Construction Project Management
Exam Materials
Course Introduction
Construction Project Management is a comprehensive course that introduces students to the fundamental principles, techniques, and practices involved in successfully managing construction projects from inception to completion. The course covers key topics such as project planning and scheduling, cost estimation and budgeting, contract administration, risk management, procurement strategies, quality control, and leadership in team environments. Through case studies and real-world scenarios, students learn how to coordinate resources, communicate effectively with stakeholders, and utilize project management software to ensure projects are delivered on time, within budget, and to the required quality standards. This course prepares students for the dynamic challenges faced by construction project managers in today's industry.
Recommended Textbook
Contemporary Project Management 4th Edition by Timothy Kloppenborg
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Chapter 1: Introduction to Project Management
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Sample Questions
Q1) Once projects are completed,they will typically yield all of the following results EXCEPT:
A) a unique product or service
B) make or buy decisions
C) stakeholders whose interests are affected by the outcome
D) a primary deliverable along with supporting deliverables
Answer: B
Q2) Typically,the senior customer representative is responsible for which of the following project roles?
A) develops the project schedule and budget
B) determines how the project work will be accomplished
C) ensures requirements are clear and communications are maintained throughout the project
D) helps the project manager with running meetings and providing status reports
Answer: C
Q3) A project is a lasting endeavor undertaken to maintain a reliable product or service. A)True
B)False
Answer: False
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Page 3
Chapter 2: Project Selection and Prioritization
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Sample Questions
Q1) Which of the following statements correctly describes a weakness associated with the financial project selection model?
A) The benefit-to-cost models favor projects which generate the smallest absolute return over a specified period.
B) Payback period models do not consider the profit to be realized after the costs are paid.
C) The Net Present Value (NPV) method does not consider the time value of money.
D) The Internal Rate of Return (IRR) method is difficult to use when a project has conventional cash flows.
Answer: B
Q2) Sometimes situations dictate that a project must be chosen regardless of any other considerations such as strategic fit,profitability or probability of success.
A)True
B)False
Answer: True
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Chapter 3: Chartering Projects
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Sample Questions
Q1) A deliverable is a unique and verifiable product,result or capability to perform a service that is required to be produced to complete a process,phase,or project.
A)True
B)False
Answer: True
Q2) Project charters typically include all of the following elements EXCEPT:
A) negative and positive risks
B) project assumptions
C) detailed resource requirements
D) project constraints
Answer: C
Q3) Which of the following statements accurately describes the responsibilities typically associated with the development of the project charter?
A) the project sponsor typically prepares the detailed first draft of the charter.
B) the project manager typically prepares the business case and scope overview.
C) the customer typically prepares and signs the charter.
D) more often than not, the project manager writes the draft project charter.
Answer: D
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5
Chapter 4: Organizational Capability: Structure, Culture and
Roles
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Sample Questions
Q1) Which of the following organizational structures runs contrary to the unity of command principle - that each employee works for a single supervisor?
A) functional organization
B) projectized organization
C) matrix organization
D) siloed organization
Q2) Describe the role of the steering team with respect to projects.
Q3) Project planning teams use project life cycle models because various types of projects have differing demands.Which of the following sequences of stages is most appropriate for a life cycle model for research and development (R & D)projects?
A) define - measure - analyze - improve - control
B) project envisioning - requirements gathering - incremental implementationproduction release
C) pre-planning - design - procurement - construction - start up
D) idea generation - idea screening - concept development - validation - transition
Q4) How would the role of a project manager be different in an agile project life cycle,versus a plan-driven or traditional project life cycle?
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Chapter 5: Leading and Managing Project Teams
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Sample Questions
Q1) During which stage of team development do team members attempt to jockey for power,ask many questions and establish dubious goals?
A) forming
B) storming
C) norming
D) performing
Q2) Cultural patterns differ in various parts of the world,so project team members need to be more sensitive as to how their actions are interpreted.Project managers working with global and virtual project teams need to be especially mindful of the increased need for communications.Discuss some of the extra communications challenges posed by virtual and global project teams,along with a few approaches to address these challenges.
