Construction Project Management
Exam Materials
Course Introduction
Construction Project Management provides students with an in-depth understanding of the principles and practices involved in managing construction projects from inception to completion. The course covers essential topics such as project planning, scheduling, budgeting, resource allocation, risk management, contract administration, and quality control. Students learn to apply various management techniques and tools to optimize project outcomes, coordinate multidisciplinary teams, and address the unique challenges of construction environments. Emphasis is placed on real-world case studies, industry standards, and the development of critical decision-making skills necessary for successful project delivery within scope, time, and budget constraints.
Recommended Textbook
Project Management Achieving Competitive Advantage 4th Edition by Jeffrey K. Pinto
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14 Chapters
1421 Verified Questions
1421 Flashcards
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Chapter 1: Introduction: Why Project Management?
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) A project that results in "doing the wrong things well" has ignored the:
A) Budgetary goal.
B) Technical goal.
C) Customer satisfaction goal.
D) Scheduling goal.
Answer: C
Q2) Use the project life cycle and intensity level graph to describe your journey in your current degree program.Provide the number of credit hours you have earned and the number remaining in your program and briefly describe key events that show peaks or valleys in the five components.
Answer: Examples will vary,but the student should construct the intensity level versus time plot and show uncertainty,creativity,resources,project stake,and client interest waxing and waning as he moves through the PLC.
Q3) Projects are typically ongoing,day-to-day activities that have goods and services as outputs.
A)True
B)False
Answer: False
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3
Chapter 2: The Organizational Context:
Strategy,Structure,and Culture
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103 Flashcards
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Sample Questions
Q1) Individuals are commonly organized into departments for all of the following reasons EXCEPT:
A) Seniority.
B) Function.
C) Product.
D) Geography.
Answer: D
Q2) Describe the two forms of a matrix organization and indicate the advantages of each for project management.
Answer: A matrix organization may be further classified as being a weak matrix (sometimes called functional matrix)and a strong matrix (sometimes referred to as a project matrix).A weak matrix has a great deal of functional organization character; the manager still controls resources and manages project components.The strong matrix cedes much of this control over to the project manager.If the functional and project managers differ in skills,then the form having the superior manager would be ideal.The strong matrix is the closest that a matrix environment can come to be a true project organization.If the competitive environment is such that a project organization form is ideal,then the strong matrix is superior to the weak matrix.
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Page 4
Chapter 3: Project Selection and Portfolio Management
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99 Flashcards
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Sample Questions
Q1) The first step in the Analytical Hierarchy Process:
A) Requires supporting requirements to be combined into Level II challenges.
B) Is analyzing the process you intend to improve before undertaking any improvement project.
C) Requires Saatyfication of the team members.
D) Consists of constructing a hierarchy of criteria and subcriteria.
Answer: D
Q2) Multiple project environments thrive on:
A) Multi-layered bureaucracy.
B) Rigid development processes.
C) Narrow communication channels.
D) Improvisation by project teams.
Answer: D
Q3) The systematic process of selecting,supporting,and managing a firm's collection of projects is called:
A) Heavyweight project management.
B) Matrix project organization.
C) Profile management.
D) Project portfolio management.
Answer: D
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Chapter 4: Leadership and the Project Manager
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101 Flashcards
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Sample Questions
Q1) One way an organization can develop a core of project management professionals is to administer personality tests and match people attuned to project work to projects.
A)True
B)False
Q2) Project management is first and foremost:
A) A people management challenge.
B) A customer service challenge.
C) A perception management challenge.
D) A budget management challenge.
Q3) What are the practical steps that organizations can take to begin developing a core of project management professionals?
Q4) One reason projects are initially underfunded is because their requirements are sometimes deliberately understated.
A)True
B)False
Q5) What can a project manager do to motivate project team members?
Q6) Define the concept of time orientation.What are its implications for project leadership behavior?
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Chapter 5: Scope Management
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Sample Questions
Q1) Which step in project management requires project managers to consider the types of records and reports they and their clients will require at the completion of the project?
