MBA Capstone Practice Questions
Course Introduction
The MBA Capstone is a culminating course that integrates knowledge and skills acquired throughout the MBA program. Through case studies, simulations, and strategic projects, students synthesize key concepts in leadership, finance, marketing, operations, and strategic management to address complex business challenges. The course emphasizes teamwork, critical thinking, and effective communication, preparing students to make data-driven decisions and implement innovative solutions in real-world scenarios. The MBA Capstone serves as a bridge between academic study and professional practice, equipping students with the tools necessary for successful management and leadership roles.
Recommended Textbook Project Management A Managerial Approach 10th Edition by Jack R. Meredith
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13 Chapters
683 Verified Questions
683 Flashcards
Source URL: https://quizplus.com/study-set/2431
Page 2
Chapter 1: Projects in Contemporary Organizations
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46 Verified Questions
46 Flashcards
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Sample Questions
Q1) Projects are bound by the three objectives of scope,time,and cost.These are collectively referred to as the _______________________.
A)Triple Constraint
B)Triple Factors
C)Three Constraints
D)Triple Play
Answer: A
Q2) The ___________________ is a project management organization headquartered in the United Kingdom,which started in the early 1970s and serves all of Europe.
A)PMI
B)APM
C)IPMA
D)PRINCE2
Answer: B
Q3) What are some of the benefits of using project management?
Answer: Better control,better customer relations,shorter development times,lower costs,higher quality and reliability,higher profit margins,etc.are the benefits of using project management.
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Page 3
Chapter 2: Strategic Management and Project Selection
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45 Verified Questions
45 Flashcards
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Sample Questions
Q1) Real options seek to reduce which of the following risks in projects?
A)political
B)environmental
C)technological and commercial
D)sociological
Answer: C
Q2) Scoring models are most often used to overcome this disadvantage of profitability models.
A)The inability to account for the time value of money.
B)The inability to account for project results beyond the payback period.
C)The inability to account for multiple decision criteria.
D)The inability to account for cash flow.
Answer: C
Q3) Financial forecasts are reported as __________ financial statements.
A)final
B)initial
C)pro forma
D)hypothetical
Answer: C
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Page 4
Chapter 3: The Project Manager
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55 Verified Questions
55 Flashcards
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Sample Questions
Q1) With respect to acquiring resources,there is a high potential for conflict between the functional manager and the project manager.Describe a major source of that conflict and suggest how it can be managed properly.
Answer: The project manager often will seek individuals with scarce but necessary skills.Moreover,the project manager will seek those individuals who are top producers.However,these are the very people the functional manager would like to retain to perform the work of the function.In order to manage this conflict,the use of an objective standard to set priorities is recommended.Instead of seeking to optimize the project or the function,the project manager and the functional manager should collaborate to solve the problem in a manner that maximizes organizational success for the business as a whole.
Q2) The project manager makes a __________ by allowing one aspect of the project to get worse in return for allowing another aspect of the project to get better.
A)decision
B)turnaround
C)trade-off
D)chart
Answer: C
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Page 5
Chapter 4: Managing Conflict and the Art of Negotiation
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) Using the Power-Interest Grid,match up these two dimensions of stakeholders with the appropriate relationship with the project manager.
A)Low power,low interest
B)High power,low interest
C)High interest,low power
D)High interest,high power
1)Monitor
2)Keep informed
3)Closely manage
4)Keep satisfied
Q2) Which one of the following choices was not identified by the authors as one of the reasons why organizations enter into partnership arrangements with each other?
A)Avoidance of litigation
B)Diversification of technical risk
C)Reducing internal conflict
D)Avoidance of capital investment
Q3) Identify three basic causes for change in projects.
Q4) Describe the four points of principled negotiation described by Fisher.
Q5) List and describe the three basic causes for change in projects.
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Chapter 5: The Project in the Organizational Structure
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61 Verified Questions
61 Flashcards
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Sample Questions
Q1) Identify three major advantages and disadvantages of using the pure project organization as the administrative home for project.Assume that the structure is appropriate for the project being undertaken.
Q2) Identify the statement that is not a major advantage of placing a project in the matrix approach.
A)A single individual,the project manager,takes responsibility for managing the project.
B)The project will have access to representatives from the administrative units of the parent firm.
C)The division of authority between the project manager and the functional managers is complex.
D)There may be less anxiety among team members about what will happen to them when the project is completed.
Q3) TQM and Six Sigma are good examples of ____________ programs.
A)participative
B)exclusive
C)frequency
D)inclusive
Q4) Discuss the advantages of empowering the project team.
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7
Chapter 6: Activity Planning: Traditional and Agile
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44 Verified Questions
44 Flashcards
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Sample Questions
Q1) Once the project charter is completed and the project approved,a more detailed project plan can be developed.Which of the following issues is not addressed in the detailed project plan?
A)Developing a plan for managing the human resources assigned to the project
B)Developing a plan for continuously monitoring and improving project work processes
C)Developing the Work Breakdown Structure
D)Developing a list of skilled workers to hire
Q2) The physical items to be delivered from a project are called __________.
A)materials lists
B)deliverables
C)milestones
D)risk factors
Q3) Agile IT project teams are typically __________ and located at __________.
A)large,a single site
B)small,multiple sites
C)large,multiple sites
D)small,a single site
Q4) Describe the general steps recommended by the authors for designing and using the WBS.