Q3) Leadership within a project team should be consistently demonstrated only by the project manager.
A)True
B)False
Q4) Describe at least three approaches that project managers can use to build individual and project team capability.
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Chapter 6: Stakeholder Analysis and Communication Planning
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Sample Questions
Q1) Legitimacy and urgency are among the aspects that project managers should consider in prioritizing stakeholders.
A)True
B)False
Q2) A stakeholder is anyone who will use,will be affected by or could impact the project.
A)True
B)False
Q3) A principal idea in agile is that the length of daily stand-up meetings should be
A) 10 minutes or less
B) 15 minutes or less
C) 30 minutes or less
D) 45 minutes or less
Q4) Project managers should purposefully plan and carry out relationship-building activities with stakeholders that lead to respect and trust.
A)True
B)False
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Chapter 7: Scope Planning
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Sample Questions
Q1) A deliverable is a condition or capability needed by a user to solve a problem or achieve an objective that satisfies a standard,a specification,or any other formally documented need.
A)True
B)False
Q2) Since work packages provide the basis for future project planning activities,they should be as detailed as possible.
A)True
B)False
Q3) Which of the following items best describes a project Work Breakdown Structure (WBS)?
A) an organizational chart depicting who will perform project work
B) a schedule depicting when project work will be performed
C) a tool that the team uses to progressively divide deliverables into smaller and smaller pieces
D) a list of activities to complete the project work packages
Q4) Identify and describe the three steps that the team should follow in order to define project scope and create a project scope statement.
Q5) What are some of the benefits of creating a Work Breakdown Structure (WBS)?
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Chapter 8: Scheduling Projects
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Sample Questions
Q1) GANTT refers to the Generalized Activity Network Tracking Technique which was developed to better understand how variability in the duration of individual activities impacts the expected project duration.
A)True
B)False
Q2) Consider the System Integration Project depicted in Figure 7-3.Based on the information provided,which activities can be delayed one day without impacting the expected project completion date?
A) Activity E - Install Software and Activity F - Test System
B) Activity C - Purchase Software and Activity E - Install Software
C) Activity C - Purchase Software and Activity D - Prepare Test Plan
D) none of these
Q3) All of the following strategies can help a project team to develop realistic time estimates for project activities EXCEPT:
A) Add a significant buffer of time to each activity
B) Keep in mind time constraints such as learning curves, interruptions and competing priorities
C) Estimate times of completion of work without initial reference to a calendar
D) Verify all time estimates with the people doing the work
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Page 10
Chapter 9: Resourcing Projects
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Sample Questions
Q1) Consider the RACI chart presented in Figure 8-1.What responsibility should the contract officer assume with respect to the statement of work?
A) develop
B) approve
C) consult
D) inform
Q2) Consider the project crashing information presented in Figure 8-4.Which activity should you crash to reduce this project by one day with the least incremental cost?
A) Activity A
B) Activity C
C) Activity E
D) Activity F
Q3) When recruiting resources to support a project,it is helpful to bring core team members and key subject matter experts on board as early as possible,to help plan the project and develop the project culture.
A)True
B)False
Q4) What should a project manager's considerations be when resourcing projects?
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11
Chapter 10: Budgeting Projects
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Sample Questions
Q1) A milestone is a typical measuring point used when establishing cost control.Which of the following does NOT accurately describes the use of cost control milestones?
A) Project managers can use their cash flow projections to determine the funding needed to reach each milestone.
B) Project managers and sponsors often decide the number of milestones jointly.
C) Milestones are often identified in the project charter.
D) Milestones are developed during risk planning.
Q2) What type of cost is incurred when a project must be conducted faster than normal,and overtime for workers and / or extra charges for rapid delivery from suppliers are necessary?
