Chapter 14 Project Closeout and Termination

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A) Extinction.
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1) The project was over, so each worker went back to her usual assignment, taking with them the notebook they were issued when the project began. They never were sure whether the project had been successful or unsuccessful, but they could be positive that the project was terminated by: A) Extinction. B) Addition. C) Integration. D) Starvation.
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B) The project is so successful that it becomes institutionalized.
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2) Termination by addition occurs when: A) Scope creep adds too many activities to the project that prevent it from being completed on time or within budget. B) The project is so successful that it becomes institutionalized. C) A new project is added to the organization and it commands all of the resources for the original project. D) New members join the project team once the project has begun and their skills are insufficient to successfully complete the project.
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C) Terminated by integration.
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3) Once the project was successfully concluded, the team members returned to their roles in the organization, occasionally congregating at the water cooler to relive their halcyon days of yore. No one could argue that their project was: A) Terminated by extinction. B) Terminated by addition. C) Terminated by integration. D) Terminated by starvation.
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D) Starvation.
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4) The departmental patriarch spent his last years at the university developing and promoting a Student Portfolio Project that required all departmental faculty to create integrated course projects and maintain a database of their students’ work. New graduates could refer their prospective employers to the Student Portfolio Project database to mine examples of their work. The patriarch retired, funding and effort dried up, and the project lingered in a few syllabi and on the department’s web site for a year or two but now any mention of it elicits either puzzled looks or wry grins from the remaining faculty. The patriarch’s Student Portfolio Project has officially been terminated by: A) Extinction. B) Addition. C) Integration. D) Starvation.
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A) Addition and integration
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5) Which two types of project termination are reserved for successful projects? A) Addition and integration B) Integration and starvation C) Starvation and extinction D) Extinction and addition
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B) Starvation and extinction
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6) Which two types of project termination can occur for unsuccessful projects? A) Integration and starvation B) Starvation and extinction C) Extinction and addition D) Addition and integration
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C) Termination by extinction
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7) Which type of project termination can occur for a project that is successful and for a project that is unsuccessful? A) Termination by addition B) Termination by integration C) Termination by extinction D) Termination by starvation
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D) Addition.
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8) A successful project that also creates a need for a change to organizational structure is probably terminated by: A) Extinction. B) Integration. C) Starvation. D) Addition.
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C) Starvation.
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9) The emeritus physics professor taught at the university for forty years and had built quite a following in the community and an enviable LinkedIn network of alumni donors. The university was loath to ask him to retire, so they set up a lab where he could pursue his two passions, a perpetual motion machine and cold fusion, either of which would solve the world’s energy problems. As the years passed, the budget was held constant and suffered due to the rise in prices for perpetual motion machine parts. Cold fusion material certainly wasn’t getting any cheaper either, and it was evident to all the other physicists that the project was subjected to termination by: A) Extinction. B) Integration. C) Starvation. D) Addition.
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A) Punch list.
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10) The final items that are left to accomplish or correct at the end of a construction project are on the: A) Punch list. B) Check list. C) Check sheet. D) Errata sheet.
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B) Finish the work.
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11) Of the project closeout management steps listed, the first is to: A) Hand over the project. B) Finish the work. C) Gain acceptance for the product. D) Review how it all went.
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D) Review how it all went.
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12) Of the project closeout management steps listed, the last is to: A) Hand over the project. B) Finish the work. C) Gain acceptance for the product. D) Review how it all went.
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A) Disband the team
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13) Which of these project closeout management steps listed is ongoing throughout the closeout process? A) Disband the team B) Finish the work C) Gain acceptance for the product D) Review how it all went
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C) Maintain focus on the current project.
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14) A significant challenge during the finishing the work element of project closeout management is to: A) Demonstrate viability of the project. B) Gain customer acceptance of the product. D) Capitalize on new opportunities that arise from this project.
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C) Private Finance Initiative.
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15) The PFI arrangement in the United Kingdom for projects is an acronym for: A) Project Failure Insurance. B) Profiterole Filling Inclusion. C) Private Finance Initiative. D) Primary Figure Investment.
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D) Limit risk for the customer in the short run.
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16) The BOT option for large projects is designed to: A) Automate the payment process. B) Automate the closeout process. C) Keep the door open for new projects between the customer and project organization. D) Limit risk for the customer in the short run.
