MGMT 444 - Chapter 11
True.
Differences can create barriers to team performance.
True.
Handled properly, conflict can be beneficial. It causes problems to surface and be addressed.
True.
It has been said that there is no I in TEAM, there are no individual winners or losers.
True.
Team building is an ongoing process.
True.
Team members should foster team building in whatever ways they can.
In thestage of team development, conflict emerges and tension increases. a. forming b. norming c. storming d. performing
c. storming
True.
A disciplined, creative, and effective approach to problem solving is needed for project success.
True.
A personal relationship between two people takes time to develop and teams evolve through various stages of development.
True.
A policy on ethical behavior includes topics on expectations, process for reporting misconduct, and consequences of engaging in unethical practices.
True.
A potential conflict on projects is Priorities where conflict is likely to result when people are assigned to work on several different projects concurrently or when various people need to use a limited resource at the same time.
True.
A potential conflict on projects is Resource Assignments where conflict can arise over the particular individuals assigned to work on certain tasks or over the quantity of resources assigned to certain tasks.
True.
A potential conflict on projects is Schedule where conflict can result from differences of opinion about the sequence in which the work should be done or about how long the work should take.
False.
A project team is a group of independent individuals working cooperatively to achieve the project objective.
True.
A project team is more than a group of individuals.
False.
A punitive process should be established for individuals to report any actions by others that they think is unethical.
True.
A technique often used to identify potential causes of a problem is brainstorming.
True.
A training session on diversity should raise awareness, create understanding, and help diminish misunderstanding and conflict.
True.
Although the project manager is ultimately responsible for the success of a project, each member of the project team shares in that responsibility.
True.
An after-work pizza party, a team luncheon, an informal lunch in the conference room, and a trip to see a sports event or theater production are examples of events the team can organize to foster socialization and team building.
True.
Any diversity issues or conflicts should be addressed immediately so they can be resolved before they fester and ''explode'' at a later time.
False.
Appropriate behavior regarding diversity includes closed-mindedness, stereotyping, labeling, exclusion, ridiculing, insulting, harassment, intimidation, and discrimination.
False.
Barriers to valuing diversity include awareness and understanding.
True.
Before team members select a solution to a problem, they should make sure that they have explored as broad a range of options and ideas as possible.
False.
Brainstorming hinders excitement, creativity, better solutions, and greater commitment.
True.
Brainstorming is a technique used in problem solving in which all members of a group contribute spontaneous ideas.
True.
Brainstorming is a way to generate a lot of ideas and have fun.
True.
Clear expectations of each person's role and responsibilities is a characteristic associated with effective project teams.
False.
Clear understanding of the project objective is a characteristic associated with poor project teams.
True.
Conflict can force individuals to search for new approaches; it can foster creativity and enhance the problem-solving process.
False.
Conflict is bad and should be avoided.
True.
Conflict is not just for the project manager to handle and resolve; conflict between team members should be handled by the individuals involved.
True.
Conflict on projects is inevitable and can be beneficial.
False.
Conflict stifles discussion because it requires individuals to clarify their views.
True.
Differences can lead to more creative, faster, and higher-quality problem solving and decision making.
True.
Differences of opinion are natural and must be expected.
True.
Discussions should not always be work related.
False.
Diversity is similarities among people.
True.
During the brainstorming sessions, some people will come up with ideas that build on ideas previously mentioned by others.
True.
Dysfunctional behavior is a barrier that can hinder project team effectiveness.
False.
Effective team members are not problem identifiers or problem solvers.
True.
Effective team members are self-directed and follow through on assignments.
False.
Effective team members have low expectations and make things delayed.
True.
Effective team members participate and communicate.
True.
Effective team members plan, control, and feel accountable for their individual work efforts.
False.
Effective team members put personal gain above the success of the project.
False.
Effective team members take pride in doing the work required and nothing more.
False.
Employees who participate in ethics training are more likely to engage in unethical behavior.
True.
Ethical behavior is everyone's responsibility. Team members must feel accountable for their actions.
True.
Ethical behavior should be discussed as part of orientation for new employees.
False.
Gather data and accept, without verification, the most likely causes of a problem.
True.
Gather data through asking questions, interviewing people, running tests, reading reports, or analyzing data.