A) marginal costs
B) expedited costs
C) nonrecurring costs
D) variable costs.
Q3) Cost estimating is linked very closely with scope,schedule and resource planning.
A)True
B)False
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12
Chapter 11: Project Risk Planning
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Q1) All of the following are benefits that can be attributed to the effective use of a risk management plan EXCEPT:
A) It enables project managers to eliminate or reduce the impact of some threats.
B) It enables the project manager to identify and eliminate all risks
C) It facilitates communication with various project stakeholders.
D) It enables project managers to capitalize on some opportunities.
Q2) The primary questions project teams use in qualitative risk analysis are "how likely is this risk to happen?",and "if it does happen,how big will the impact be?"
A)True
B)False
Q3) A project risk is anything that may impact the project team's ability to achieve the general project success measures and the specific project stakeholders' priorities.
A)True
B)False
Q4) Identify five common project risk strategies employed to address threats that your project may face.Give an example of each.
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13
Chapter 12: Project Quality Planning and Project Kick-Off
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Q1) The quality revolution introduced many tools that can be used to improve the quality of project related processes and outcomes.List three core quality concepts and briefly note how they can be applied to projects.
Q2) All of the following items are valid reasons to conduct a project kick-off meeting EXCEPT:
A) to give team members a chance to see how all the parts fit together
B) to convince stakeholders that the project leaders will be good stewards of the customer's and organization's assets
C) to help involved workers to understand the touch points where work exchanges hands
D) to emphasize that all decisions will be made exclusively by the project manager
Q3) The four contemporary core project quality concepts that evolved from the quality gurus and frameworks include which of the following?
A) assumption-based management
B) stakeholder satisfaction
C) benchmarking
D) earned value management
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14
Chapter 13: Project Supply Chain Management
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Sample Questions
Q1) A contract is a unilateral,binding document that obligates the seller to furnish supplies or services to the buyer.
A)True
B)False
Q2) Project partnerships offer all of the following advantages to vendors EXCEPT:
A) More dependable stream of work
B) Clearly stated expected outcome
C) Buyer gains at the vendor's expense
D) Greater potential profit
Q3) All of these are factors that could lead to a decision to buy or outsource rather than make or perform in-house,EXCEPT:
A) Flexibility in procurement
B) Ability to utilize specialized suppliers
C) Inadequate capacity
D) More control over quality and time
Q4) Compare and contrast traditional project procurement management with the more contemporary approach - project partnering.What are the conditions or sharing requirements for effective project partnerships?
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15
Chapter 14: Determining Project Progress and Results
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Sample Questions
Q1) Quality control activities generally include all of the following EXCEPT:
A) Management by objectives
B) Deliverable peer reviews
C) Inspection
D) Testing
Q2) Some organizations rely upon a formal group authorized and responsible for reviewing,evaluating,approving,delaying,or rejecting any changes to any aspect of the project plan by following a formal communication method of documenting the decision process.This group is typically known as a:
A) stakeholder review board.
B) change control board.
C) project evaluation committee.
D) steering committee
Q3) The control quality process deals with using correct policies and convincing stakeholders that the project team is capable of producing good output.
A)True
B)False
Q4) Define integrated change control and briefly explain how it is accomplished in an organization.
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Chapter 15: Finishing the Project and Realizing the Benefits
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Sample Questions
Q1) A method for documenting and sharing lessons must be established in order for an organization to capitalize on lessons learned.
A)True
B)False
Q2) What is "validate scope" and why is it important to the project?
Q3) A project team attempting to close a project should review all of the following documents to ensure that everything promised was delivered EXCEPT:
A) the project charter
B) the stakeholder register
C) the work breakdown structure
D) the project schedule
Q4) Helping good workers to secure good follow-on work is one of the most important things a project manager must do near the end of the project.
A)True
B)False
Q5) Identify two actions a project manager can take to avoid terminating a project early.If these actions aren't effective,how should the project manager approach an early termination?
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