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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
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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
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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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