“Project Development and Management: A

Facilitator’s Manual”
Author of the Book : Jesabel Tabares
Ronabelle Pad-ay
Huberto C. Zanoria
1. This is a sub-specialization under social administration. It gained traction when
service agencies cannot immediately respond to emerging demands of development
partners and beneficiaries.

a. Social Development d. Community Development

b. Management and Leadership e. Environmental development
c. Project Management

2. It is a development that meets the needs of the present without compromising the
ability of future generations to meet their own needs.

a. Project development d. Efficiency

b. Sustainability e. Environmental development
c. Social development

3. It is a multi-disciplinary perspective pursuing both the development of the human

person and society but also preserving the natural environment for future generations.

a. Project development d. Sustainable human development

b. Social development e. Environmental development
c. Community development

4. This mean that control should be lodged in the community residents themselves.

a. Sustainability d. Sustainable human development

b. Community development e. Project development
c. Bottom-up development

5. It is a process of forecasting social goals or targets and then preparing a plan to address
them.

a. Project management d. Community development

b. Social planning e. Project development
c. Locality development

6. This refers to features of social organization such as trust, reciprocity, norms and
networks – that facilitate coordination and cooperation for mutual benefit, and
increase a society’s productive potential.

a. Organization’s asset d. Advocacy

b. Organizational goal e. Organizational chart
c. Social capital
7. It is a resource that can be developed through particular types of social relationships.

a. Natural resources d. Organizational chart

b. Human resources e. Organization’s VMGO
c. Social capital

8. This means that humans and what they do are more and more interconnected.

a. Global Village d. Integration

b. Networking e. Interconnectedness
c. Globalisations

9. Within this framework globalisation means new political and social alliances that
integrate cultures and societies, as well as the fragmentation of social formations.

a. Universalisation vs. Particularisation

b. Centralisation vs. decentralisation
c. Integration vs. Fragmentation
d. Interconnectedness vs. Withdrawal
e. None of the above

10. One of the example of this framework of globalisation is the long struggle among Moro
and Cordellera peoples for autonomy and cultural identity.

a. Universalisation vs. Particularisation

b. Centralisation vs. decentralisation
c. Integration vs. Fragmentation
d. Interconnectedness vs. Withdrawal
e. Both c and a

11. Examples of this framework of globalisation are the experience of watching the world
through the eyes of CNN journalists, or working on an assembly production line
making cars.
a. Universalisation vs. Particularisation
b. Centralisation vs. decentralisation
c. Integration vs. Fragmentation
d. Interconnectedness vs. Withdrawal
e. Both a and b

12. Example of this framework of globalisation is people withdrawing into small

communities. This is manifested in movements of localisations, where people focus
on local economies and local product.
a. Universalisation vs. Particularisation
b. Centralisation vs. decentralisation
c. Integration vs. Fragmentation
d. Interconnectedness vs. Withdrawal
e. Both a and b
13. It is an analysis which ascertains/checks the viability of an undertaking and guides
organization.

a. Socio-demographic profile d. Project plan

b. Community study e. Technical feasibility
c. Project feasibility study

14. This part of study discusses the nature of the project, the type of technology needed,
its availability, the proper mix of resources and how to optimize its use.

a. Technical feasibility d. Social acceptability

b. Beneficiary needs analysis e. Economic capability
c. Organizational viability

15. This deals with social soundness and gender sensitivity of the project.

a. Economic capability d. Social acceptability

b. Beneficiary needs analysis e. Beneficiary needs analysis
c. Organizational viability

16. This looks into the nature of unsatisfied project demands in terms of its growth and
the manner in which it is to be met.

a. Economic capability d. Social acceptability

b. Beneficiary needs analysis e. Organizational viability
c. Environmentally safe

17. It is a simplified financial and economic analysis of projects.

a. Economic capability d. Social acceptability

b. Beneficiary needs analysis e. Environmentally safe
c. Organizational viability

18. This is the beginning of the project and the most critical aspect of the project
management process.

a. Project design d. Project scope management

b. Project plan e. Project proposal
c. Project feasibility study

19. This refers to the work plan that is one of the common tools used in project
management to help with good time management.

a. Work breakdown structure (WBS) d. Planner

b. Grantt chart e. Project schedule
c. Critical path method (CPM)
20. This is known as calendar and is one of the common tools used in project management
to help with good time management.

a. Work breakdown structure (WBS) d. Planner

b. Grantt chart e. Project schedule
c. Critical path method (CPM)

21. This tool is used to determine the length of project and to identify the activities that
are critical to complete project.

a. Work breakdown structure (WBS) d. Planner

b. Grantt chart e. Project schedule
c. Critical path method (CPM)

22. It is an approach to project management based on clearly defined results and the
methodologies and tools to measure and achieve them.

a. Results-based management d. Project-based management

b. Time management e. Project management
c. Project procurement management

23. This type of monitoring tracks effects and impacts.

a. Process monitoring d. Beneficiary monitoring

b. Results monitoring e. Context monitoring
c. Compliance monitoring

24. This type of monitoring tracks the use of activities and resources, the progress of
activities and the delivery of output. It examines how the activities are delivered – the
efficiency in time and resources.

a. Process monitoring d. Context monitoring

b. Results monitoring e. Organizational monitoring
c. Compliance monitoring

25. This type of monitoring tracks the setting in which the project/programme operates,
especially as it affects identified risks and assumptions, but also any unexpected
considerations that may arise.

a. Process monitoring d. Context monitoring

b. Organizational monitoring e. Beneficiary monitoring
c. Compliance monitoring
26. This type of monitoring tracks the sustainability, institutional development and
capacity building in the project and with its partners.

a. Process monitoring d. Context monitoring

b. Organizational monitoring e. Compliance monitoring
c. Beneficiary monitoring

27. It is an alternative to such a longitudinal “before-after” evaluation. It assess the

efficacy and effectiveness of a project intervention by comparing a target with a control
group.

a. Project review and evaluation d. Project cycle management

b. Monitoring e. Evaluation
c. Randomized controlled trial

28. This can be defined as the art of getting others to do what you cannot necessarily do
yourself, by organizing, controlling and directing resources.

a. Leadership d. Conflict management

b. Management e. Organization
c. Effective teamwork

29. It is the ability to identify what has to be done and then to select the people who are
best able to tackle it.

a. Leadership d. Conflict management

b. Management e. Organization
c. Effective teamwork

30. It is defined as the undesirable event, the chance this event, the chance this even might
occur and the consequences of all possible outcomes.

a. Organizational risks d. Project consequences

b. Conflict management e. Problems
c. Project risks

31. The process concerned with identifying, analysing and responding to project risk. It
should be performed on a regular basis throughout the project.

a. Project procurement management d. Project time management

b. Project management e. Both a and b
c. Project risk management
32. It is one of the effective risk management and is refers to taking advance action to
reduce effect.

a. Prioritize risks d. Measure and control

b. Plan for emergencies e. None of the above
c. Mitigate risks

33. This refers to establishing risks to be eliminated (too severe), requiring committed
management attention, minor in effect.

a. Prioritize risks d. Measure and control

b. Plan for emergencies e. None of the above
c. Mitigate risks

34. It is to track the effects of the risks identified and manage to a successful conclusion.

a. Prioritize risks d. Measure and control

b. Plan for emergencies e. Both b and d
c. Mitigate risks

35. This involves risk analysis to develop understanding of each risk, its consequences and
the likelihood of those consequences.

a. Assessment d. Evaluation
b. Risk management e. Project proposal
c. Identification