Q1 The frequency of progress reports will depend on the nature of the projects
Q2 Ideally, managing progress in projects does not involve the use of Reports from team members
Q3 Project meetings do not identify problems associated with a project
Q4 Successful project meetings involve sending the agenda well in advance
Q5 Project meetings do not constitute a vital part of project implementation
Q6 The paying of scheduled and unscheduled visits to project sites by the manager is known as Management by Walk About
Q7 The progress report questionnaire is designed to measure the progress of work in a project
Q8 The actual kick-off of the project is the beginning of proper project implementation
Q9 In a public sector setting, project authorization may involve the Ministry signing a formal contract with the manager
Q10 Project implementation highlights the basic processes and principles to be followed in project implementation
Q11 Just-in-time (JIT) management technique was adopted by managers to reduce stoch holdings by manufacturers
Q12 There is a very strong link between timing of purchase orders, delivery and commencement of project activities
Q13 The purchasing function goes beyound issuing of local purchase order (LPO)
Q14 Stores management is not an important aspect of materials management
Q15 Materials management is concerned about the purchasing and control of materials of a project
Q16 Equity financing is associated with private sector project
Q17 Sources of cash for public and private projects do not vary
Q18 Cash flow schedules are schedules which show inflows (income) of a project and also outflows (expenditures) of a project
Q19 The accountant should be issued with priority list for the necessary purchase arrangements to be made
Q20 The cost of materials to be scheduled will vary depending on the nature of the project