True.
Helping these individuals develop and grow into a cohesive, effective team takes effort on the part of the project manager and each member of the project team.
False.
High degree of cooperation and collaboration is a characteristic associated with troubled project teams.
False.
High level of mistrust is a characteristic associated with effective project teams.
True.
If it is handled properly, conflict helps team building.
True.
If the problem has not been solved, the problem-solving team needs to go back to earlier steps to see what else could be causing the problem.
True.
If wrongdoing is reported, the project organization must thoroughly investigate the allegations for the facts versus hearsay to determine if any disciplinary action should be taken.
True.
In addition to organizing social activities, the team can periodically call team meetings, as opposed to project meetings.
False.
In brainstorming, the quality of ideas generated is more important than the quantity of the ideas.
True.
In brainstorming, the round-robin process continues until no one can come up with any more ideas or the time limit is up.
True.
In many projects, people who have never worked together are assigned to the same project team.
True.
Individual team members can make a personal commitment to understand and value diversity and respect the differences of other team members.
True.
Individuals should simply state an idea; not discuss, justify, or try to sell it.
False.
It is appropriate for team members to tell jokes, ridicule, or make fun of a diversity characteristic of a team member or a particular group.
True.
It is important for team members or the project manager to communicate information to the customer.
True.
It is important that a customer is informed of a potential problem in timely manner that is neither unnecessarily alarming, nor misleading.
True.
It is the project manager's responsibility to set the tone and expectations and to exemplify ethical behavior.
False.
It's important that social activities include select members on the team.
False.
It's important that team members get to know one another on a personal basis by being intrusive.
False.
Lack of commitment is a is a key element of project team effectiveness.
False.
Lack of project structure is a support that helps develop project team effectiveness.
True.
Members of the project team must pressure any members engaging in questionable behavior, by communicating that they do not agree with, or condone such behavior.
True.
Members should be encouraged to come up with novel and unorthodox ideas when brainstorming.
False.
Miscommunication and misunderstanding may be more likely to happen between people who are similar as compared to those that are different.
True.
Misconduct or conflict of interest should be addressed and disciplined appropriately. This shows that such behavior will not be tolerated.
True.
Once the criteria have been established, the team may want to use an evaluation scorecard.
False.
Other participants are allowed to make comments, supportive or judgmental.
True.
People involved in projects are usually very busy working on their assigned tasks. Therefore, good time management is essential for a high-performance project team.
False.
Poor communication is important to project team effectiveness.
True.
Poor leadership is a barrier that can hinder project team effectiveness.
False.
Project constraints regarding the work scope, quality levels, budget, and schedule must be hidden.
False.
Project manager should rarely discuss the importance of ethical behavior at project team meetings.
True.
Project members should bring possible ethical situations to the attention of the project manager.
False.
Project team members should stereotype or make assumptions about a team member's behavior or performance based on their diversity.
True.
Results orientation is a characteristic associated with effective project teams.
True.
Some circumstances during a project are debatable regarding misbehavior.
True.
Team members can also do things to support valuing diversity and the contributions of all team members.
False.
Team members need to be careful to jump to the first solution suggested or the most obvious solution.
False.
Team members need to keep distances between each other differently based on each person's unique differences.
False.
Team members should make derogatory or insensitive remarks or engage in behavior that demeans the dignity of others.
True.
Team members should not exclude or have lower expectations of certain diverse groups.
True.
Team members should not expect the project manager alone to be responsible for team building.
True.
The brainstorming technique is very useful in helping the project team to not jump to the first solution.
False.
The evaluation scorecards are used as the sole mechanism for determining the best solution; they are used as input to the decision-making process.
False.
The project manager must secretly communicate the project objective and create a vision of the successful result of the project and the benefits it will provide.
False.
The project manager, and not each member of the project team, needs to help create and foster a positive and effective project environment.
True.
The project team can initiate social events to celebrate project events, such as reaching a critical milestone.
True.
There can be many reasons why a problem has occurred or is occurring.
True.
To help you effectively manage your time, at the end of each day, make a to-do list for the next day.
False.
To help you effectively manage your time, at the end of each week, identify several (two to five) goals that you wanted to accomplish the past week.
True.
