Q. The nature of the interrelationships between the components in a system defines the

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Q. To be useful, PM's experience must be generalized and

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Q. The functional manager should be more skilled at

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Q. Project's success is the result of a delicate balance of power between

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Q. Every decision the PM makes limits the scope of

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Q. The main obstacles clustered around the Project completion phase includes

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Q. It is assumed that in order to ensure creativity, professionals require

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Q. PM is responsible for the project, but the functional managers will probably make some of the fundamental and critical

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Q. Project success is dependent on support from parent organization's

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Q. The great number of fairly small, short-term projects when managed by an experienced PM, serve a purpose

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Q. A ratio to evaluate a proposed course of action is known as

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Q. Discipline-oriented individuals tend to view the problem through the eyes of their

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Q. Scope creep affect not only the project but the PM as well, to make trade-offs to keep the project

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Q. The resources initially budgeted for a project are frequently

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Q. A unique role of the PM is to contrast it with that of a functional manager in charge of one of a firm?s functional departments such as

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Q. The demands of uniqueness in a PM concerned areas are

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Q. The precise nature of the trade-offs varied depending on the stage of the project

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Q. According to Shehnar, as the system complexity increases from "assembly" to "system", the style progresses from

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Q. Projects are only as successful as the degree to which the project manager is an effective

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Q. Managers, who are administratively responsible for deciding how something will be done to accomplish the task, are known as

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