Chapter 39 Quiz: Capstone — AI Transformation Plan

Multiple Choice

Question 1. Professor Okonkwo states that the capstone is "not a homework assignment" but "a deliverable you could present to a board of directors." Which of the following best explains why this distinction matters?

  • (a) Board deliverables must be longer than homework assignments.
  • (b) Board deliverables require more citations than homework assignments.
  • (c) A board deliverable must be strategically coherent, analytically rigorous, and actionable by decision-makers — not merely academically thorough.
  • (d) Board deliverables should avoid mentioning risks so as not to alarm directors.

Question 2. The AI Maturity Assessment evaluates organizations across six dimensions: strategy, data, technology, talent, governance, and culture. In a 2024 MIT Sloan study cited in the chapter, executives rated their organizations an average of 3.4 out of 5, while independent assessments placed the average at 2.1. Which dimensions does the chapter identify as having the largest gap between self-assessment and reality?

  • (a) Strategy and technology
  • (b) Data and talent
  • (c) Governance and culture
  • (d) Technology and governance

Question 3. NK's maturity assessment for Meridian Health Partners scores governance at 1 (Nascent) with a target of 4 (Managed). According to the chapter, what is the primary implication of this gap for the implementation roadmap?

  • (a) Meridian should avoid all AI use cases until governance reaches level 4.
  • (b) Meridian should deploy Tier 3 (high-risk) use cases first to create urgency for governance development.
  • (c) Governance must be established in Phase 1 before any Tier 3 use cases are deployed — governance is a prerequisite, not a parallel track.
  • (d) The governance gap is irrelevant if the technology maturity score is high enough.

Question 4. The Impact-Feasibility Matrix classifies use cases into four quadrants. NK's highest-impact use cases (clinical decision support and sepsis early warning) are placed in Phase 3, not Phase 1. Which of the following best explains this decision?

  • (a) High-impact use cases are inherently more expensive and should be deferred to conserve budget.
  • (b) These use cases require data infrastructure, governance frameworks, and organizational trust that must be built in Phases 1 and 2 first.
  • (c) High-impact use cases take longer to develop, so they should start last to finish simultaneously with simpler use cases.
  • (d) Clinical use cases should always be the last to be deployed in any transformation plan.

Question 5. Ravi's retrospective identifies five lessons from Athena's AI transformation. Which lesson does he describe as the most "valuable learning moment," despite its significant human cost?

  • (a) Investing in data infrastructure before models
  • (b) The HR resume-screening bias crisis
  • (c) The competitive pressure from NovaMart
  • (d) Establishing governance before deployment

Question 6. The chapter states that McKinsey estimated organizations need to spend $3-5 on change management for every $1 on AI technology. Ravi's retrospective corroborates this with Athena's experience, noting that the team spent what percentage of planning time on technology versus people?

  • (a) 50% technology, 50% people — but 80% of problems were people problems
  • (b) 80% technology, 20% people — but 80% of problems were people problems
  • (c) 20% technology, 80% people — and most problems were still technology problems
  • (d) 80% technology, 20% people — and most problems were indeed technology problems

Question 7. Tom's capstone plan for Precision Dynamics receives praise for its technology architecture but criticism for its change management plan. Which specific challenge does Professor Okonkwo identify as inadequately addressed?

  • (a) Executive sponsorship for AI initiatives
  • (b) Budget constraints for phased deployment
  • (c) Training shop-floor workers who do not use computers in their daily work
  • (d) Vendor lock-in risk from cloud platform selection

Question 8. The TransformationRoadmapGenerator assigns use cases to phases using a combination of Impact-Feasibility quadrant classification and dependency constraints. According to the code, a "Strategic Bet" use case (high impact, low feasibility) is assigned to which earliest phase?

  • (a) Phase 1
  • (b) Phase 2
  • (c) Phase 3
  • (d) Phase 4

Question 9. The chapter's governance framework uses a three-tier risk classification. For NK's healthcare context, she adds a clinical risk overlay. Which combination of standard governance tier and clinical risk level would require FDA clearance pathway and a prospective clinical study?

  • (a) Tier 1 + Non-clinical
  • (b) Tier 2 + Clinical support
  • (c) Tier 3 + Clinical decision
  • (d) Any tier + Clinical decision

Question 10. The financial analysis section recommends presenting ROI projections as ranges rather than point estimates. Which of the following is identified as the most credible presentation approach?