To help you effectively manage your time, control interruptions from the items on your to-do list.
True.
To help you effectively manage your time, go through your incoming mail or e-mail at the end of the day so that it won't divert you from working on your day's todo list.
False.
To help you effectively manage your time, learn to say yes to activities that will consume your time but not contribute to accomplishing your goals.
True.
To help you effectively manage your time, make effective use of waiting time. For example, carry reading material with you in case you get stuck in an airport.
True.
To help you effectively manage your time, read the daily to-do list first thing in the morning, and keep it in sight all day.
True.
To help you effectively manage your time, reward yourself at the end of the week if you accomplished all your goals.
False.
To help you effectively manage your time, try to handle most paperwork only at least twice.
False.
To help you effectively manage your time, when going through your mail, take action on each document at a later time instead of while you are holding it the f time.
True.
To implement the solution, appropriate team members should go ahead and perform their respective tasks.
True.
To revise the project plan to implement the best solution to a problem, specific tasks need to be identified, along with their estimated costs and durations.
True.
To revise the project plan to implement the best solution to a problem, the persons and resources needed for each task must also be identified.
True.
Training sends a message that the organization places high value on ethical behavior.
True.
Training sessions on ethical behavior informs project team of the organization's policy. Incorporating case studies or role-play can be helpful.
True.
Turnover of project team members is a barrier that can hinder project team effectiveness.
True.
Two actions a project organization can take to prevent wrongdoing are having a policy on ethical behavior and conducting training sessions on ethical behavior.
True.
Two important rules must be followed for brainstorming to work: no immediate discussion of ideas and no judgmental comments.
True.
Unclear definition of roles and responsibilities is a barrier that can hinder project team effectiveness.
False.
Unclear vision and objective is a portal that can help develop project team effectiveness.
False.
Unethical actions should be encouraged, acknowledged, and appreciated.
True.
When a project is successful, everybody wins!
True.
When team members are located near one another, there is a greater chance that they will talk.
False.
Withholding or falsifying information is acceptable.
For theapproach to work, it is necessary to have a healthy project environment. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
a. Collaborating, Confronting, or Problem Solving
In theapproach, each person must approach the conflict with a constructive attitude and a willingness to work in good faith with the others to resolve the issue. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
a. Collaborating, Confronting, or Problem Solving
In theapproach, team members confront the issue directly. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
a. Collaborating, Confronting, or Problem Solving
In theapproach, the project team members look for a win-win outcome. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
a. Collaborating, Confronting, or Problem Solving
In theapproach, the project team members place high value on both the outcome and the relationship between the individuals. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
a. Collaborating, Confronting, or Problem Solving
____ provides an opportunity to gain new information, consider alternatives, develop better solutions to problems, enhance team building, and learn. a. Conflict b. Prying into personal information c. Team meeting d. The project design meeting
a. Conflict
____ is about acknowledging, understanding, and valuing differences and creating a work environment that recognizes, respects, and harnesses differences among team members for the benefits of accomplishing a shared goal. a. Diversity b. Team building c. Organizing d. Socialization
a. Diversity
___ is the initial stage of the team development process. It involves the transition from individual to team member. a. Forming b. Norming c. Storming d. Performing
a. Forming
The project manager shouldfor larger projects. a. assemble members as needed b. acquire the entire team c. determine who is needed an hope they are available d. get extra people than planned
a. assemble members as needed
Team building is the responsibility of a. both the project manager and the project team. b. the project manager. c. the project team. d. the organization's management.
a. both the project manager and the project team.
It's important to start with a written statement of the problem, which gives a. definition and boundaries to the problem. b. a qualitative measure to the problem. c. the team perspective to the problem. d. ideas on how similar problems have been handled.
a. definition and boundaries to the problem.
Do not identify or refer to team members by drawing attention to their a. diversity. b. experiences. c. good work on the project. d. personal information shared with the team.
a. diversity.
