Project Management Ch. 11 Quizzes

During the delivery phase of a project's life cycle, the most significant source of conflict is a. Schedules. b. Priorities. c. Technical. d. Procedures. e. Costs.

a

The project manager must quickly establish operational ground rules for how the team will work together. These include planning, tracking, managing change, and relationship decisions. Which of the following is an example of a planning decision? a. What departments will the team need to interact with during the project? b. What are the specific roles and responsibilities of all the participants? c. Who will generate and distribute reports? d. How will changes be documented and evaluated? e. How will progress be assessed?

b

Which of the following would be an appropriate situation to require facilitating group decision making? a. A mechanical engineer is stuck trying to meet performance criteria for a prototype b. When strong group commitment is needed to decide methods to reduce project scope c. Expectations are unclear regarding a specific task d. Materials needed to finish a custom kitchen have not been determined e. Dysfunctional conflict between two project team members needs to be resolved

b

Which of the following would be considered the MOST effective project reward? a. Desirable job assignments b. Lump-sum cash award c. All-expenses-paid trip for team members and their families d. Using negative reinforcement to motivate adequate performance e. Public recognition

c

During which stage of team development is high performance not a top priority and attention is devoted to wrapping up the project? a. Norming b. Storming c. Performing d. Adjourning e. Forming

d

Experience and research indicate that high-performance project teams are much more likely to develop under all the following conditions EXCEPT a. Members are assigned to the project full time. b. Members report solely to the project manager. c. There are 10 or fewer members per team. d. Team members are selected by their managers. e. The project involves a compelling objective.

d

Researchers have found that high-performance teams have norms for team interaction. Which of the following is NOT one of those norms? a. Hard work does not get in the way of having fun b. No information is shared outside the team unless all agree to it c. It is acceptable to be in trouble, but not to surprise others d. When a decision has to be made, everyone should agree before moving forward e. There is no tolerance for bulling a way through a problem or issue

d

The essence of positive synergy can be found in the phrase a. Front of ship sink—back of ship sink. b. There is no "I" in team. c. Two heads are better than one. d. The whole is greater than the sum of the parts. e. If it doesn't kill you, it makes you stronger.

d

Which of the following is commonly associated with high-performing project teams? a. Risk taking is controlled and not allowed to jeopardize the overall project b. Roles and specific responsibilities are well-defined c. A degree of competition among team members is encouraged d. Mistakes are viewed as opportunities for learning e. Team members are selected with similar talents to enhance cohesion

d

During which stage of team development do team members establish ground rules and try to find out what behaviors are acceptable and what performance expectations are? a. Norming b. Storming c. Performing d. Adjourning e. Forming

e

Individual rewards for outstanding work would NOT include A. Letters of commendation. B. Public recognition. C. Desirable job assignments. D. Judiciously making exceptions to the rules. E. All of these are examples of individual rewards for outstanding work.

e

Project managers play a key role in developing high-performance project teams. Which of the following is NOT a contributing factor to this role? a. Conduct project meetings b. Recruit team members c. Manage a reward system d. Manage conflict e. Report progress to top management

e

T or F: Every project has the same potential to evolve into a high-performance team.

f

T or F: Going native is the ability that some project teams have to bypass the normal policies and procedures that everyone in the organization is supposed to follow.

f

T or F: When facilitating group decision making, a project manager should identify a problem in terms of its alternate solutions so that team members can more easily reach a decision on how to solve the problem.

f

T or F: Conflict is inevitable and can be a desirable part of project work.

t

T or F: Most project managers advocate the use of group rewards rather than individual rewards.

t

T or F: One important factor that a project manager must acknowledge when recruiting project members is the management structure being used to complete the project.

t

T or F: Team members can be upset and dissatisfied with conflict, but as long as the disagreement furthers the objectives of the project, then the conflict is functional.

t

T or F: The first team meeting sets the tone for how the team will work together

t