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Chapter 7: Budgeting and Risk Management
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55 Verified Questions
55 Flashcards
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Sample Questions
Q1) Describe the bottom-up budgeting process.
Q2) In risk response planning,where the goal of the project manager is to increase the probability that the opportunity will occur,the project manager must __________
A)exploit
B)share
C)enhance
D)accept
Q3) Unknown unknowns are not part of the baseline budget and are referred to as what?
A)management reserves
B)contingency reserves
C)PMBOK reserves
D)Buffered reserves
Q4) Suggest some reasons why the authors insist that the project manager must be familiar with the organization's accounting system.
Q5) Describe the top-down budgeting process.
Q6) Identify some of the common problems faced by the project budgeter.
Q7) Explain why senior managers view the bottom-up budgeting process as being risky.
Q8) Briefly describe the seven processes for risk management.
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Chapter 8: Scheduling
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56 Verified Questions
56 Flashcards
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Sample Questions
Q1) Project task E has the following estimates: (1)optimistic time - 10 days (2)Pessimistic time - 20 days,and (3)Most likely time - 12 Days.The standard deviation for time using the beta statistical distribution is ________ days.
A)1.5
B)1.67
C)2
D)2.33
Q2) In AOA networks,an activity of zero duration is called a(n)________.
A)dummy activity
B)critical
C)important
D)critical activity
Q3) The line connecting two nodes is referred to as a(n)
A)arc
B)bridge
C)critical node
D)milestone
Q4) Explain the meaning of slack in a network.
Q5) Describe the process for determining the critical path in a network.
Q6) Explain the difference between total slack and free slack in a network.
Page 10
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Chapter 9: Resource Allocation
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53 Verified Questions
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Sample Questions
Q1) The formula for computing the cost / time slope for each activity that can be crashed is __________.
A)(crash cost + normal cost) / (crash time + normal time)
B)(crash cost - normal cost) / (crash time - normal time)
C)(normal cost + crash cost) / (normal time + crash time)
D)(normal cost - crash cost) / (normal time - crash time)
Q2) Three important parameters used to assess the effectiveness of a scheduling system include schedule slippage,in-process inventory,and __________.
A)resource utilization
B)time utilization
C)management delay
D)schedule utilization
Q3) The __________ heuristic provides a general solution for critical path and time and is usually the default rule for a schedule.
A)as soon as possible
B)as late as possible
C)minimum slack first
D)shortest task first
Q4) Discuss some other causes of the strong optimistic bias in a project schedule.
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Chapter 10: Monitoring and Information Systems
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) The first step in setting up a monitoring system is to __________.
A)collect existing data to see what data is relevant and available
B)collect every available piece of information so it can be analyzed
C)use whatever information is available
D)identify the key factors to be controlled
Q2) In earned value analysis,the __________ is computed as the earned value minus the actual cost of work performed.
A)schedule variance
B)cost variance
C)time variance
D)CPI
Q3) List the four conventions used to aid in estimating percent completion.
Q4) If CPI = 1.05,then __________ is favorable.
A)time variance
B)schedule variance
C)cost variance
D)performance variance
Q5) List and describe five telltale signs of project trouble it is wise to monitor.
Q6) Suggest some practical measures that can be used to improve the perception about the benefits of meetings.
Page 12
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Chapter 11: Project Control
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48 Verified Questions
48 Flashcards
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Sample Questions
Q1) The ___________ is calculated as (actual progress / scheduled progress)× (budgeted cost / actual cost)
A)critical ratio
B)highlighted ratio
C)cybernetic ratio
D)efficiency ratio
Q2) Go / no-go controls operate __________.
A)continuously
B)only when exceptions are detected
C)only when and if the controller uses them
D)only at phase gate reviews
Q3) Identify some of the factors that can cause a project to require control of time.
Q4) What are the two fundamental objectives of control?
Q5) A(n)__________ is a monitoring system that forewarns the project manager if trouble arises.
A)configuration management system
B)internal IDC system
C)cybernetic system
D)early warning system
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Chapter 12: Project Auditing
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63 Verified Questions
63 Flashcards
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Sample Questions
Q1) Research by Walker argues that __________ is essential for management's ability to assemble information that is both timely and accurate.
A)independence
B)knowledge
C)efficiency
D)technology
Q2) The __________ of the audit should be reported as of the time of the audit.It should contain the following measures of performance: cost,schedule,progress,and quality.
A)future project status
B)introduction
C)risk management
D)current status
Q3) The __________ of an audit report contains a description of the project to provide a framework of understanding for the reader.Project objectives are clearly delineated.
A)current status
B)future project status
C)introduction
D)risk management
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Page 14
Chapter 13: Project Closure and Benefits Realization
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51 Verified Questions
51 Flashcards
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Sample Questions
Q1) Special __________ managers are sometimes useful in completing the long and involved process of shutting down the project.
A)close-out
B)starvation
C)shut-down
D)closure
Q2) A good project management system will have a __________ that should be documented in the project final report.
A)memory
B)cost
C)budget decrement
D)project charter
Q3) Discuss the conditions where it can be said that a project has been closed.
Q4) The __________ is an administrator responsible for wrapping up the administrative details of a project.
A)stakeholder
B)project manager
C)program administrator
D)closure manager
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