Project Management Exam 2

Why is it often necessary for project managers to persuade experienced workers to be part of the project team?

Because highly skilled workers tend to be excellent generalists that need to be "sold" on the project

What is the potential downside to bringing project workers into a project too early?

Bringing SMEs on board before they are needed to complete the project could be expensive

The old saying "What's in it for me?" describes what each stakeholder wants, and there are a number of things that can be done to build a relationship between stakeholders and the core team. Which of these is NOT one of the ways to build these relationships?

Carefully review every communication prior to sharing it with stakeholders to make sure that it is politically correct.

Who is responsible for ensuring that the steering team completes its tasks?

Chief Projects Officer (CPO)

An organizational structure in which project team members are moved to alternate locations to allow them to better work with one another, and on the project in general, is called ____:

Co-location

________ power should be used by a project manager only in circumstances in which it is necessary to maintain discipline or enforce the rules.

Coercive power

Which of the following styles of handling conflict is most appropriate whenever there is enough time, trust can be established, the issue is important to both sides and buy-in is needed?

Collaborating / problem solving

What are the characteristics of "pull" communications?

Communications are posted either on paper or in electronic form and stakeholders need to take the initiative to receive the communication.

Which of these is not a challenge of working on global and virtual teams?

Competencies

Which of these is an example of an internal stakeholder who would be impacted by the project process?

Competing Projects

True or False: The "relationship" topics within team ground rules, such as "discuss openly and protect confidentiality" and "avoid misunderstandings", should eliminate the need for the team to address how to handle conflict.

False

A hierarchical organization where each employee has one clear superior and staff are grouped by areas of specialization and managed by a person with expertise in that area is known as a:

Functional organization

What organization structure is often used for small projects that require most of their work from a single department?

Functional organization

Acceptable behaviors adopted by a project team to improve working relationships, effectiveness and communication are referred to as ____________:

Ground rules

______ establish(es) clear expectations regarding acceptable behavior by project team members, and may cover topics such as protecting confidentiality, establishing trust and handling conflict.

Ground rules

Why is it important for project managers to have one-on-one discussions with their core team members?

Helps the project manager understand priorities and motivations of each core team member.

The collaborative style for handling conflict has a(n)____ concern for self and a(n) ______ concern for others.

High, high

A strong project matrix is different from a weak matrix in that _____:

In a strong matrix the project manager is strong; they have more power than the functional manager

A document used to manage points of discussion or dispute that arise during projects, in order to monitor them and ensure that they are resolved and add them to lessons learned, is called a(n) _____.

Issue log

____ organization structures can be classified as weak, balanced, or strong depending on the relative level of influence between the functional manager and the project manager.

Matrix

Which of the following organizational structures runs contrary to the unity of command principle - that each employee works for a single supervisor?

Matrix organization

Which of these is NOT one of the types of control systems that a customer and contractor should work together to set up and utilize?

Payment system

An output of the process Develop Project Team, an evaluation of the team's success in achieving project objectives for schedule, budget and quality levels, is called team ____.

Performance assessments

During which stage of team development do team members often feel close to one another and have a good understanding of how to work together?

Performing

Group phenomena that evolve over time and include established approaches to initiating and planning projects, the acceptable means for getting the work done, and recognized decision-making authorities are referred to as:

Project culture (norms)

Frequently, project managers lack legitimate power based upon position and instead resort to persuading others based upon personal relationships. This type of power is known as:

Referent power

The sources of most project conflicts can be grouped into those related to ___________ and those related to __________.

Relationships; tasks

One of these is NOT an important and necessary function of communications from stakeholders:

Reporting project progress.

In agile projects, the individual who leads in a collaborative manner by guiding teams and removing obstacles to their progress is called the:

Scrum master

Clarence and his team are working on a high profile project, and want to be sure that they are proactive about managing stakeholder expectations. What document can they refer to in order to understand their stakeholders' assumptions?

