
    rights resered. !o
    reproduction or distri"ution
    without the prior written
    consent o# McGraw-Hill
    Education.
    ?.Which of the
    following is NOT
    tre for strategic
    %anage%ent#$.
    6t shold !e done
    once e,ery few
    years jst !efore
    de,eloping the
    operating
    plan&. 6t spports
    consistency of
    action at e,ery
    le,el of the
    organizationC. 6t
    de,elops an
    integrated
    and coordinated
    longter% plan of
    action'. 6t
    positions the *r
    % to %eet the
    needs of its csto
    %ers(. 6t in,ol,es
    responding to
    changes in the
    e/ternal %ar)et
    and allocating
    scarceresorces
    to i%pro,e a co
    %petiti,e position

    10.Which of the
    following is the
    correct order for
    the strategic
    %anage%ent
    process#$. Strate
    gies %ission o!
    jecti,es projects&
    . O!jecti,es
    projects %ission
    strategiesC. +is
    sion strategies
    o!jecti,es
    projects'. O!
    jecti,es %ission
    strategies project
    s(. Projects %issi
    on strategies o!
    jecti,es

    11.Which of the
    following
    :estions does
    the organization"s
    %ission state
    %ent
    answer#$. What a
    re or longter%
    strategies#&. Wha
    t are or longter
    % goals and o!
    jecti,es#C. @ow d
    o we operate in th
    e e/isting en,iron
    %ent#'. What do
    we want to !eco
    %e#(. $ll of these
    are answered !y t
    he %ission state
    %ent
    12.Which of the
    following is NOT
    one of the
    traditional co
    %ponents fond
    in %issionstate
    %ents#$. +ajor pr
    odcts and ser,ice
    s&. Pro*ta!
    ilityC. Target csto
    %ers and %ar)ets'
    . Aeographic do
    %ain(. Contri!
    tion to society

    1-.Which of the
    following is NOT
    one of the
    characteristics of
    e5ecti,e o!
    jecti,es#$.
    >ealistic&.
    $ssigna!leC. <le/i!
    le'. Speci*c(.
    +easra!le
    2-$Copyright 2014
    McGraw-Hill Education. All
    rights resered. !o
    reproduction or distri"ution
    without the prior written
    consent o# McGraw-Hill
    Education.
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