A) Project closeout
B) Completion phase
C) Reporting
D) Planning
Q2) What is the difference between a turnkey contract and a cost-plus contract? Include in your discussion the advantages and disadvantages of each.
Q3) Closeout documentation that follows a formal reporting structure,including analysis and documentation of the project's performance in terms of cost,schedule adherence,and technical specification performance,is:
A) Historical records.
B) Financial closeout.
C) Hierarchy reporting.
D) Post-project analysis.
Q4) Create a 4x4 responsibility assignment matrix as an example and indicate the information gleaned from this tool.
Q5) What are three common elements in most work authorization contracts?
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Chapter 6: Project Team Building,Conflict,and Negotiation
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Project managers are best able to promote a sense of enthusiasm within the project team when they create an environment that is challenging,supportive,and personally rewarding.
A)True
B)False
Q2) Conflict begins as team members begin to resist authority and demonstrate hidden agendas and prejudices in the:
A) Storming stage of group development.
B) Performing stage of group development.
C) Forming stage of group development.
D) Norming stage of group development.
Q3) A project manager can identify the skills needed for the project from the:
A) Departmental personnel listings.
B) Project budget.
C) Stakeholder meeting.
D) Work breakdown structure.
Q4) Sketch the two-stage model of cross-functional cooperation and describe all of the elements.
Q5) Explain Gersick's model of punctuated equilibrium.
Q6) What are the primary ways of resolving conflict? Which is most effective?
Page 8
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Chapter 7: Risk Management
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102 Flashcards
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Sample Questions
Q1) What is the PRAM methodology and what are its salient features?
Q2) What does change management accomplish and what are the components of an effective change management program?
Q3) There are four alternatives a project organization can adopt in deciding how to address their risks.Develop four different scenarios,one each for which each of the alternatives would be appropriate.Justify your selections.
Q4) Garman yawned as he sat at his kitchen table.His plans to corner the world's supply of peanut valves required detailed planning and an honest assessment of the risks involved in this highly speculative venture.He first identified the primary factors that might contribute to the project's failure.These factors were employee-related; market maturity-related; and health-related.The best estimates he could come up with for these probabilities were 0.6,0.2 and 0.3,respectively.The consequences of failure were less certain,but he finally decided that the cost consequences rated a 0.2,the schedule consequences rated a 0.4,the reliability consequences rated 0.1,and the company goodwill consequences were a robust 0.6.What is the overall project risk factor for this undertaking?
Q5) The highest dollar value of reserves is typically task contingency. A)True B)False
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Chapter 8: Cost Estimation and Budgeting
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Sample Questions
Q1) "If anything can go wrong it often will" is an articulation of:
A) Taylor's Theorem.
B) Pinto's Postulate.
C) Murphy's Law.
D) The Pareto Principle.
Q2) The term expedited cost has the same meaning as crashing cost in the project management milieu.
A)True
B)False
Q3) What are parametric cost estimates and how are they developed?
Q4) How are top-down and bottom-up budgets created? What advantages does each approach hold over the other?
Q5) When asked to provide an estimate of an irrigation system,Pete looked from one end of the field to the other,licked a finger and held it in the air,squinted into the sun and said $25,000,give or take 30%.The technique employed for cost estimation is:
A) Parametric.
B) Comparative.
C) Definitive.
D) Ballpark.
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Chapter 9: Project Scheduling: Networks,Duration
Estimation,and Critical Path
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Hammock activities allow:
A) Project managers to streamline the linkage and sequencing between activities.
B) Project workers to effectively skip nonessential activities without compromising project quality.
C) The project team to better disaggregate the overall project network into subsets.
D) The project manager to identify float more quickly and leverage it more successfully for the overall success of the project.
Q2) At a merge point in a forward pass,the largest preceding early finish becomes the early start for that node.
A)True
B)False
Q3) Draw a network of any size that has at least one of each of the following features: merge activity,burst activity,hammock activity,ladder activity,critical path,serial activities,concurrent activities,and float.Mark these features on your network.
Q4) Float is always measured in exactly the same way as slack.