Stakeholder Engagement Assessment Matrix

Which of the following executive roles is responsible for overall priority setting, project selection and prioritization, general guidance and encouragement?

Steering team

During which stage of team development do team members attempt to jockey for power, ask many questions and establish dubious goals?

Storming

When trying to understand a corporate culture, it is helpful to understand the types of power that are used. In "power cultures":

Supervisors exert a great deal of economic and political power

In which of these types of organizational cultures is it more important to get the job done than to worry about who does the work or who gets credit?

Task culture

In an Agile life cycle model _____.

The team is self-directed

When should the relationship building between the project manage / other core team members and important stakeholders occur?

Throughout the project

Which of these is NOT one of the five stages of team development?

Transforming

True or False: A project manager demonstrates integrity in ways that include making honest decisions, protecting people, defending core values, leading major change, showing respect, establishing a culture of honesty, and displaying total commitment to project and people.

True

True or False: A project manager understands the importance of understanding individual motives, and takes the time to ask each team member what he or she personally wants from being involved in the project.

True

True or False: Conflict over ideas on how to proceed with a project can lead to more creative approaches.

True

True or False: If the project scope is hard to define early in the project and/or much change is expected, an Agile project management approach often works better.

True

True or False: In "personal cultures" people display an attitude that collaboration is satisfying and stimulating.

True

True or False: In a functional organization workers can learn readily from others in their discipline and keep their skills sharp.

True

True or False: In a projectized organization the project manager has extensive authority for budgets, personnel and other decision-making issues.

True

True or False: Organizational culture consists of values, social rituals, symbols, work ethics, organizational behavior, beliefs, and practices that are shared among members of the organization and are taught to new members.

True

True or False: Synergy results in a team having a collective capability that exceeds the sum of individual capabilities.

True

True or False: The adoption of specific ground rules that specify acceptable behaviors by project team members can improve working relationships, effectiveness, and communication.

True

True or False: The ideal time to on-board core team members is when the project charter is being written.

True

True or False: The negotiation process involves several steps such as: preparing for negotiation; knowing your walk-away point; and working towards a common goal.

True

True or False: When a project team member is not performing, rewards may not prove as effective as a coercive approach that threatens the team member with undesired consequences.

True

True or False: When the project sponsor and manager are determining how to create the project culture, ethics should be an important consideration.

True

Which of the following is an advantage associated with managing projects in a functional organization?

Unity of command - all workers understand clearly what they need to do because only one "boss" is giving them instructions

Under which circumstances might a project manager or sponsor retain the right to make a project decision?

When the decision requires a higher authority

Should a virtual team also meet in person?

Yes; the team should meet in person once, at the beginning of the project.

When assessing project team capability, the project manager should remember that his or her responsibilities are to simultaneously support all of these three entities that are intertwined in many ways, EXCEPT: a. Chief Projects Officer (CPO) b. Parent organization c. Project d. Project team

a. Chief Projects Officer (CPO)

Some organizational culture characteristics make project success more likely. These characteristics include all of the following EXCEPT: a. lack of appreciation for project management b. engagement of stakeholders c. collaboration to meet organizational goals d. teamwork across cultures

a. lack of appreciation for project management

All of the following are among the methods project managers can use to develop individual and team capabilities EXCEPT: a. utilize coercive powers b. demonstrate personal leadership c. teach personal responsibility d. demand situational leadership

a. utilize coercive powers

Customer responsibilities on a project might include all of the following EXCEPT: a. Participate in status or kick-off meetings b. Perform the work of the project to achieve its objectives c. Review and accept project deliverables d. Advise on project requirements

b. Perform the work of the project to achieve its objectives

It is argued that project teams progress through five stages of team development. Which of the following sequences best represents this progression? a. forming, norming, storming, performing, reforming b. forming, storming, norming, performing, reforming c. forming, performing, reforming, norming, adjourning d. forming, storming, norming, performing, adjourning

d. forming, storming, norming, performing, adjourning

All of the following represent common methods for making decisions on contemporary project teams EXCEPT: a. One or two team members recommend or make the decision. b. The steering team reviews the project data and makes the decision. c. The project team votes to make the decision. d. The project manager or sponsor makes the decision.

