Exam 2: Chapters 3-4

Common errors in selecting a project (4)

1. Selecting a process that no one is really interested in 2. Selecting a desired solution, instead of a process 3. Selecting a process in transition 4. Selecting a system to study, not a process

D. Executive management has officially appointed the project manager

A project manager is far more likely to succeed if it is obvious to everyone that:

False

According to Grinnell and Apple, organizational restructuring is needed because management is unhappy with technical skills though projects are being completed within time and costs. T/F

C. Wage and salary administration skills

According to the text, the "next generation" PM must exhibit skills in all of the following except: A. Integration skills B. Risk management skills C. Wage and salary administration skills D. Knowledge of the business

Authority plus responsibility

Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility

Wage and salary administration

Before becoming a project manager within a matrix organization training should be provided in all of the following except: A. Matrix operations B. Wage and salary administration C. Problem-solving D. Role definitions

B. Projectized

In which organizational form is the worker in the greatest jeopardy of losing his or her job if the project gets canceled

Traditional

In which organizational form is there quite often no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix

A. Strong mix

In which type of matrix structure would a project manager most likely have a command of technology?

True

It is usually easier to manage one large project on a full-time basis than to manage multiple small projects at the same time. T/F

True

Matrix structures allow for workers to be shared on multiple projects and at a lower than usual cost. T/F

D. Team member and/or line manager

The person most qualified to assess the overall risk in a work package activity in a project is the: A. PM B. Sponsor C. Team member D. Team member and/or line manager

A. On-the-job training

Which of the following is often regarded as the best way to train project managers? A. On-the -job training B. Formal education C. Seminars D. Personal readings

What is the role of the team leader?

runs the team, arranging logistical details, facilitating meetings, and so forth

What is the role of the guidance team?

supports the project team's activities, secures resources, and clears a path in the organization

Describe technical skills

the basic scientific tools, statistics, and the use of data; can organize and plan a project; understands the technical aspects of the project; can ask good questions

Describe the performing phase

the team has settled its relationships and expectations. They can begin performing- diagnosing and solving problems, and choosing and implementing changes

4 stages of team growth

1. Forming 2. Storming 3. Norming 4. Performing

What are the 6 steps needed to prepare for a project?

- identify the goals -prepare a mission statement -determine the resources -select the team leader -assign the quality adviser -select the project team

Team Leader and Quality Adviser Preparations for the First Meetings: (7)

-Review the written mission statement from management and discuss the project in general -clarify roles -draft an improvement plan -identify pertinent existing data -set the meeting logistics -set an agenda -plan for improving meetings

Storming includes what behaviors?

-arguing among members even when they agree on the real issue -defensiveness and competition; factions and "choosing sides" -questioning the wisdom of those who selected this project and appointed the other members of the team - establishing unrealistic goals; concern about excessive work -a perceived "pecking order"; disunity, increased tension, and jealousy

Effective discussion skills

-ask for clarification -act as gatekeepers -listen

Performing includes these behaviors:

-constructive self-change -ability to prevent or work through group problems -close attachment to the team

Forming includes what feelings?

-excitement, anticipation, and optimism -pride in being chosen for the project -initial, tentative attachment to the team -suspicion, fear, and anxiety about the job ahead

What are the 2 educational goals for the first meeting?

-explore quality -learn the scientific approach

What are the 5 tea-building goals for the first meetings?

-get to know each other -learn to work as a team -work out decision-making issues -determine support services -set meeting ground rules

Performing includes these feelings:

-members have insights into personal and group processes, and better understanding of each other's strengths and weaknesses -satisfaction at the team's progress

Norming includes what feelings?

-new ability to express criticism constructively -acceptance of membership in the team -relief that it seems everything is going to work out -more friendliness, confiding in each other, sharing of personal problems; discussing the team's dynamics -sense of cohesion, common spirit and goals -establishing and maintaining team ground rules and boundaries

The ideal quality adviser has a combination of people, technical, and training skills. Some of these skills a quality adviser should have or be willing to acquire are: (3)

-people skills -technical skills -training skills

Storming includes what feelings?

-resistance to the task and to the quality improvement approaches different from what each individual member is comfortable using -sharp fluctuations in attitude about the team and the project's chance of success

Goals of the first team meetings (3)

-team-building goals for the first meetings -educational goals for the first meetings -project goals for the first meetings

What are the 4 project goals for the first meetings?

-understand your assignment -understand the process -identify resources -develop an improvement plan

What are the 6 general meeting rules?