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A) The project organization must operate the work product of the project for a while.
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17) Under the BOT option for a project: A) The project organization must operate the work product of the project for a while. B) The customer organization must accept the work product of the project at the scheduled delivery date. C) The project organization may build the work product to their own specifications instead of the customer’s. D) The customer organization transfers employees to the project organization for the duration of the project.
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C) The project organization must take initial ownership of the product.
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18) The difference between a BOT contract and a BOOT contract is that under the BOOT contract: A) The customer must observe all phases of the project process before the product is handed over. B) The project organization is obligated to complete the project on time. C) The project organization must take initial ownership of the product. D) The customer must organize the project’s resources for the project organization.
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C) Higher financial risks.
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19) The disadvantage of a BOOT contract to the project organization is that they must take on: A) Higher safety risks. B) Higher failure risks. C) Higher financial risks. D) Higher competitive risks.
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D) Gaining acceptance for the product.
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20) A research study on the critical success factors for projects found that an important determination of whether the project is successful is the element of: A) Putting it all to bed. B) Reviewing how it all went. C) Disbanding the team. D) Gaining acceptance for the product.
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A) The project development phase.
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21) In order to facilitate acceptance for the project, the project team should start planning for the project’s transfer and use during: B) The project termination phase. C) The project close-out phase. D) The project work phase.
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A) Client relationship with the project team.
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22) The key to begin harvesting the benefits of a project is to first develop an effective: A) Client relationship with the project team. B) Measurement system for project use and value assessment. C) BOOT agreement that clearly stipulates when transfer of title occurs. D) Enterprise resource planning package to manage human, financial, and material resources.
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D) The result of an internal cause.
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23) Systematic errors could be BEST described as: A) The result of a one-time occurrence. B) The result of an external cause. C) The result of some freak accident. D) The result of an internal cause.
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A) Heviewing how it all went.
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24) A lessons-learned analysis falls under the project closeout management element of: A) Heviewing how it all went. B) handing over the product. C) Finishing the work. D) Putting it all to bed.
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B) Failure to enforce the archiving of this knowledge.
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25) The project review session was one epiphany after another for the project organization. A number of systematic errors were properly identified and the root causes of a number of problems were identified. Sadly, the review session was not leveraged to its fullest extent thanks to: A) The disbanding of the project team. B) Failure to enforce the archiving of this knowledge. C) A restrictive BOOT contract. D) A liberal BOT contract.
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C) Fix the problems.
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26) An important guideline to follow in a lessons-learned meeting is to: A) Make sure to properly assign blame for all that went wrong. B) Make sure that events receive necessary spin. C) Fix the problems. D) Include all stakeholders.
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D) From all possible viewpoints.
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27) The goal of a lessons-learned meeting is to recapitulate the series of events: A) As subjectively as possible. B) From the project manager’s viewpoint. C) As intuitively as possible. D) From all possible viewpoints.
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A) Putting it all to bed.
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28) The closeout step that requires all contractual documents be recorded and archived is: A) Putting it all to bed. B) Finishing the work. C) Reviewing how it all went. D) Harvesting the benefits.
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D) They are more likely to work collaboratively in the future.
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29) Research clearly indicates that when team members have experienced positive psychosocial outcomes from a project: A) They are actually less likely to work collaboratively in the future. B) They tend to fear future projects because they feel the law of averages will catch up with them. C) Their enthusiasm level wanes due to mental and physical exhaustion. D) They are more likely to work collaboratively in the future.
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A) Celebrated so there is motivation for future projects.
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30) Disbanding the project team should be: A) Celebrated so there is motivation for future projects. B) Done in a highly structured manner. C) Done in a highly informal manner. D) Handled in an off-hand manner.
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B) Getting the project signed off discourages other closeout activities.
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31) Which statement about project closeout activities is BEST? A) Closeout activities are usually given a high priority. B) Getting the project signed off discourages other closeout activities. C) Because all projects are unique, the actual carryover from project to project is minimal. D) Closeout activities are impossible to ignore.
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C) But they may have several common points.
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32) All projects are unique: A) Therefore all project management circumstances are equally unique. B) So knowledge cannot be transferred. C) But they may have several common points. D) So knowledge should not be transferred to avoid bias in future projects.
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D) An organizational learning process.