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Nikhil is the project manager for a consulting company that is performing a project for a client. Which reason below best explains why it is important for him to understand the cultures of both organizations?

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Which two project team success factors have shown the strongest correlation to successful project performance as perceived by senior managers?

...

In agile projects, overall planning is at a high level, and only the near-term work is planned in detail. The project work is conducted in iterations (sprints) that are normally:

A fixed length of two or four weeks

____ is the process of "confirming human resource availability and obtaining the team necessary to complete project activities".

Acquire Project Team

The project life cycle where project teams plan in short bursts (generally of one to four weeks), often called sprints or iterations, is referred to as _________:

Adaptive, change-driven project life cycle

In which phase of the DMAIC model in Six Sigma (Define-Measure-Analyze-Improve-Control) are root causes identified and statistically proven?

Analyze

One of these is NOT a criterion to consider when prioritizing stakeholders:

Attitude

PMI's Code of Ethics and Professional Conduct is a guide for project management practitioners that describes the expectations that they should hold for themselves and others. Which of these is not one of the desired behaviors and basic obligations referenced by the code of conduct?

Authority

Which of these is NOT a reason why effective communications to stakeholders are necessary?

Authorizing work.

Which of these is NOT one of the ways to build relationships with the core team?

Defer to the project manager for problem solving and decision making.

Organizational values guide project managers and provide them with a frame of reference. Which of the answers below is NOT an example of how values can impact project managers?

Determine how the organization likes to communicate internally and externally

Which of the following steps is not part of the six-step project conflict-resolution process?

Determine which teammate was in the wrong

The objective of the ______ process is to improve competencies, team member interaction, and overall team environment to enhance project performance.

Develop Project Team

The project sponsor's responsibilities during the executing stage include:

Ensuring communications with key stakeholders

The Chief Projects Officer's or PMO's responsibilities might include:

Ensuring enough resources are available to perform the project

Which of the four values in the PMI Code of Ethics and Professional Conduct is modeled by the behavior described as "Make decisions and act impartially?"

Fairness

True or False: A form of matrix organization in which the functional manager and project manager have equal amounts of power is called a weak matrix.

False

True or False: A project manager's referent power is described as persuading others based upon giving them something.

False

True or False: All project teams progress uniformly through five stages of team development.

False

True or False: In a projectized organization the functional manager has complete, or very close to complete, power over the project team.

False

True or False: Team members on agile projects need strong direction from the sponsor and project manager.

False

Personal values of individual team members can contribute to team performance. Which of these is NOT one of the personal values that can contribute to a high performing team? a. Understanding and acceptance of personal responsibility. b. Ability to put their own needs above those for the project. c. Willingness to consider alternative views and to change. d. High need for achievement.

b. Ability to put their own needs above those for the project

Which of the following roles and attributes do NOT describe the core team members on a project? a. Core team members often make project decisions jointly with the project manager. b. Core team members join the project on a temporary basis to perform specific project activities as necessary. c. Core team members are the small group of people who are usually on the project from start to finish. d. Core team members may supervise the work of subject matter experts who are brought in on an as-needed basis.

b. Core team members join the project on a temporary basis to perform specific project activities as necessary.