-use agendas -have a facilitator -take minutes -draft next agenda -evaluate the meeting -adhere to the "100-mile-rule"

Assistant project managers

A typical project office (not to be confused with a PM office) responsible for the management of a large project includes the project manager and the: A. Project sponsor B. Project sponsor and assistant project managers C. Assistant project managers D. Assistant project managers and functional managers

C. The project sponsor

After a contract award, a customer requests that some of the senior workers in the functional areas be assigned to the project team. You priced out the project assuming the average worker would be assigned and furthermore assumed that the average worker could do the job effectively. You should discuss this first with: A. The average workers B. The senior workers C. The project sponsor D. The functional manager

D. Assigning functional resources based upon the availability and skill set needed

During project staffing, the primary role of line management is: A. Approving the selection of the PM B. Approving the selection of the assistant PMs C. Assigning functional resources based upon who is available D. Assigning the functional resources based upon availability and the skill set needed

A. Project manager

During project staffing, the primary role of senior management is in the selection of the:

business conceptual skills

During the past few years, which PM skill seems to have outpaced all other skills? A. Technical skills B. Business conceptual skills C. Behavioral skills D. Problem-solving skills

Project division leader

In a line-staff organizational structure, the person heading up the project is called the: A. Project supervisor B. Project leader C. Project coordinator D. Project division leader

C. Both, but the PM has greater influence

In a strong matrix structure employees take daily direction from: A. Project manager only B. Functional manager only C. Both, but the PM has greater influence D. Both, but the functional manager has greater influence

False

In a weak matrix structure, teamwork is not vital for project success because the team members are under the control of their functional manager. T/F

Division manager above all of the departments

In departmental project management, the person that ultimately ends up managing the project, assuming several departments are involved, is the: A. Project manager B. Project leader C. Department manager(s) D. Division manager above all of the departments

True

In line-staff project management, the ultimate authority on the project resides with the division manager. T/F

Traditional

In which organizational form is response to the customer's needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix

B. Projectized

In which organizational form is the project manager least likely to share resources with other projects?

D. Be happy! You have two workers

In staffing negotiations with the line manager, you identify a work package that requires a skill set of a grade 7 worker. The line manager informs you that he will assign a grade 6 and a grade 8 worker. You should: A. Refuse to accept the grade 6 because you are not responsible for training B. Ask for two different people C. Ask the sponsor to interfere D. Be happy! You have two workers

Classical

In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix

B. Projectized

In which organization form would the project manager possess the greatest amount of authority?

Traditional

In which organizational form are the formal and informal organizations well established? A. Traditional B. Projectized C. Strong matrix D. Weak matrix

A. Classicacl/traditional

In which organizational form do PMs have the greatest likelihood of possessing reward power and have a wage-and-salary administration function? (The project and line manager are the same person.

Matrix

In which organizational form do we usually have a sharing of authority and responsibility? A. Traditional B. Projectized C. Line-staff D. Matrix

Matrix

In which organizational form do we usually have the best balance among the time, cost, and performance constraints on a project? A. Traditional B. Projectized C. Line-staff D. Matrix

Projectized

In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized C. Strong matrix D. Weak matrix

D. Weak matrix

In which organizational form does the project manager often have the least amount of authority?

Traditional

In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix

A. Classical/traditional

In which organizational form is it most difficult to integrate project activities?

A. On-the-job training

Most people believe that the best way to train someone in project management is through:

True

Most people seem to believe that the number one behavioral issue in project management is multiple-boss reporting. T/F

What is the "100-mile-rule?"

No one should be on their phone unless it is so important that the disruption would occur even if the meeting was 100 miles away from the workplace aka no phones allowed

False

Once an employee is assigned to a project, the PM has the authority to provide team members with work assignments above their pay grade so that they can get promoted. T/F

Projectized

Other than the traditional structure, which organizational form has strong communication channels? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix

Losing them to another project at an inopportune time

Probably the greatest risk to a PM on a long-term project is to receive the best employees and then: A. Have them seek perfection rather than just meeting the requirements B. Find that your costs are escalating C. Being unable to motivate them D. Losing them to other projects at an inopportune time

B. To work in groups with people devoted to their discipline

Professionally trained people with advanced degrees often prefer: A. To work on project tasks alone B. To work in groups with people devoted to their discipline C. To work in groups with people not devoted to their discipline D. Never to work on project teams

False

Project expeditors generally have authority over the functional managers. T/F

A. Senior levels of management

Project manager selection is usually made by the: A. Senior levels of management B. customer's selection process C. Line management based upon cooperation on past projects D. Voting by the team members