In thestage of team development, individuals do a lot of questioning in the forming stage: What is our purpose? Who are the other team members? What are they like? a. forming b. norming c. storming d. performing
a. forming
In thestage of team development, individuals get acquainted. a. forming b. norming c. storming d. performing
a. forming
In thestage of team development, members depend on the project manager to provide direction and structure. a. forming b. norming c. storming d. performing
a. forming
In thestage of team development, team members generally have positive expectations. a. forming b. norming c. storming d. performing
a. forming
In thestage of team development, the group begins to establish an identity and attempts to define and plan the tasks that need to be done. Little actual work is accomplished. a. forming b. norming c. storming d. performing
a. forming
Criteria to evaluate the alternative solutions a. have to be established. b. must be accepted by the customer. c. are optional. d. are developed by the project manager only.
a. have to be established.
A potential conflict on projects is Cost where conflict often arises over a. how much the work should cost. b. how the work should be done. c. at what level of quality the work should be done. d. how much work should be done.
a. how much the work should cost.
A potential conflict on projects is Personal Differences where conflict can emerge among members of the project team because of differences in a. individuals' prejudices or values and attitudes. b. project assignments. c. project experience. d. attendance at team social events.
a. individuals' prejudices or values and attitudes.
The agenda contains the Expectations to express expectations of the project and the experiences expected for team development. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
The agenda contains the Project overview to discuss the elements of the project charter. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
The agenda contains the Welcome and introductions to provide opportunity for team members to get to know each other and the potential value and contributions to the project. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
The project manager should schedule a, also referred to as a project orientation meeting, with the project team. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
Theagenda contains the Closing comments to reinforce the expectations and the roles and allow team members to ask questions, make comments, and get to know each other. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
Theagenda contains the Processes and procedures - describe the protocols and plans for the project. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
Theagenda contains the Roles and responsibilities to clarify the roles and responsibilities of the team members. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
Thesets the tone for the project. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
Theshould be held as early as possible during the forming stage of team development. a. project kickoff meeting b. project progress meeting c. project status meeting d. project design meeting
a. project kickoff meeting
Primarily, themust promote and foster a respectful and supportive work environment that removes barriers to valuing diversity, values differences, and encourages participation by all team members. a. project manager b. project team c. stakeholders d. customer organization
a. project manager
Themust identify what expertise, experience, or skills are needed, how many of each type are required, when they will be needed. a. project manager b. project stakeholders c. customer d. contractor's CEO
a. project manager
The evaluation scorecards are used to help determine a. the best solution. b. the project manager's favorite solution. c. the team's most popular solution. d. the customer's accepted solution.
a. the best solution.
In brainstorming, the team sits around a table, with a facilitator at a flip chart, chalk board, or personal computer with a projector to record ideas. One member states an idea, and then a. the next member states an idea. b. the others judge the idea. c. another member supports the idea. d. the others decide if it should stay on the list.
a. the next member states an idea.
Once the solution has been implemented, it's important to determine whether a. the problem has indeed been solved. b. the customer selected the right choice. c. the right project team members were assigned. d. the project manager is still in control of the project.
a. the problem has indeed been solved.
In theapproach, individuals in conflict retreat from the situation in order to avoid an actual or potential disagreement. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
b. Avoiding or Withdrawing
Which approach can cause the conflict to fester and then escalate at a later time? a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
b. Avoiding or Withdrawing
In the approach, team members search for an intermediate position. a. Collaborating, Confronting, or Problem Solving b. Compromising c. Competing or Forcing d. Accommodating or Smoothing
b. Compromising
In theapproach, team members focus on splitting the difference. a. Collaborating, Confronting, or Problem Solving b. Compromising c. Competing or Forcing d. Accommodating or Smoothing
b. Compromising
Key principles to guide ethical behavior are all of the following except: a. Don't do anything you wouldn't to appear on the news. b. Do what you can get away with without being caught. c. Treat others the way you want to be treated. d. Don't do anything you wouldn't want your family, friends, neighbors or coworkers to read about in the newspaper.
b. Do what you can get away with without being caught.