Agile teams require motivated members with a higher level of commitment, and agile teams have all of the following desirable traits EXCEPT: a. Question everything b. Deliver value c. Argue about everything d. Fail their way to success

c. Argue about everything

Which of these is NOT an advantage of a projectized organization? a. Shorter response time b. Enhanced project team identity c. Clear career path for professionals d. Customer focus

c. Clear career path for professionals

Characteristics of an organizational culture can have a major impact on a project's success. All of these are attributes of an organizational culture EXCEPT: a. Risk tolerance b. Motivation and reward systems c. Financial control procedures d. Code of conduct

c. Financial control procedures

All of the following are characteristics of a projectized organization EXCEPT: a. Coordination is the responsibility of project managers b. Focus is on the customer c. Functional managers have the majority of authority d. Decision making is streamlined

c. Functional managers have the majority of authority

All of these are characteristics of Agile life cycle model that distinguish it from other life cycle methodologies EXCEPT: a. Documentation is minimal early in the project but becomes progressively more complete b. Project teams plan in short bursts (generally of 1 to 4 weeks) often called sprints or iterations c. It is a plan-driven model with phases including: selecting and initiating, planning, executing, and closing and realizing benefits d. Products are defined and delivered one iteration at a time with an output that has business value successfully finished in each iteration

c. It is a plan-driven model with phases including: selecting and initiating, planning, executing, and closing and realizing benefits

When teams reach a high performing level, all of the following personal rewards for team members can result, EXCEPT: a. High spirit and team morale. b. Satisfaction in project accomplishments. c. Pride in performing as an individual. d. Enjoyment of their work.

c. Pride in performing as an individual

All of these are reasons why understanding project stakeholders is important to successful project management EXCEPT:

c. The customer who pays for the project is always the actual person who uses the project deliverables, and as the end user they fully understand their needs.

The project manager and sponsor need to act in the best interest of all of these constituencies EXCEPT: a. The project itself b. The project team c. The project management office (PMO) d. Other project stakeholders

c. The project management office (PMO)

Which of these is a characteristic of all project life cycles? a. They all have four phases: Selecting & Initiating, Planning, Executing, and Closing & Realizing b. They are all predictive and plan-driven c. They involve a series of phases that need to be completed and approved before proceeding to the next phase d. They are all based on the Project Management Institute's 5 process groups

c. They involve a series of phases that need to be completed and approved before proceeding to the next phase

All of the following are advantages associated with managing projects in a projectized organization EXCEPT: a. Response times and decision making are swift. b. One boss - the project manager c. Workers know they will still have a job when they finish work on a project. d. Departmental barriers are reduced.

c. Workers know they will still have a job when they finish work on a project.

Which of these is NOT among the common task-related sources of project conflict? a. schedule b. technical approach c. personalities d. priorities

c. personalities

All of the following are among the steps of the negotiation process EXCEPT: a. clarify both parties' interests b. work toward a common goal c. use "good cop / bad cop" technique d. clarify and confirm agreements

c. use "good cop / bad cop" technique

All of these are stages of team development EXCEPT: a. Storming b. Adjourning c. Performing d. Learning

d. Learning

Which of these activities is NOT the responsibility of the steering team? a. Project selection and prioritization b. Sponsor selection c. Overall priority setting d. Mentor project manager, charter project

d. Mentor project manager, charter project

All of these are techniques for managing project conflicts EXCEPT: a. Smooth / Accommodate b. Collaborate / Problem Solve c. Withdraw / Avoid d. None of these choices are correct.

d. None of these choices are correct.

When people are arguing over a decision, it would be helpful to bring out the team charter. Which of these is NOT a reason for referring to the team charter when disagreements arise? EXCEPT: a. The team charter defines the desirable norms for how members are expected to work together on project activities. b. The team charter specifies personal behavior expectations for team members. c. The team charter defines attitudinal expectations for resolving conflict and teamwork. d. The team charter contains the project scope overview, which is used to distinguish between what the project will and will not do.

d. The team charter contains the project scope overview, which is used to distinguish between what the project will and will not do.

Which one of these is NOT one of the increased challenges to working with a global or virtual team? a. Time boundaries b. Cultural diversity c. Physical dispersion d. Varied skills

d. Varied skills