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33) Lessons-learned analysis is BEST described as: A) A bookkeeping process. B) A personnel reassignment process. C) A pressure relief process. D) An organizational learning process.
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B) High sunk costs.
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34) A static factor that may lead to early termination for a project is: A) Less capital availability. B) High sunk costs. C) Intermittent rewards. D) Loss of the project champion.
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C) The low probability of achieving technical or commercial success.
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35) Research indicates that the number one reason for terminating research and development projects is: A) That the project is found to be inconsistent with organizational goals. B) The project costs more to complete than originally planned. C) The low probability of achieving technical or commercial success. D) Increased government restrictions.
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D) Low probability of return on investment
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36) Which of these factors weighs heavily in the decision to terminate a project? A) Inability to protect results B) Increased market receptiveness C) Meeting project cost milestones D) Low probability of return on investment
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A) Worker commitment.
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37) A behavioral issue that is crucial to maintaining the ongoing viability of a project is: A) Worker commitment. B) Increasing importance to the firm. C) Financial impact to the company. D) Relatively minor technical problems.
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B) The lack of viable commercial objectives.
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38) Surveys on the early warning signs of project failure indicate that a red flag for failure is: A) The time to complete the project lengthens. B) The lack of viable commercial objectives. C) The political forces have turned against the project. D) The benefits of the project won’t be realized until the end.
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C) The new product being developed was targeting a market that few new products and firms were entering or exiting.
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39) Researchers have determined that one significant early warning sign of project failure is: A) The time to complete the project lengthens. B) The rewards were available on an intermittent basis. C) The new product being developed was targeting a market that few new products and firms were entering or exiting. D) There was little prior experience on the project team.
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D) External reasons, such as a change in the organization’s environment, are often the reasons for project termination.
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40) Which of these statements about early termination decisions is BEST? A) The decision to pull the plug is usually clear-cut. B) A project’s viability is usually a purely internal issue. C) Projects that can fulfill a useful purpose in the marketplace are not killed. D) External reasons, such as a change in the organization’s environment, are often the reasons for project termination.
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A) When the project no longer meets strategic fit criteria.
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41) 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.
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B) Obsolete before it can be finished.
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42) The rapid evolution of technology and the need to freeze a project’s scope can combine to render a project: A) Too costly to complete. B) Obsolete before it can be finished. C) A poor fit with current company strategy. D) So complex that it will take too long to complete.
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D) Intellectual and emotional issues.
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43) The work breakdown for project termination issues can be broadly categorized into: A) Emotional and devotional issues. B) Visceral and discrete issues. C) Intellectual and intersectional issues. D) Intellectual and emotional issues.
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A) An emotional staff issue.
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44) Loss of team identity is: A) An emotional staff issue. B) An emotional client issue. C) An intellectual internal issue. D) An intellectual external issue.
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B) Loss of project-derived motivation
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45) Construction of the largest egg in the world seemed like a good idea when the Pixley city council awarded Halliburton the construction contract, but as the weeks turned into months the idea had lost much of its charm. What emotional issues might the project team be facing? A) Availability of key personnel B) Loss of project-derived motivation C) Disposal of unused material D) Communicating closure
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C) Identification of remaining deliverables.
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46) An internal intellectual issue that arises when a project is terminated is: A) Agreement with suppliers on outstanding commitments. B) Closing down facilities. C) Identification of remaining deliverables. D) Determinants of requirements for audit trail data.
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D) Intellectual and external issue.
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47) When a project is shut down, the project team must ensure that all relevant stakeholders are clearly aware of the project shut down, including the date by which all activities will cease. This is an: A) Intellectual and internal issue. B) Emotional issue of the project team. C) Emotional issue of the clients. D) Intellectual and external issue.
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A) Intellectual and internal.
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48) Projects accumulate quantities of unused supplies and materials. It is imperative that an organization have a method for disposing of these materials when a project is terminated. This issue is: A) Intellectual and internal. B) Intellectual and external. C) Emotional and of the project team. D) Emotional and of the client.
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B) An emotional one for the clients.
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49) Many times, clients will shift new people into the project who have no experience with it as they move their key people to new challenges. This issue is: A) An emotional one for the project team. B) An emotional one for the clients. C) One that is internal and intellectual. D) One that is external and intellectual.