A)True
B)False
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Chapter 10: Project Scheduling: Lagging, Crashing, and Activity Networks
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) The BEST approach to network representation of a large and hugely complex project is to:
A) Represent all activities and relationships.
B) Simplify network logic and reduce it to the most meaningful relationships.
C) Use AOA.
D) Use AON.
Q2) Use the Gantt chart and the activity list to determine which resource is used the least. \[\begin{array} { | l | l | l | l | }
\hline \text { Activity } & \text { Resources } & \text { Activity } & \text { Resources } \\
\hline \text { A } & 1 & \text { F } & 2 \\
\hline \text { B } & 1 & \text { G } & 3 \\
\hline \text { C } & 4 & H & 4 \\
\hline \text { E } & 2 & \text { I } & 3 \\
\hline
\end{array}\]
A) Resource 1
B) Resource 3
C) Resource 4
D) Resource 2
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Chapter 11: Advanced Topics in Planning and Scheduling:
Agile and Critical Chain
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Sample Questions
Q1) Subcontractor deliveries are difficult to schedule with the critical chain project methodology because:
A) The project manager cannot force subcontractors to use this project management approach.
B) The feeder buffers for a subcontractor are as much as 50% shorter than for an employee or internal team.
C) Subcontractors routinely operate according to calendar delivery dates.
D) The corporate culture of "no blame" does not naturally extend to subcontractors.
Q2) What are the formal steps to apply CCPM to multiple project portfolios?
Q3) Define and describe the function and interrelationship of a drum,drum buffer,and a capacity constraint buffer in CCPM.
Q4) Extreme programming advocates a large development staff,several times the number of programmers than would appear in a traditional software project,since the objective is to deliver the project quickly.
A)True
B)False
Q5) Compose a haiku using three or more of the key terms in Agile PM.
Page 13
Q6) What is aggregated buffer and how can the appropriate amount be determined?
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Chapter 12: Resource Management
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Sample Questions
Q1) A resource loading table is created through identifying the project activities and the resources required for completion and applying this information to the project schedule baseline.
A)True
B)False
Q2) Use this resource load chart to determine which activity is the longest in duration.
A) Activity A
B) Activity B
C) Activity C
D) Activity D
Q3) The process that addresses the complex challenges of project constraints is known as:
A) TOC.
B) Resource leveling.
C) Constraint scheduling.
D) Resource scheduling.
Q4) Describe resource leveling; its objectives and the basic five-step technique to perform it.
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Page 14
Chapter 13: Project Evaluation and Control
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Sample Questions
Q1) The one factor that earned value management considers that an S-curve does not include is performance.
A)True
B)False
Q2) Use the data to calculate the earned value for the project.All amounts are in thousands of dollars.
A) $65,500
B) $69,550
C) $71,100
D) $76,125
Q3) At the end of week 20,this project has cost $79,000 and has an earned value as indicated in the table.Use the data to calculate the cost performance index for the project.All amounts are in thousands of dollars.
A) 1.11
B) 0.82
C) 0.94
D) 0.90
Q4) Sketch the project control cycle and discuss the activities that take place in each step.
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Chapter 14: Project Closeout and Termination
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Sample Questions
Q1) A mainframe computer company decided to enter the personal computer market with its Floridian Project,but subsequently decided to leave the market to focus on the mainframe business.The decision rule that they probably applied was to get out:
A) When the project no longer meets strategic fit criteria.
B) When deadlines continue to be missed.
C) When project personnel turn over too rapidly.
D) When technology evolves beyond the project's scope.
Q2) The difference between a manager with ten years' experience and one with a year's experience ten times is:
A) Dependent on the manager's tenure with the company.
B) Nine years.
C) Whether lessons-learned were truly learned.
D) Dependent on whether the manager's projects were successful.
Q3) What are any two common mistakes in a post-project lessons-learned meeting?
Q4) The actual carryover from one project to another is minimal because projects are unique,one-time events.
A)True
B)False
Q5) Describe the four early warning signs of project failure.
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