  • (a) "ROI will be 247%"
  • (b) "ROI will range from 80% to 180%, with the primary driver being clinician adoption rates"
  • (c) "ROI will exceed 100% based on comparable implementations"
  • (d) "ROI cannot be estimated due to uncertainty in AI project outcomes"

Question 11. When NK is asked, "What's the biggest thing that could go wrong?" during her capstone presentation, she identifies clinician adoption as the primary risk. Which of the following aspects of her change management plan directly addresses this risk?

  • (a) Increasing the technology budget to build more accurate models
  • (b) Physician involvement in model design and validation, transparent explanations, and a six-month shadow-mode pilot
  • (c) Mandating that physicians use AI recommendations in all clinical decisions
  • (d) Replacing the clinical decision support system with a simpler rule-based system

Question 12. The AIMaturityAssessment tool classifies organizations into five maturity levels based on average score. An organization with an average score of 2.8 would be classified as:

  • (a) Developing
  • (b) Defined
  • (c) Managed
  • (d) Optimized

Short Answer

Question 13. The chapter identifies the "most common capstone failure mode" and the "second most common." Describe both failure modes in your own words and explain how the assessment criteria are designed to penalize each.

Question 14. Ravi's first retrospective lesson is: "Invest in data infrastructure before you invest in models." Explain, using a specific example from Athena's experience described in the chapter, why data infrastructure must precede model development. Then explain how the TransformationRoadmapGenerator's dependency mapping feature operationalizes this lesson.

Question 15. The chapter describes NK's and Tom's capstone plans as having complementary strengths. NK excels at organizational design and governance; Tom excels at technology architecture. Professor Okonkwo observes that "in practice, you need both." Explain why an AI transformation plan that is technically excellent but organizationally naive is more likely to fail than one that is organizationally excellent but technically modest. Use at least two concepts from this textbook to support your argument.

Question 16. The four-phase implementation roadmap (Quick Wins, Foundation, Scale, Optimize) is described as reflecting a "learning curve." Explain what the organization learns in each phase that enables the next phase. Why is it dangerous to skip Phase 1 (Quick Wins) and proceed directly to Phase 2 (Foundation)?

Question 17. The risk-adjusted ROI formula discounts base value for probability of failure and implementation delay. An organization estimates a use case will generate $2 million in annual value. The probability of failure is estimated at 30%, and the implementation delay factor is 25%. Calculate the risk-adjusted value. Then explain why presenting the risk-adjusted figure (rather than the base estimate) is important for credibility with a board of directors.

Synthesis Questions

Question 18. Draw connections across the textbook by answering the following: How does Chapter 4's data strategy framework inform Section 39.3's maturity assessment? How does Chapter 25's bias detection framework inform Section 39.7's governance design? How does Chapter 34's ROI calculator inform Section 39.10's financial analysis? For each connection, identify one specific concept, tool, or framework from the earlier chapter and explain how it is applied (not merely mentioned) in the capstone.

Question 19. Ravi states that "competitive pressure from NovaMart actually accelerated healthy AI adoption" at Athena. Drawing on concepts from Chapter 31 (AI Strategy for the C-Suite), Chapter 35 (Change Management for AI), and this capstone chapter, explain the paradox: How can external competitive pressure be both a risk (pushing organizations to move recklessly) and a catalyst (creating the urgency needed for disciplined transformation)? What determines which outcome materializes?

Question 20. The chapter concludes with Professor Okonkwo's observation: "The plan is not the product. The thinking is the product. The plan is just evidence that the thinking happened." Evaluate this claim in the context of the capstone project. Is this merely a platitude, or does it reflect a substantive insight about the nature of AI strategy? In your answer, address: (a) What "thinking" does the capstone require that cannot be automated by the Python tools? (b) How would the quality of a plan differ if it were generated entirely by the TransformationRoadmapGenerator without human judgment? (c) What role does the capstone play in developing the strategic judgment that the textbook claims to teach?

Answer Key Guidance

Questions 1-12: Answers can be found in the chapter text and code. Questions 13-17: Require application and interpretation. Questions 18-20: Require synthesis across the full textbook — these are designed to test integrative thinking, not recall. See Appendix B (Answers to Selected Exercises) for worked solutions to Questions 13, 14, 17, and 18.