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C) Emotional issue for the project team.
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50) The Microserf was in a blind panic; now that the latest version of the Bob operating system was ready for sale, he would have to latch onto a new project team or face life on the mean streets of Redmond. This is indubitably an: A) Emotional issue for the clients. B) Internal, intellectual issue. C) Emotional issue for the project team. D) External, intellectual issue.
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D) The determinants of requirements for audit trail data.
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51) An example of an external intellectual issue is: A) The control of charges to the project. B) The screening of partially completed tasks. C) The identification of outstanding commitments. D) The determinants of requirements for audit trail data.
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A) There is no contractual basis for a claim.
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52) An ex-gratia claim made when a project is closed down is made when: A) There is no contractual basis for a claim. B) The project company fails to perform to the terms of the contract. C) The client company fails to perform to the terms of the contract. D) A third party causes either the client or project company to fail to perform to the terms of the contract.
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B) The client firm may have some legal claim to punitive damages.
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53) When contractual claims are defaulted due to the failure of a project to be completed and delivered: A) The client firm should file an ex-gratia claim. B) The client firm may have some legal claim to punitive damages. C) The project firm should file an ex-gratia claim. D) The project firm may have some legal claim to recovery.
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C) Arbitration.
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54) The formalized system of dealing with grievances and administering corrective justice to parties in a bargaining position is: A) Collective bargaining. B) Distributive justice. C) Arbitration. D) Compensation.
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D) Can settle outstanding claims or disputes provided that all parties agree to its use.
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55) Binding arbitration: A) Requires that a terminated project be completed before damages are awarded. B) Requires empanelment of equal numbers from both the client and project organizations to reach a verdict. C) Should be used to settle disputes only if the principle of caveat emptor does not apply. D) Can settle outstanding claims or disputes provided that all parties agree to its use.
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A) The judge can offer suggestions for dispute resolution but cannot enforce these opinions.
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56) In non-binding arbitration: A) The judge can offer suggestions for dispute resolution but cannot enforce these opinions. B) The two parties agree to open up, or unbind, their books for inspection by the other party. C) The client and project organizations both agree to perform exactly what the judge decrees. D) The client and project organizations are not bound by the rules of law.
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B) How the project fared compared to baseline schedule and budget.
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57) The final project report should answer questions related to project performance, such as: A) How the organization’s operating structure either helped or hindered the project team and their efforts. B) How the project fared compared to baseline schedule and budget. C) How consistently the organization estimated the completion time for activities. D) How close the project came to achieving its goals.
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C) The method of determining the number of signatures in the change order process
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58) Administrative performance review is an important component of the final project report. Which item is a key facet of administrative performance? A) The method of assuring that project team members have adequate training B) The method of determining activity and resource costs C) The method of determining the number of signatures in the change order process D) The method of measuring stakeholder satisfaction
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C) Team-building and staffing policies.
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59) The final report should include an assessment of the effectiveness of the project team, not only in terms of actual performance on the project, but also with regard to: A) Imagined performance on the project. B) Planned performance on the project. C) Team-building and staffing policies. D) Their progression through the stages of group development.
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B) Resource costs could be better estimated.
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60) A final report section on the techniques of project management would include an honest assessment of whether the: A) Benefits promised to the client were actually delivered. B) Resource costs could be better estimated. C) Project workers came together as a team. D) The project finished on time.
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C) Lay the groundwork for successful future projects.
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61) The primary goal in requiring a project final report is to: A) Formally close out the project. B) Provide the customer with a sense of completion. C) Lay the groundwork for successful future projects. D) Find out the root cause for all failures, both major and minor.
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D) A forward-looking document.
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62) The project final report is fundamentally: A) An historical record. B) A review of human activity. C) Window dressing for the project. D) A forward-looking document.
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A) Maintaining the energy and motivation to finish.
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63) Some of the greatest challenges facing project teams during termination is: A) Maintaining the energy and motivation to finish. B) Providing accurate data for the project final report. C) Providing accurate root cause analysis for the project final report. D) Finding another project to begin.
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B) A project.”
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64) A classic statement regarding project termination and closeout is, “The termination of a project is: A) The start of the next project.” B) A project.” C) Never ending.” D) An opportunity.”
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C) Whether lessons-learned were truly learned.
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65) 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.

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