A. Projectized

Project team members often feel threatened by the possibility of the cancellation of the project. In which organizational form is this threat the greatest? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix

C. The employee must demonstrate performance first

Some companies assign employees to a project management position as a lateral transfer move without a salary increase because: A. The project is short term in nature B. The project may be canceled C. The employee must demonstrate performance first D. The employee reports to a functional organization

True

Strange as it may seem, project managers should encourage conflicts to take place during recruitment and staffing. T/F

All of the above

The wrong people are often selected as project managers because of: A. A belief that project management maturity comes with age B. A belief that someone who knows the customer well will make the best project manager C. A belief that entrepreneurial skills are always necessary D. All of the above

All of the above

Under which of the following situations can an employee be terminated from the project? A. failure to follow rules, policies, and procedures B. Failure to accept formal authority C. When professionalism is more important than company loyalty D. All of the above

All of the above

Which of the following is a job-related characteristic that a PM should possess or may be expected to possess? A. Necessity for feasibility studies B. Project's priority and risks C. Requirement for complex technical expertise D. All of the above

Poor coping skills

Which of the following is generally not considered as a personal attribute of a project manage? A. Honesty and integrity B. Energy and toughness C. Poor Coping Skills D. Decision-making skills

Project manager's rank and pay grade

Which of the following is not one of the integration mechanisms considered when creating work integration positions? -Rules and procedures -Project manager's rank and pay grade -Planning processes - Direct contact

span of control

Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability

Removal from the company

Which of the following is not usually an option for a PM dealing with an incompetent worker?

Union vs nonunion personnel

Which of the following is usually not a major concern for the PM during the organizational staffing process? A. Union versus nonunion personnel B. Where the resources will come from C. Skill level of the resources D. Type of organizational structure for the project

Projectized

Which of the following organizational forms provides the least career path opportunities for project personnel? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix

Projectized

Which organizational structure generally retains team members long after they are needed? A. Projectized B. Strong matrix C. Balanced matrix D. Weak matrix

Functional managers

Which people generally receive no visibility or credit for a job well done? A. Project sponsors B. Project managers C. Project team members D. Functional managers

C. Functional manager

Who determines grade level of the employee needed to accomplish a task? A. Project sponsor B. Project manager C. Functional manager D. A consensus vote during the project's kickoff meeting

False

With a line-staff organizational structure, department managers will readily accept instructions from the project manager. T/F

Project leader

With departmental project management, the person assigned to head up the project is called a: A. Project head B. Project manager C. Project leader D. Project supervisor

When a problem arises

With the project expeditor organizational structure, the expeditor is usually brought on board: A. At the beginning of the project B. At the end of the first life cycle phase C. When the project is 50% complete D. When a problem arises

C. Determine the impact on the project and discuss it with the functional manager

You have just been awarded a contract in which you told the customer that a certain employee would be assigned a full time on the project. Once the project begins, you discover that the employee is splitting his time between two projects per the instructions of his functional manger. You should: A. Do nothing B. Determine the impact on the project and discuss it with the project sponsor C. Determine the impact on the project and discuss it with the functional manager D. Determine the impact on the project and discuss it with the customer

A. Reschedule the start date of the project based upon the availability of a grade 7

You priced out at 1000 hours assuming a grade 7 employee would be assigned. The line manager assigns a grade 9 employee. This will result in a significant cost overrun. The project manager should: A. Reschedule the start date of the project based upon the availability of a grade 7 B. Ask the sponsor for a higher priority for our project C. Reduce the scope of the project D. See if the grade 9 can do the job in less time

What is the role of the quality advisor?

a person trained in the scientific approach and in working with groups, who helps keep the team on track and provides training as needed

Describe training skills

can teach others all the skills described above; can give effective presentations and teach others how to do the same

Describe people skills

interpersonal communication, group process, and meeting skills, hows how to form groups, build teams, listen, resolve conflict, and give feedback

Action list:

keeps track of the "to do's" decided upon during this meeting, noting who has agreed to do what by when

Describe the forming stage

members cautiously explore the boundaries of acceptable group behavior. This is a stage of transition from individual to member status, and of testing the leader's guidance both formally and informally

Describe the norming phase

members reconcile competing loyalties and responsibilities. They accept the team, team ground rules (or "norms"), their roles in the team, and the individuality of fellow members

Describe the storming phase

probably the most difficult stage for the team. They begin to realize the task is different & more difficult than they imagined, become testy, blameful, or overzealous