Risk of scope change caused by increased user knowledge can be managed by improving the communication with the client and establishment of a

A. Formal process to handle change

B. Informal process to handle change

C. Compromises to handle change

D. Interface to handle change

Projects that calls for the highest level of negotiating skills of the PM can be of

A. 2 situations

B. 3 situations

C. 4 situations

D. 5 situations

The implemented first part of partnering process covers

A. Resolving problems

B. Joint evaluation

C. Acceptance of goal for improvement

D. Support for the process from SM

A solution in which no party can be made better off without making another party worse off by the same amount or more, is known as

A. win-win solution

B. win-lose solution

C. Close-lose solution

D. Pareto-Optimal Solution

Approaching intra-project disputes with a desire to have a victory over other parties is

A. Appropriate

B. Ideal Approach

C. key to success

D. Inappropriate

Partnering requires continuous support of project objectives and

A. Partnering scope

B. Partnering content

C. Partnering agreements

D. Partnering strategy

Scope in project management constitutes of PMBOK knowledge area at position

A. 2nd

B. 3rd

C. 4th

D. 6th

As the firm is concerned, they are conflicts between allies, not

A. Participants

B. Rule makes

C. Opponents

D. Resolvers

Conflicts arising inside the organization may also appear to involve

A. Property Rights

B. Obligations

C. Set of complex rules

D. Both A and B

As the firm is concerned, they are conflicts between allies, not

A. Participants

B. Rule makes

C. Opponents

D. Resolvers

The third cause of change in the project management is in the form of

A. Innovation

B. Technological Uncertainty

C. Increased client knowledge

D. Change in environment

The total level of conflict is highest during the project

A. Project formation Stage:

B. Project Buildup Stage

C. Main program stage

D. Project Phase-out stage

No matter how ornate the procedure is, most firms actually have only priorities of

A. 1 level

B. 2 levels

C. 3 levels

D. 5 levels

Once project partnering is done, the step is

A. Scope change

B. Chartering

C. Establishing network of subcontractors

D. Establishing Council

Relations between the organization carrying out a project and a subcontractors are characterized as

A. Adversarial

B. Competitive

C. Partnership

D. Conflictual

In third level of priority, the existing projects are of type

A. Random-level priority

B. Urgent-type priority

C. lower-priority

D. High-priority

Interparty agreements must be reached for partnering to

A. Succeed

B. Chartering

C. Funding

D. Scoping

Conflicts perceive things differently and feel strongly about the

A. Decisions

B. Agreements

C. Similarities

D. Differences

There are many groups of competitors engaged in cooperative activities and other

A. Cooperative Development

B. Cooperative Research

C. Cooperative manufacturing

D. Cooperative membership

A specific project charter appeared in Cowen, 1992. Committed to keep cost growth to less than

A. 1 percent

B. 2 percent

C. 5 percent

D. 10 percent

Cooperative project team with a single set of goals and established procedures for resolving disputes in a timely and effective manner, is

A. Project Partnering

B. Project Chartering

C. Project Scope change

D. Project Mission

In Fisher development the win-win solution is known as

A. Principled Negotiation

B. A Negotiation

C. A2 Negotiation

D. Ideal Negotiation

A commitment of finishing project on schedule, means

A. Timely resolution of issues

B. Manage joint schedule

C. Both A and B

D. Managing schedule

Schedules are a major source of conflicts in the

A. Project formation

B. Project Buildup

C. Main program

D. Project Phase-out

The Thamhain's cited definition of project's life cycle was

introduced in

A. 1973

B. 1974

C. 1975

D. 1976

The signed-off project plan or set of action plans can constitute

A. Project Partnering

B. Project Scope

C. Project Charter

D. Project's Scope change

The parties to negotiation see themselves as

A. Members

B. Justice seekers

C. Problem makers

D. Opponents

The rules of conduct for the project are altered, is definition of

A. Change in environment

B. Increased client knowledge

C. Technological Uncertainty

D. Innovation

The favored technique for resolving conflict is

A. Negotiating

B. Conciliation

C. Removal of participants

D. Not entertaining them.

"Objective is to find a solution so that no party can be made bet- ter off without making another party worse off", was said by

A. Wall's solution

B. Roget's solution

C. Pareto-optimal solution

D. Cohen solution

The way in which organizations facilitate the conflict integration is to establish

A. Lateral

B. Former Relations

C. Formal Relations

D. Basic relative relations

The subcontractor's objective is to produce the deliverables at the

A. High profit

B. High quality

C. Least delay

D. High delay

The concept developed to replace the adversarial approach is

known as

A. Chartering

B. Partnering

C. Funding

D. Scope change

Horizontal distribution across lines of authority means that each unit will have its

A. Own goals

B. Own set of rules

C. Own scope

D. Own strategy

The organizational structure selected will have a major impact on the ways in which the

A. Project is formatted

B. Projects are handled

C. WBS is handled

D. Conflicts are handled

The last-part of partnering process between the parent organization and subcontractors covers issues of

A. Support for the process from SM

B. Acceptance of goal for improvement

C. Joint evaluation

D. Resolving problems

Project negotiation requirements are that conflicts must be settled without

A. Temporary Damage

B. Permanent Damage

C. Decision making

D. Scoping out

Acceptance of a goal for continuous improvement for the joint project, is also known as

A. Top Quality Management

B. Total Quality Management

C. Team Quality Management

D. Twice Quality Management

The cause of change in environment can be managed by having some

A. Restoration

B. Backups

C. Flexibility

D. Error management technology

Chartering attests to the fact that management of all areas covered must be on

A. Same Level

B. Different levels

C. Hierarchy

D. Relating terms

The cause of change in environment can be managed by having some flexibility in the

A. Quality of project

B. Budget of project

C. Schedule of project

D. Both B and C

Project charter is simply a written agreement between the

A. Project Manager and subcontractors

B. Functional managers and Project Manager

C. Senior management and project managers

D. Both B and C

Working interfaces have been developed and put in place, at the stage

A. Project formation

B. Project Buildup

C. Main program

D. Project Phase-out

"How will conflicts over resources/facility usage between this and other projects be settled?", is critically settled at level

A. Main program

B. Project formation

C. Project Buildup

D. Project Phase-out

Charters details the expected deliverables, including schedules and

A. Budgeting and resource commitment

B. Cast computing

C. Quality computing

D. Performance computing

The scope of most projects is subject to considerable

A. Risks

B. Uncertainty

C. Failure

D. Success

Stating immediate wants on the assumption that the environment is static.

A. Pareto Negotiation

B. Principled Negotiation

C. Static Negotiation

D. Positional Negotiation

At base, conflicts arise because of the different expectations of

A. Project Managers

B. Functional managers

C. Personnel

D. Both A and B

The important aspects of project management, reflecting from conflicts are

A. Technical procedures

B. Administrative procedures

C. Both A and B

D. Contractual procedures