Lesson 3.10.3

3.10.3 Managing strategic implementation Quiz: AQA Business, Unit 10

20 questions

Written by Revision Ninja · Last reviewed 11 October 2026

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Lesson 3.10.3, Managing strategic implementation: 20 multiple choice questions for the AQA Business (7132), Unit 10: Managing strategic change, written with Revision Ninja.

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The 20 questions

  1. Why does leadership matter in implementing strategy?

    • Leaders should avoid communicating with staff during implementation, so that the strategy is not diluted
    • Leaders set direction, motivate staff and secure commitment, which helps translate strategy into action
    • Leadership is irrelevant to implementation, because strategy executes itself once it has been written down
    • Leaders are needed only to sign documents, so their involvement in the day-to-day implementation has little value

  2. Why is communication important in strategic implementation?

    • It is only needed at the start of a strategy, and once implementation begins no further communication is required
    • It replaces the need for leadership, because a clear memo can carry out all the tasks of implementation
    • It should be limited to senior managers, so that front-line staff do not receive any information that could confuse them
    • It helps staff understand the strategy and their role in it, which increases commitment and reduces confusion

  3. Why does organisational structure matter in strategic implementation?

    • Structure only matters to the human resources department, and it does not affect the business's operations or strategy
    • Structure should be left unchanged in every case, so that staff are not confused by any adjustment to reporting lines
    • Structure has no effect on strategy because all strategies succeed regardless of how the business is organised
    • A structure that supports the strategy helps allocate responsibilities and resources to the activities that deliver it

  4. What is network analysis used for in strategic implementation?

    • Mapping the physical computer network of a business to identify the location of each server in the building
    • Recording the social networks of employees in order to measure how often they meet each other for lunch
    • Planning and scheduling interdependent activities, showing the sequence and timing needed to complete a project
    • Measuring the number of customers who connect with a business through social media platforms each week

  5. In network analysis, what is the critical path?

    • The set of activities that can be started at any time without any reference to other activities in the network
    • The shortest route through the network that avoids all activities that are dependent on earlier ones
    • The sequence of activities that carries the lowest cost for the project as a whole across all tasks
    • The longest sequence of dependent activities through the network, which sets the minimum time to complete the project

  6. What is total float in network analysis?

    • The number of activities that can be carried out at the same time by different teams in the business
    • The time taken for the project to start after the planning stage has been finished by the managers
    • The amount of time an activity can be delayed without delaying the completion of the whole project
    • The total cost of all activities in the network, which is added together to find the budget for the project

  7. In a network, activity A takes 3 days and has no predecessor. Activity B takes 2 days and follows A. Activity C takes 4 days and follows A. Activity D takes 1 day and follows both B and C. What is the duration of the critical path?

    • 6 days
    • 5 days
    • 8 days
    • 10 days

  8. Using the network in which A takes 3 days, B takes 2 days after A, C takes 4 days after A, and D takes 1 day after B and C, what is the total float of activity B?

    • 4 days
    • 0 days
    • 2 days
    • 1 day

  9. Which activities lie on the critical path in the network where A takes 3 days, B takes 2 days after A, C takes 4 days after A, and D takes 1 day after B and C?

    • A, B and D
    • B, C and D
    • A, B and C
    • A, C and D

  10. A network analysis shows an activity with zero total float. What does this imply?

    • The activity is not needed for the project and can be removed from the plan without any consequence
    • The activity can be delayed by any amount without affecting the project completion date at all
    • The activity has no cost associated with it, so it does not affect the project budget in any way
    • Any delay to that activity will delay the whole project completion date

  11. Why might a project manager amend a network diagram during implementation?

    • The network diagram never needs changing once it has been drawn, because all projects run exactly to the original plan
    • Events such as delays or new information change the activities, durations or dependencies, so the plan must be updated
    • Amendments are only needed when the project is complete, so that managers can record what actually happened
    • Amending the diagram is illegal under company law unless the chief executive has approved every single change

  12. Which of the following best describes the interpretation of a network diagram?

    • Measuring the profit earned by each activity within the project, which is recorded on the diagram
    • Counting the number of employees who are involved in each activity without considering the order of tasks
    • Identifying the earliest and latest start times, the critical path and the float available for each activity
    • Recording the colour of the activity boxes to show which staff member is responsible for each one

  13. Why must a manager pay attention to the critical path during implementation?

    • Because activities on the critical path can be ignored once they have started, since they cannot slip
    • Because delays on the critical path directly push back the completion of the entire project
    • Because the critical path is only relevant to the accounts team, who need it for the financial reporting
    • Because activities on the critical path are always cheaper than other activities in the project plan

  14. What is a common reason strategies fail during implementation?

    • An excess of staff being involved in the planning, which makes the strategy too complicated to deliver
    • A decision to implement the strategy only when the business is operating at its maximum capacity each month
    • Poor communication and insufficient commitment from those who must carry the strategy out
    • Too much attention being paid to communication with staff, which makes the strategy too well understood

  15. Evaluate the value of network analysis for managing a project's implementation.

    • It shows dependencies and critical activities clearly, but it relies on accurate estimates and must be updated as conditions change
    • It guarantees that the project will finish on time, because the diagram removes all uncertainty about durations
    • It replaces the need for any communication with staff, because the diagram tells everyone what to do
    • It is only useful for building projects, so managers in service businesses have no reason to use it at all

  16. Evaluate the role of leadership in implementing a difficult strategic change.

    • Leadership has no role in difficult change, because the strategy will implement itself once the plan is approved by the board
    • Leadership should be avoided during difficult change, because staff prefer to make their own decisions without direction
    • Leadership builds trust and commitment, but its effect depends on consistent communication and alignment with structure and culture
    • Leadership is always sufficient on its own, so structure, communication and culture have no further role to play

  17. A firm reorganises its departments to support a new strategy but staff remain unclear about their roles. What is the most likely problem?

    • The strategy has been fully implemented, so unclear roles are simply a sign of successful change in the firm
    • The problem is caused by excessive communication, which has confused staff about the purpose of the reorganisation
    • The structure has been changed without adequate communication, so responsibilities are not understood and implementation suffers
    • The structure has been changed perfectly, so there is no problem and the implementation should be fully complete

  18. Which factor is most important when a business implements a strategy that requires a new cross-functional team?

    • Allowing each department to set its own strategy, which will then be combined later without any co-ordination
    • Clear accountabilities and co-ordination between departments, supported by leadership
    • Avoiding any formal structure so that the team can change its goals each week as it sees fit
    • Keeping each department completely separate so that they do not need to co-operate on any task

  19. A project has a planned completion of 20 days, but an activity on the critical path is delayed by 3 days. What is the effect on the project?

    • The project completion is delayed by 3 days unless recovery action is taken
    • The project completion is extended by 20 days, which is the full planned duration of the project
    • The project finishes early by 3 days because delays on the critical path always save time overall
    • The project completion is unaffected because the delay occurs on an activity that is not critical in any way

  20. Which action would best reduce the risk of delay on a critical path in network analysis?

    • Removing all dependencies from the network so that activities can be carried out in any order at any time
    • Delaying the start of the critical activities until all other tasks in the project have been completed
    • Ignoring the critical path and concentrating resources on activities that have large float instead
    • Adding resources or re-sequencing work to shorten critical activities, while monitoring progress closely

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