Q. The PM must make trade-offs between the project goals of the ancillary goals and

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Q. The unique demand on a PM is acquiring adequate physical resources and

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Q. Running a project requires constant selling, reselling, and explaining the project to

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Q. If a PM directs more than one project, he or she must make trade-offs between

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Q. The functional manager uses the analytic approach and the PM uses the

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Q. Incomplete information can blind the PM to an incipient crisis, just as excessive information can desensitize the PM to

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Q. In the process being managed, the functional manager's knowledge must be in the

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Q. Shenhar (1998) classifies projects across dimensions of

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Q. The environment of a system is defined as everything outside the system that receives system outputs from it or delivers

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Q. The PM must also make trade-offs between project progress and process, i.e.

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Q. Breaking problems into smaller parts to understand the parts better and solve the problem is called

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Q. At the project completion phase, obstacles tend to be

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Q. The PM learns by experience, but a wise PM learns from the

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Q. The individual who has the responsibility for performing and completing a task sometimes overestimates

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Q. A PM with reasonable technical competence seems to be associated with project

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Q. The PM should build and maintain a solid

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Q. Shenhar 's Second dimension of classification covers

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Q. Project selection models can be classified in

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Q. In PS, when a list of objectives has been developed, an additional recommendation is

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Q. We need a model for assisting us in making project

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