___ is necessary within a project organization, and in project business relationships with customers, suppliers, and subcontractors. a. Keeping secrets b. Ethical behavior c. Withholding information d. Falsifying results
b. Ethical behavior
___ is the creative step in the problem-solving process. a. Revise the project plan b. Identify possible solutions c. Evaluate the alternative solutions d. Implement the solution
b. Identify possible solutions
The project manager should ___ for smaller projects. a. assemble members as needed b. acquire the entire team c. determine who is needed an hope they are available d. get extra people than planned
b. acquire the entire team
Project teams should be keptthroughout the project, a. as large as possible b. as small as feasible c. at a moderate size with extra resources d. at a moderate size with contingency resources
b. as small as feasible
If theare not valued as a strength, they can lead to low morale, diminished trust, reduced productivity, greater tension, and suspicion and become a serious impediment to team performance. a. roles of team members b. differences within the project team c. project plans d. similarities with other projects
b. differences within the project team
The better team members get to know one another, the a. less is accomplished on the project. b. more team building is enhanced. c. more conflict the team experiences. d. more manipulative team members become because they know personal information.
b. more team building is enhanced.
In thephase of team development, control and decision making are transferred from the project manager to the project team. a. forming b. norming c. storming d. performing
b. norming
In thephase of team development, interpersonal conflicts have been resolved. a. forming b. norming c. storming d. performing
b. norming
In thephase of team development, relationships have become settled. a. forming b. norming c. storming d. performing
b. norming
In thephase of team development, the project team has accepted its operating environment. a. forming b. norming c. storming d. performing
b. norming
In thestage of team development, a feeling of camaraderie emerges. a. forming b. norming c. storming d. performing
b. norming
In thestage of team development, cohesion begins to develop. a. forming b. norming c. storming d. performing
b. norming
In thestage of team development, team members give and ask for feedback. a. forming b. norming c. storming d. performing
b. norming
In thestage of team development, the project manager minimizes directiveness and takes on a more supportive role. a. forming b. norming c. storming d. performing
b. norming
In thestage of team development, trust begins to develop in this stage. a. forming b. norming c. storming d. performing
b. norming
In thestage of team development, work performance accelerates and productivity increases. a. forming b. norming c. storming d. performing
b. norming
Once the best solution has been selected, it's necessary to next a. determine whether the problem has been solved. b. prepare a plan for implementing that solution. c. establish criteria for measuring the qualitative impact. d. implement the solution.
b. prepare a plan for implementing that solution.
A potential conflict on projects is Work Scope where the conflict can arise from differences of opinion on all the following except a. how the work should be done. b. the cost of the work to be done. c. at what level of quality the work should be done. d. how much work should be done.
b. the cost of the work to be done.
In the approach, the value placed on winning the conflict is higher than the value placed on the relationship between the individuals. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
c. Competing or Forcing
In theapproach, conflict is viewed as a win-lose situation. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
c. Competing or Forcing
In theapproach, the project manager may simply pull rank and say, "Do it my way." a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
c. Competing or Forcing
The approach to handling conflict can result in resentment and deterioration of the work climate. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
c. Competing or Forcing
____ is categorizing individuals into a group and then conferring on them the characteristics that we believe apply universally to all members of that group. a. Generalization b. Hypothesizing c. Stereotyping d. Simplifying
c. Stereotyping
The greatest constraint for a project is the a. cash flow for the organization. b. the schedule for the project. c. availability of the right resources at the right time. d. the level of quality to be produced.
c. availability of the right resources at the right time.
Each person on the problem-solving team should complete an evaluation scorecard for a. only the first solution identified. b. the solutions the team member thinks are possible. c. each of the possible solutions. d. the solutions assigned by the project manager.
c. each of the possible solutions.
Once various potential solutions have been identified it is necessary to a. accept the solutions. b. try the first solution suggested. c. evaluate the alternative solutions. d. have the customer select the solution.
c. evaluate the alternative solutions.
A project organization can take several steps to create and sustain a supportive and positive climate for diversity. These include all the following except a. develop a written policy regarding diversity. b. provide training about diversity in the workplace. c. include diversity as a primary meeting agenda item. d. have team meetings for members to get to know each other and value each other's differences.
c. include diversity as a primary meeting agenda item.
One of the first things that a project manager must do is to a. review the plan to be sure of the payment dates. b. determine the earned value of work performed. c. obtain and put together a project team. d. compare actual progress to planned progress.
c. obtain and put together a project team.
After struggling through thestage, the project team moves into the norming stage of development. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, members express their individuality as opposed to team allegiance. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, members start to apply their skills to work on their assigned tasks, and work begins to progress slowly. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, motivation and morale are low in this stage. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, tasks may be more extensive or difficult than anticipated. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, team members feel increasing dissatisfaction with dependence on the direction or authority of the project manager. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, team members now begin to test the limits and flexibility of the project manager and the ground rules. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, the project manager should not become defensive or take issues personally. a. forming b. norming c. storming d. performing
c. storming
In thestage of team development, the project manager still needs to be directive, but less directive than in the forming stage. a. forming b. norming c. storming d. performing
c. storming
Thestage is characterized by feelings of frustration, anger, and hostility. a. forming b. norming c. storming d. performing
c. storming
Thestage of team development is the time for the project manager to provide an understanding and supportive environment. a. forming b. norming c. storming d. performing
c. storming
The second stage of team development is known as a. forming. b. norming. c. storming. d. performing.
c. storming.
Socialization among team members supports a. team dissention. b. knowing too much about each other. c. team building. d. not getting work done because too much social time.
c. team building
Customers and suppliers want to do business with people they can a. keep at a distance. b. manipulate. c. trust. d. cheat.
c. trust.
Although theapproach may make a conflict situation livable, it does not resolve the issue. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
d. Accommodating or Smoothing
In theapproach, topics that may cause hurt feelings are not discussed. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
d. Accommodating or Smoothing
Theapproach emphasizes the search for areas of agreement within the conflict and minimizes the value of addressing differences. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Accommodating or Smoothing
d. Accommodating or Smoothing
In theapproach, the split solution may not be the optimal one. a. Collaborating, Confronting, or Problem Solving b. Avoiding or Withdrawing c. Competing or Forcing d. Compromising
d. Compromising
The purpose of team meetings is to discuss openly such questions as the following except: a. How are we working as a team? b. What barriers are impeding teamwork (such as procedures, resources, priorities, or communications)? c. What can we do to overcome these barriers and improve our teamwork? d. How is the project progressing?
d. How is the project progressing?
____ should develop the planning information or implement the best solution to a problem. a. The project manager b. The stakeholders c. The project manager and the customer d. The project team members who will be responsible for implementing the best solution for a problem
d. The project team members who will be responsible for implementing the best solution for a problem
The goals of the diversity policy might be to create a work environment where all the following are true except a. The right of all team members to participate and contribute is respected. b. Differences are respected and valued. c. All team members flourish. d. There will be acceptance for breach of respect or intolerant behavior.
d. There will be acceptance for breach of respect or intolerant behavior.
Having a common goal such as the project objective can a. break the team apart. b. increase the cost of the project. c. enhance the differences of the team. d. bring a diverse group together.
d. bring a diverse group together.
In larger organizations, the project manager may have to a. take on multiple roles. b. perform much of the project alone. c. pay for charges for other projects. d. negotiate with other managers for resources.
d. negotiate with other managers for resources.
A potential conflict on projects is Organizational Issues where organizational issues can cause conflict. There may be disagreement over all the following except a. the need for certain procedures established by the project manager. b. ambiguous project communication. c. from failure to make timely decisions. d. payment schedules from the customer.
d. payment schedules from the customer.
In thestage of team development, communication is open. a. forming b. norming c. storming d. performing
d. performing
In thestage of team development, members frequently collaborate and willingly help each other. a. forming b. norming c. storming d. performing
d. performing
In thestage of team development, the level of work performance is high. a. forming b. norming c. storming d. performing
d. performing
In thestage of team development, the project manager acts as a mentor, supporting the professional growth and development of the people. a. forming b. norming c. storming d. performing
d. performing
In thestage of team development, the project manager concentrates on project performance with respect to the budget, schedule, scope, and plan. a. forming b. norming c. storming d. performing
d. performing
In thestage of team development, the project manager fully delegates responsibility and authority. a. forming b. norming c. storming d. performing
d. performing
In thestage of team development, the team feels fully empowered. a. forming b. norming c. storming d. performing
d. performing
In thestage of team development, the team is highly committed and eager to achieve the project objective. a. forming b. norming c. storming d. performing
d. performing
The fourth and final stage of team development and growth is the stage. a. forming b. norming c. storming d. performing
d. performing
Thehas to first establish the criteria against which alternative solutions will be evaluated. a. project team b. project manager c. customer d. problem-solving team
d. problem-solving team